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- 1. A profile of small business across Canada ArchivedArticles and reports: 61F0019X19970044038Geography: CanadaDescription:
Profiles are available by type of business (unincorporated, incorporated, and both combined) for about 680 different industries in Canada. They are also produced for each province and territory, but with reduced industry detail. This article focuses on revenue, profit, assets and equity.
Release date: 1998-11-25 - 2. How to get ahead in life: some correlates of intergenerational income mobility in Canada ArchivedArticles and reports: 89-553-X19980014021Geography: CanadaDescription:
The focus of this chapter is on the extent and nature of intergenerational income mobility, that is the degree to which an individual's income (as an adult) is related to the income earned by his or her parents (during the individual's childhood). As such our analysis is related to the economic literature surveyed for example in Becker and Tomes (1986), and more recently by Björklund and Jäntti (1997). However, we follow Hill and Duncan (1987) in suggesting that distinguishing between the various components of a family's income provides a way of incorporating both economic and sociological explanations into an empirical model of income mobility.
Release date: 1998-11-05 - 3. What will we be leaving you? ArchivedArticles and reports: 68-513-X19970013572Geography: CanadaDescription:
The inspiration and content of this volume owe much to Larry Kotlikoff, Alan Auerbach and their collaborators for their pioneering work in the development of Generational Accounting. These papers include the latest efforts to apply their accounting framework to Canada as well as numerous extensions of parallel thinking to a far broader range of legacies. Both of these lines of research make use of Statistics Canada's unmatched sources of data and analytical capacities, so the sponsorship and content of this book make a natural match.
Release date: 1998-02-04 - Articles and reports: 11F0019M1997102Geography: CanadaDescription:
The strategies and competencies of small and medium-sized firms are explored here using the responses to the Survey of Growing Small and Medium Size Enterprises, conducted by Statistics Canada. The paper classifies small and medium-sized firms by innovator type and explores the complementary strategies in management, marketing, human resources and financing that are adopted by each innovator type and the success of each type of innovator.
A taxonomy of innovative types is developed that is based on the product/process development orientation of the firm. Differences in competencies in the area of human resources, management, marketing and finance that are possessed by firms in each group are examined. Firms are classified into one of four groups-product innovators, comprehensive (product and process) innovators, process innovators, or non-innovators-based on their responses to 22 innovation-related questions on the survey. These groups correspond to different stages in the development of a product market. Product innovators occupy the first stage, the time when the product is initially introduced. Comprehensive innovators represent the second stage, when the product demand is still growing, and firms in addition to producing new products, have begun to make dramatic improvements in their production efficiencies, by concentrating on process innovations as well as product innovations. Process innovators represent the third phase in the development of a product market, when the product characteristics have become established, and firms seek to improve their market share mainly by improving their production efficiencies. Finally, the last phase is characterized by a relatively stable product line, with a mature production technology.
The competencies of firms differ across these innovative types. Comprehensive innovators tend to develop greater capabilities than the other innovators in a wide range of areas. Comprehensive innovators also tend to outperform the other innovators in terms of growth in sales, market share, and employment size.
Innovators also tailor their financial strategies to their innovator type. Product innovators focus on a low debt/asset strategy with non-standard sources like venture capital. In later stages of the innovation life cycle-comprehensive and process innovators place great emphasis on higher debt/asset ratios and make greater use of long-term debt and equity capital.
Release date: 1998-01-22
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- 1. A profile of small business across Canada ArchivedArticles and reports: 61F0019X19970044038Geography: CanadaDescription:
Profiles are available by type of business (unincorporated, incorporated, and both combined) for about 680 different industries in Canada. They are also produced for each province and territory, but with reduced industry detail. This article focuses on revenue, profit, assets and equity.
Release date: 1998-11-25 - 2. How to get ahead in life: some correlates of intergenerational income mobility in Canada ArchivedArticles and reports: 89-553-X19980014021Geography: CanadaDescription:
The focus of this chapter is on the extent and nature of intergenerational income mobility, that is the degree to which an individual's income (as an adult) is related to the income earned by his or her parents (during the individual's childhood). As such our analysis is related to the economic literature surveyed for example in Becker and Tomes (1986), and more recently by Björklund and Jäntti (1997). However, we follow Hill and Duncan (1987) in suggesting that distinguishing between the various components of a family's income provides a way of incorporating both economic and sociological explanations into an empirical model of income mobility.
Release date: 1998-11-05 - 3. What will we be leaving you? ArchivedArticles and reports: 68-513-X19970013572Geography: CanadaDescription:
The inspiration and content of this volume owe much to Larry Kotlikoff, Alan Auerbach and their collaborators for their pioneering work in the development of Generational Accounting. These papers include the latest efforts to apply their accounting framework to Canada as well as numerous extensions of parallel thinking to a far broader range of legacies. Both of these lines of research make use of Statistics Canada's unmatched sources of data and analytical capacities, so the sponsorship and content of this book make a natural match.
Release date: 1998-02-04 - Articles and reports: 11F0019M1997102Geography: CanadaDescription:
The strategies and competencies of small and medium-sized firms are explored here using the responses to the Survey of Growing Small and Medium Size Enterprises, conducted by Statistics Canada. The paper classifies small and medium-sized firms by innovator type and explores the complementary strategies in management, marketing, human resources and financing that are adopted by each innovator type and the success of each type of innovator.
A taxonomy of innovative types is developed that is based on the product/process development orientation of the firm. Differences in competencies in the area of human resources, management, marketing and finance that are possessed by firms in each group are examined. Firms are classified into one of four groups-product innovators, comprehensive (product and process) innovators, process innovators, or non-innovators-based on their responses to 22 innovation-related questions on the survey. These groups correspond to different stages in the development of a product market. Product innovators occupy the first stage, the time when the product is initially introduced. Comprehensive innovators represent the second stage, when the product demand is still growing, and firms in addition to producing new products, have begun to make dramatic improvements in their production efficiencies, by concentrating on process innovations as well as product innovations. Process innovators represent the third phase in the development of a product market, when the product characteristics have become established, and firms seek to improve their market share mainly by improving their production efficiencies. Finally, the last phase is characterized by a relatively stable product line, with a mature production technology.
The competencies of firms differ across these innovative types. Comprehensive innovators tend to develop greater capabilities than the other innovators in a wide range of areas. Comprehensive innovators also tend to outperform the other innovators in terms of growth in sales, market share, and employment size.
Innovators also tailor their financial strategies to their innovator type. Product innovators focus on a low debt/asset strategy with non-standard sources like venture capital. In later stages of the innovation life cycle-comprehensive and process innovators place great emphasis on higher debt/asset ratios and make greater use of long-term debt and equity capital.
Release date: 1998-01-22
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