Market access, supplier access, and Africa's manufactured exports: A firm level analysis

2006 ◽  
Vol 15 (4) ◽  
pp. 493-523 ◽  
Author(s):  
Ibrahim Elbadawi ◽  
Taye Mengistae ◽  
Albert Zeufack
Keyword(s):  
Market Access ◽  
Firm Level ◽  
Manufactured Exports ◽  
Level Analysis

scholarly journals Revenue Impacts of MPP Branded Funds: A Firm-Level Analysis

2003 ◽  
Vol 32 (2) ◽  
pp. 184-197 ◽  
Author(s):  
Paul M. Jakus ◽  
Kimberly L. Jensen ◽  
George C. Davis
Keyword(s):  
Firm Size ◽  
Market Access ◽  
Major Change ◽  
Export Promotion ◽  
Firm Level ◽  
Promotion Program ◽  
Domestic Firms ◽  
Market Promotion ◽  
Access Program ◽  
Level Analysis

The USDA's Market Access Program (formerly Market Promotion Program) recently underwent a major change to redirect all branded products export promotion funds to small domestic firms and cooperatives. The redirection responded to criticisms by the General Accounting Office of past allocations of branded products export promotion funds to large, experienced exporters. This study uses a firm-level analysis to examine whether firm size and export experience matter in how effectively firms use the promotion funds to increase their revenues. The results support neither the GAO criticisms nor the recent program redirection.

The Consequences of Accounting Failure for Innovation: A Multi-Level Analysis

2020 ◽  
Vol 34 (2) ◽  
pp. 109-124
Author(s):  
Megan F. Hess ◽  
Andrew M. Hess
Keyword(s):  
Firm Level ◽  
Psychological Response ◽  
Top Executives ◽  
Innovation Activities ◽  
Threat Rigidity ◽  
Multi Level ◽  
Multiple Levels ◽  
Financial Misconduct ◽  
Public Disclosures ◽  
Level Analysis

SYNOPSIS In this study, we investigate the relation between accounting failure and innovation at multiple levels in an organization by developing and testing a model for how top executives and functional managers might change their risk preferences and their innovation investments in response to public disclosures of financial misconduct. At the firm level, we find that accounting failures reduce subsequent investments in R&D, as predicted by a threat rigidity (“play it safe”) psychological response among top executives. At the project level, accounting failures have the opposite effect, resulting in an increase in the number of exploratory projects, as predicted by a failure trap (“swing for the fences”) psychological response among functional managers. Unpacking this relation at multiple levels of analysis helps us to understand the complex ways in which financial misconduct shapes a firm's innovation activities and appreciate the far-reaching consequences of accounting failure.

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