Publications & Documents

This report builds on work presented in the OECD’s 2019 report Regions in Industrial Transition: Policies for People and Places. It considers industrial transition as a complex and enduring challenge in regional development that traditional policy levers have not always been able to satisfactorily address. Beginning with an overview of how to characterise these regions, it then explores why they require tailored policy approaches and posits whether adopting a more experimental path in governance arrangements and policy initiatives could make inroads in meeting industrial transition objectives. The report shares findings emanating from the experiences of eight regions and two countries that designed and implemented experimental initiatives to advance their industrial transition process and Smart Specialisation Strategies, with the support of the European Commission. It features a framework of governance and policy areas that influence industrial transition, and applicable to experimentation. Combining this with insights from each experiment studied, the report presents a toolkit of policy levers for policy makers grappling with industrial transition, and a checklist for those wishing to apply an experimental approach to industrial transition initiatives. Finally, the report contains a synopsis of the initiatives designed and implemented by the regions and countries participating in this project.

Produced as part of the OECD Global Action on Promoting Social and Solidarity Economy Ecosystems, funded by the European Union’s Foreign Partnership Instrument, this paper provides a framework to clarify the core notions of the social and solidarity economy, along with social economy, social enterprise, social innovation and other related notions. The objective is to explain what they are and understand how these notions have evolved in recent decades. It also aims to capture and document the great diversity within social and solidarity economy organisations in terms of purposes, legal entities, business models and practices to help better characterise the 'population' of social and solidarity economy entities.

Building on strong local roots to address local development challenges, many social and solidarity economy (SSE) entities are increasingly extending their operations internationally. By responding to international social and environmental challenges, SSE entities can help make global value chains more inclusive and sustainable. With the pursuit of a social mission and participatory governance at the core of their operations, SSE entities adopt specific approaches to internationalise their presence. Some internationalise to scale their impact to reach more people and areas, while some do so to deepen their impact on existing target groups by leveraging resources internationally. This paper analyses what SSE internationalisation involves and its specific drivers (chapter 1), trends in SSE internationalisation (chapter 2), competitive advantages and barriers of the SSE for internationalisation (chapter 3), and actionable areas for policy makers to promote its internationalisation (chapter 4).

Half a century after independence, Bangladesh has achieved impressive progress. The country has transformed from one of the poorest nations into a global textile manufacturing hub capable of meeting its medical needs almost entirely through domestic pharmaceutical production. The country will graduate from the least developed country (LDC) category in 2026 and aspires to be a high-income nation through industrialisation by 2041. Meeting this challenge requires accelerating economic transformation through diversification and innovation. This Production Transformation Policy Review (PTPR), implemented with the support and collaboration of the European Union (EU), and in partnership with the UN Conference on Trade and Development (UNCTAD), identifies concrete options for supporting Bangladesh’s development. It calls for leveraging digitalisation to address persistent fragilities and it advocates for a new pact based on shared responsibilities between the national government, the private sector and international partners to shift to a new development phase and ensure sustainable, smooth and irreversible graduation.

Le présent document d’orientation intitulé « Améliorer les programmes de formation à l’entrepreneuriat inclusif et social » a été produit par l’OCDE et la Commission européenne. Il traite de l’importance des programmes de formation et présente une vue d’ensemble des types de programmes de formation disponibles. Il analyse également les possibilités pour les pouvoirs publics de renforcer ces programmes de formation et fournit des conseils sur la manière de concevoir des programmes de formation à l’entrepreneuriat inclusif et social plus efficaces.

The impact of productivity on employment remains uncertain, particularly in light of growing concerns regarding potential negative effects of technological progress on labour demand. This report uses harmonised and comparable data from 13 countries spanning the last two decades to comprehensively analyse how productivity growth affects employment dynamics at various levels of aggregation. The study's findings highlight a positive correlation between productivity growth and employment as well as wage growth, both at the firm level and on a broader scale. This outcome arises from counteracting mechanisms and heterogeneous dynamics across different groups of firms. The findings have relevant policy implications: productivity is not just an isolated key economic objective, but well-designed and complementary policies can also help convert technological and organisational change into higher employment and wage growth.

Scale-ups, i.e. firms that grow fast over a short period of time, significantly contribute to job creation and economic growth. This study uses granular firm, establishment and employee data to understand how relocations, domestic expansions or foreign acquisitions impact the life cycle of scale-ups. Around 95% of scale-ups remain in their 'home' region over the 2014-20 period, reflecting the importance of their personal local business networks in driving growth. Instead of relocating, many scale-ups create new plants or branches in different regions to serve new customers, tap into new markets, or to gain access to new resources and capabilities. Scale-ups that relocate or expand continue to grow. However, relocations and expansions can be a challenge for talent retention, as they may lead existing employees to find other opportunities in new places. Foreign capital appears to support the scale-ups’ growth process. Across the five Nordic countries, between 6% and 20% of scale-ups became foreign owned between 2014 and 2020.