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Many observational studies of micro and small enterprises have found that enterprise performance and education levels of entrepreneurs are positively associated. Does it follow that entrepreneurs' management capacities depend on their academic achievements? This paper examines what types of entrepreneurs participated in a managerial training program held in Ethiopia, who benefited more from the program, and who had better management knowledge before the program. [The authors] find that highly educated entrepreneurs were more willing to learn about management, more knowledgeable about management, and gaining more from the training program, but that such simple relationships are missing among entrepreneurs operating larger enterprises.

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The vast majority of micro and small enterprises in developing countries are located in industrial clusters, and the majority of such clusters have yet to see their growth take off. The performance of micro and small enterprise clusters is especially low in Sub-Saharan Africa. While existing studies often attribute the poor performance to factors outside firms, problems within firms are seldom scrutinized. Entrepreneurs in these clusters are unfamiliar with standard business practices. Based on a randomized experiment in Ghana, this study demonstrates that basic-level management training improves business practices and performance, although the extent of improvement varies considerably among entrepreneurs.

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The responsibility for providing [a] conducive environment for forest management primarily rests with [the] Forest Department (FD). Due to the changing nature of forest management practices and policies and also pressures of global/national/local forces, there is a constant need to cope with the changes in order to keep abreast with the development that takes place rapidly. In view of the National Training Policy, the FD is duly engaged in developing their own human resources by sending forest officers for different training/management development programs. In spite of the newly emerging training scenario in the field of forestry, trainers of different institutions are observing that forest officers are not giving due importance to attending the training. In view of [the] above, the need for a systematic study to find out various training perceptions of forest officers and assessment of their current training needs and wants, was realised. Results indicated that there is a need for incorporation of [a] participatory approach in the training process, which should include all the three stakeholders, namely the Ministry of Environment and Forests (MOEF), state forest departments and the forest officers. Besides, the synchronisation of [the] broader mandate of MOEF with state forest departments and the forest officers' training needs is also required in this regard.

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[Little is known] about the entrepreneurship of business owners and managers in developing countries. Why are firms there less able to innovate and manage than their counterparts in developed countries? How can their entrepreneurship be nurtured? The purpose of this paper is to explore these questions by reviewing case studies of industrial clusters in Asia and sub-Saharan Africa (SSA). These studies include randomized controlled trials of management training. [The authors] highlight cluster-based industrial development because low-income countries should have a comparative advantage in labor-intensive manufacturing industries, which are characterized by the dominance of micro and small enterprises (MSEs) located in industrial clusters. In other words, [the authors] are interested in cultivating entrepreneurship that will foster cluster-based MSE development since such development will be conducive to reducing poverty and income equality and crucial for inclusive growth.

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Managerial capital has received attention in recent years as one of the major determinants for enterprise productivity, growth, and longevity. While recent empirical studies make it clear that training intervention can improve the management level, it remains unclear why the managers had not made efforts to obtain these basic knowledge. To test the hypothesis that the reason lies in low valuation for obtaining knowledge, [the authors] conduct experimental training programs for the managers of [small and medium enterprises] SMEs in a knitwear cluster in rural town in Vietnam. [The authors] find that the demand for these trainings was indeed low prior to trainings, but increased greatly with own learning experience, and that those with a higher prior demand tended to benefit more from the training. [The authors] also examine the spill-over effects from their peers and find their heterogeneous impacts across the types of trainings conducted.

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