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Many scholars and practitioners in the fields of business and management have recently published theoretical and empirical studies on the subject of business culture and its impact on its growth and effectiveness; yet, there has been a dearth of research on the topic of how organizational culture affects productivity. Moreover, there are hardly any theoretical or empirical research that examines these two concepts within the context of a micro-enterprise. This chapter uses a sample of 279 Ancash Region microenterprises to investigate the effect of local entrepreneurial culture on businesses’ overall performance. Among the four types of entrepreneurial cultures studied, only the Hierarchical culture was shown to have no effect on the degree of performance of the microenterprises. There is evidence of a significant causal relationship between the variables studied, the coefficient of determination was; business performance (r² = 0.796), with an SRMR of 0.037, the confirmatory model is relevant within its range of accuracy, while market culture has the greatest impact on business performance.

In any time and space and under any circumstance, we find peasants are never passive actors in their livelihoods and rural development. Instead, they always create space for manoeuvre in order to make changes. This chapter analyses the innovative actions taken by the majority of rural inhabitants in rural areas during the overwhelming modernization process, so as to affirm that peasants are the main actors of rural development. It is they who have shaped the transformation of rural societies and the history. Through the analysis, this chapter concludes that rural development is not an objective, a blueprint nor a design. It is not the to-be-developed rear field in modernization. It is not the babysitter for cities, nor a rehearsal place for bureaucrats to testify their random thoughts. Rural development is what peasants do. The path they have chosen reveals scenery so different from modernization. If we regard development as a social change, or a cross with influential meanings, we could understand rural development as peasants’ victories over their predicament. Villages accommodate not only peasants, but without peasants villages would surely vanish. In this sense, the most important part in rural development or rural change is peasants – their conditions and their feelings.

Objective: Recently, there has been an increase in the use of cryptocurrency, decentralised finance (DeFi) applications and DeFi services in several countries. These innovations facilitate the delivery of financial services using smart contracts. DeFi encompasses all financial services that are built on public blockchains, based on open protocols and removes intermediaries from the financial intermediation process. There is significant cryptocurrency activity in Africa while DeFi developments are relatively new and unpopular in the African continent. This chapter introduces DeFi in Africa. It presents some statistics and data on DeFi in Africa. Thereafter, the potential benefits, challenges and regulatory issues associated with DeFi in Africa are presented.

Method: This study used literature reviews and external data sources to show the benefits and advantages of DeFi .

Findings: The findings show that there is low interest in DeFi in Africa. Some benefits of DeFi to African countries include increased liquidity for many small- and medium-scale enterprises (SMEs), new opportunities to raise additional capital to fund capital-intensive activities, usher in an era of smart contracts that are negotiated bilaterally without needing an intermediary, encourage peer-to-peer trade between economic agents in several African countries, enhance the efficiency of the Pan-African Payment Settlement System and encourage more trade between individuals and corporations under the African Continental Free Trade Agreement, among others.

Originality: This is the first chapter to examine DeFi in Africa.

In recent years, we have witnessed a surge in academic interest towards migrants and their entrepreneurial endeavours. This has resulted in valuable insights about immigrant, transnational, ethnic and diaspora entrepreneurship. By reviewing 158 articles published in the fields of migrant entrepreneurship, transnational entrepreneurship, ethnic and diaspora entrepreneurship over the last decade, the author maps the migrant entrepreneurship field according to the level of analysis and suggests potential avenues for the development of the field. Blurred boundaries between different streams of literature can potentially lead to duplication of efforts and harm cumulativity of knowledge. Therefore, the author summarises the key findings at each level of analysis, identifies the gaps and most pressing research questions. The author concluded that the field would benefit from (1) more specific definitions and assessment of whether observed findings stem from immigrant-, transnational-, ethnic- or diaspora-related factors; (2) appreciating the multilevel nature of the phenomenon; and (3) clarifying the boundary conditions. This review contributes to the accumulation of knowledge in two ways. First, it synthesises the findings in the fields of transnational, immigrant, ethnic and diaspora entrepreneurship under the framework of migrant entrepreneurship. Second, it suggests potential research directions across three levels of analysis and in-between those levels.

The current era of the fourth industrial revolution has attracted significant research on the use of digital technologies in improving construction project delivery. However, less emphasis has been placed on how these digital tools will influence the management of the construction workforce. To this end, using a review of existing works, this chapter explores the fourth industrial revolution and its associated technologies that can positively impact the management of the construction workforce when implemented. Also, the possible challenges that might truncate the successful deployment of digital technologies for effective workforce management were explored. The chapter submitted that implementing workforce management-specific digital platforms and other digital technologies designed for project delivery can aid effective workforce management within construction organisations. Technologies such as cloud computing, the Internet of Things, big data analytics, robotics and automation, and artificial intelligence, among others, offer significant benefits to the effective workforce management of construction organisations. However, several challenges, such as resistance to change due to fear of job loss, cost of investment in digital tools, organisational structure and culture, must be carefully considered as they might affect the successful use of digital tools and by extension, impact the success of workforce management in the organisations.