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Developed-country plant managers can make capital investments averaging $50,000 without higher authorization, whereas developing-country owners sign off on minor $25 purchase orders; the number of owner brothers and sons directly predicts firm size due to selective family delegation [8, 10].
A small minority of high-talent entrepreneurs like "Sarah" increased profits from 90 GH¢ to 333 GH¢ (a 270% increase vs. average control increase of 109 GH¢) by adopting marketing and employee management, whereas low-talent entrepreneurs like "Jess" only grew profits from 30 GH¢ to 80 GH¢. On average, the tailors mirrored "Jess", leading to zero aggregate profit growth across treatment groups.
The count of owner brothers and sons directly predicted firm size and plant expansion; well-managed firms with zero brothers/sons operated only a single plant, while poorly managed firms with multiple male relatives established multiple production plants.