This research had an objective of exploring the role of MSEs in LED through analysis of wood-work MSE value chain. The basic research questions underscore what the domestic wood-work value chain looks like; what major weaknesses and challenges confront the operation of MSEs; what major areas of upgrading and inter-firm relations are evident in the sector; and what MSE value chains contribute to LED. The research exercise was based on review of related literature and a field survey, involving MSE operators drawn from the study area (Addis Ababa). Mixed method of analysis (quantitative and qualitative) was employed to deal with the data collected through questionnaires and interviews. Porter’s model of VC (1985) and UNIDO’s description of wood-work VC (2005) were used to provide conceptual framework. The wood-work sub-sector in Ethiopia has a domestic value chain since main inputs are from local sources, designs are by local producers, and products are for domestic markets. Domestic actors govern the allocation of resources and the distribution of benefits. Public enterprises control plantations hence primary inputs. Wholesalers in turn control inputs, which finally reach MSEs through retailers. Design, production and marketing decisions are made by MSE operators. Middlemen are minor as most of the products reach consumers directly. The value-chain’s downstream is thus described by a short distribution-channel. Horizontal, non-market, linkages characterize inter-firm relations; whereas, arm’s length market linkages dominate the supplier-MSE-buyer relations. In the absence of “lead firms”, wood-work MSE value chains fail to qualify for the mainstream “buyer-driven” model. Without buyer-dominated quasi-hierarchical relationship, MSEs exercise “incremental upgrading” through learning-by-doing. Measures taken to upgrade the production process are considerably inclined to the physical (hardware) aspects of the firm. The MSE value-chain is restrained by internal and external problems. The current state of design marks underdeveloped links in the chain and delays entry into competitive markets. Despite the drawbacks, MSEs enable localities mobilize fragmented resources and create employment. MSEs contribute to LED through the value chain, right from input-sourcing to production and marketing. Inter-firm relations and upgrading efforts uphold the contributions. / Development Studies / Ph. D. (Development Studies)

This research had an objective of exploring the role of MSEs in LED through analysis of wood-work MSE value chain. The basic research questions underscore what the domestic wood-work value chain looks like; what major weaknesses and challenges confront the operation of MSEs; what major areas of upgrading and inter-firm relations are evident in the sector; and what MSE value chains contribute to LED. The research exercise was based on review of related literature and a field survey, involving MSE operators drawn from the study area (Addis Ababa). Mixed method of analysis (quantitative and qualitative) was employed to deal with the data collected through questionnaires and interviews. Porter’s model of VC (1985) and UNIDO’s description of wood-work VC (2005) were used to provide conceptual framework. The wood-work sub-sector in Ethiopia has a domestic value chain since main inputs are from local sources, designs are by local producers, and products are for domestic markets. Domestic actors govern the allocation of resources and the distribution of benefits. Public enterprises control plantations hence primary inputs. Wholesalers in turn control inputs, which finally reach MSEs through retailers. Design, production and marketing decisions are made by MSE operators. Middlemen are minor as most of the products reach consumers directly. The value-chain’s downstream is thus described by a short distribution-channel. Horizontal, non-market, linkages characterize inter-firm relations; whereas, arm’s length market linkages dominate the supplier-MSE-buyer relations. In the absence of “lead firms”, wood-work MSE value chains fail to qualify for the mainstream “buyer-driven” model. Without buyer-dominated quasi-hierarchical relationship, MSEs exercise “incremental upgrading” through learning-by-doing. Measures taken to upgrade the production process are considerably inclined to the physical (hardware) aspects of the firm. The MSE value-chain is restrained by internal and external problems. The current state of design marks underdeveloped links in the chain and delays entry into competitive markets. Despite the drawbacks, MSEs enable localities mobilize fragmented resources and create employment. MSEs contribute to LED through the value chain, right from input-sourcing to production and marketing. Inter-firm relations and upgrading efforts uphold the contributions. / Development Studies / Ph. D. (Development Studies)