Productive Development Policies in Latin American Countries: The Case of Peru, 1990-2007

Abstract

Standard-Nutzungsbedingungen:Die Dokumente auf EconStor dürfen zu eigenen wissenschaftlichen Zwecken und zum Privatgebrauch gespeichert und kopiert werden.Sie dürfen die Dokumente nicht für öffentliche oder kommerzielle Zwecke vervielfältigen, öffentlich ausstellen, öffentlich zugänglich machen, vertreiben oder anderweitig nutzen.Sofern die Verfasser die Dokumente unter Open-Content-Lizenzen (insbesondere CC-Lizenzen) zur Verfügung gestellt haben sollten, gelten abweichend von diesen Nutzungsbedingungen die in der dort genannten Lizenz gewährten Nutzungsrechte. This paper assesses the institutional setting and productive impact of selected productive development policies (PDPs), institutions, and programs implemented in Peru during the period 1990-2007. The assessment is based on a simple, basic framework of a series of economic or market failures that may have constrained the transformation of the productive structure, the process of innovation, and the growth of total factor productivity. Evidence indicates that the PDPs and structural reforms implemented in Peru did not significantly alter the productive structure of the Peruvian economy. If the objectives of the PDPs are to transform the productive structure, increase total factor productivity, and enhance innovation, government interventions need to focus directly on the source of market failures and create quality productive changes within the private sector. Terms of use: Documents inJEL Classifications: L50, O25, O40

Performance satisfaction, shareholder and stakeholder orientations: Managers´ perceptions in three countries across continents

“…A link between a shareholder orientation and stronger performance outcomes seems consistent with two factors in Peru: recent rapid growth of the economy, despite growth being concentrated in traditional sectors such as mining and agribusiness (Tello & Tavara, 2010); and the absence of widespread initiatives linking business performance to CSR (Garavito, 2008;Marquina et al, 2011). This is postulated in the following hypothesis.…”

“…An influx of foreign investment followed and has continued up to the present (De Althaus, 2007;Dube, 2011). Political stability, macro-economic caution and the aggressive pursuit of free trade enabled the nation to emerge as one of the fastest growing economies in Latin America (Tello & Tavara, 2010). This economic expansion created heightened interest in the link between corporate activity and society (De Althaus, 2007;Flores & Ickis, 2007;Quiroz, 2008;Gil, 2009;Jaramillo & Silva-Jáuregui, 2011).…”

“…Indeed, Peruvian managers appear to have a greater tendency towards idealism than their counterparts in other nations (Robertson et al, 2007). The recent, sustained economic boom, however, brought conspicuous tangible benefits, with corporate success receiving wide publicity and admiration in the media (De Althaus, 2007;Anon., 2008;Parnell, 2008;Anon., 2009;Tello & Tavara, 2010), suggesting that a shareholder orientation may also be plausible in Peru.…”

Growing but not Developing: Long‐Term Effects of Clustering in the Peruvian Clothing Industry

“…Next, a change in the national government is followed by changes in the staff of supporting agencies, undermining the development of capabilities to solve collective action problems. Furthermore, local authorities are mostly concerned with urgent issues such as waste disposal and security, and are unable to bring about the institutional reforms which are required to build an effective governance structure and foster the development of the cluster (Tello & Távara )…”

“…Next, a change in the national government is followed by changes in the staff of supporting agencies, undermining the development of capabilities to solve collective action problems. Furthermore, local authorities are mostly concerned with urgent issues such as waste disposal and security, and are unable to bring about the institutional reforms which are required to build an effective governance structure and foster the development of the cluster (Tello & Távara 2010) In the case of the Gamarra cluster, the quality of cluster governance thus seems to be a critical issue to prevent a further decline of the production part of the cluster and to reap the full potential of clustering advantages for producers. Key challenges to increase value added are the development of design capabilities, timely access to information on fashion trends, market prices and technology, and improving strategic planning in a context of intensifying competition.…”