scholarly journals Relationship and influence of entrepreneurial orientation, social capital, and warm glow on sustainable agricultural development in the border area of Sebatik Island

2021 ◽  
Vol 807 (3) ◽  
pp. 032061
Author(s):  
A Mubarak ◽  
Nia Kurniasih Suryana ◽  
Elly Jumiati ◽  
Sekar Intan
Author(s):  
Alireza Jalali ◽  
Ramayah Thurasamy ◽  
Mastura Jaafar

The importance of entrepreneurial orientation (EO), resource-based view (RBV), network types of social capital (SC) and small and medium enterprises (SMEs) have become the main focus in the manufacturing environment. The current study investigates 1. The relationship between EO and Manufacturing SMEs performance and 2. The moderating effect of intra- and extra-industry network in EO and manufacturing SMEs performance relationship. Quantitative method was done through survey. The population of this study was industrial SMEs in Tehran and Hamedan. Proportionate stratified random sampling was employed and out of 580 questionnaires sent out, only 150 questionnaires were returned. The result implies that the dimensions of EO positively improved manufacturing SMEs performance. In addition the result shows that the high intra-industry network strongly moderates the relationship between innovativeness and growth-profit ability and also strongly moderates the relationship between risk-taking and growth-profitability. Contributions and limitations of the study are also discussed accordingly.


2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Samar Hayat Khan ◽  
Abdul Majid ◽  
Muhammad Yasir ◽  
Asad Javed ◽  
Hassan Ahmed Shah

PurposeThe objective of this study is to evaluate the key issues that how social capital augments the initiation of strategic renewal through the mediating role of entrepreneurial orientation and the moderating role of organizational flexibility. In the context of Small and Medium Enterprises (SMEs) of developing economies, the study developed and tested the theoretical model of strategic renewal for analyzing its major outputs.Design/methodology/approachThis study utilized cross-sectional design and employ quantitative approach. The data were collected from the owner, managers and executive directors of pharmaceutical SMEs of Pakistan. The study used statistical analysis of correlation and regression for the analysis of data.FindingsThe study discovered that entrepreneurial orientation mediates the positive relationship of social capital and strategic renewal. Moreover, high organizational flexibility strengthens the association between social capital and strategic renewal of SMEs.Originality/valueThis research contributes to the body of knowledge by providing empirical evidence that how to thrive the mechanism of strategic renewal. The study further provides understanding of the effects of organizational social capital, entrepreneurial orientation and organizational flexibility on strategic renewal.


2016 ◽  
Vol 22 (1) ◽  
pp. 1
Author(s):  
Tri Pranadji

<strong>English</strong><br />The condition of rural agriculture recently facing some big problems in particular the weakness of social capital, poverty and environmental degradation which are progressively on large scale. Vision of agricultural development 2025 is sustaining rural welfare which is characterized by highly competitive, equity and sustainable. One of very important agricultural policies is how to improve rural socio-culture regarding to most of rural people good opportunity in higher level of quality of life. Therefore, agricultural development 2025 will strongly require a comprehensive framework of socio-culture policy. There are five primary elements of socio-culture which must be developed in agricultural development 2025, that are human competency (or high quality of human capital), strong local leadership, value system, health agribusiness organization (and management) at village level, and equal social structure (being based on agrarian resources domination). It is highly recommend that framework of socio-culture policy is constructed by combination between time reference of change and level of society in one side, and elements of socio-culture which are being transformed in the other side. Social capital, such as  rural law enforcement and governmental decentralization at rural level, have to be considered as the key to success in achieving rural community welfare. Some important aspects which must be paid attention to arrange good condition for running agriculture vision 2025 are to shift development orientation (from urban bias of non-agricultural resources based and footloose industrialization) toward rural industrialization base on local natural and human resources; agrarian reform base; strengthening of social control based on civil society; harmonization of partnership among government, rural-agricultural economic actors and community; and political arrangement which farmers have higher influence in political decision.<br /><br /><br /><strong>Indonesian</strong><br />Pertanian pedesaan saat ini masih menghadapi tiga masalah besar, yaitu lemahnya modal sosial, kemiskinan dan kerusakan sumberdaya pertanian yang semakin membesar. Visi pembangunan pertanian 2025 yang sesuai adalah pertanian pedesaan yang berdaya saing tinggi, berkeadilan dan berkelanjutan. Salah satu kebijakan pembangunan pertanian yang penting adalah kebijakan pemberdayaan sosio-budaya pedesaan. Oleh karena itu pembangunan pertanian 2025 membutuhkan kerangka kebijakan sosio-budaya yang komprehensif. Ada lima elemen sosio-budaya utama yang harus dikembangkan, yaitu: kompetensi SDM, kepemimpinan lokal, tata nilai, keorganisasian (dan manajemen) usaha tingkat desa dan struktur sosial (berbasis penguasaan sumberdaya agraria). Kerangka kebijakan sosio-budaya mengacu pada kombinasi antara tingkat masyarakat dan jangka waktu di satu sisi, dan elemen sosio-budaya yang ditransformasikan di sisi lain. Modal sosial, seperti penegakan sistem hukum pedesaan dan desentralisasi pemerintahan hingga tingkat desa, harus dianggap sebagai kunci sukses pencapaian kesejahteraan masyarakat pertanian pedesaan berkelanjutan. Beberapa hal yang harus diperhatikan untuk mengkondisikan visi pertanian 2025 terwujud, yaitu: perlunya mengubah orientasi pembangunan (dari industrialisasi non-pertanian yang footloose dan bias kota) menjadi yang memihak pada industrialisasi pedesaan berbasis pertanian dan perbaikan sumberdaya agraria di pedesaan; pentingnya reformasi keagrariaan; pengembangan kekuatan kontrol masyarakat madani (civil society); sinergi (harmonis) atau partnership antara pemerintah, pelaku usaha pertanian di pedesaan dan masyarakat lokal; dan tatanan politik yang memberi posisi layak bagi petani pedesaan.


2014 ◽  
pp. 235-266 ◽  
Author(s):  
Ruth Meinzen-Dick ◽  
Julia A. Behrman ◽  
Lauren Pandolfelli ◽  
Amber Peterman ◽  
Agnes R. Quisumbing

2019 ◽  
Vol 9 (4) ◽  
pp. 63-73
Author(s):  
Tian Hongyun ◽  
William Adomako Kankam ◽  
Florence Appiah-Twum ◽  
Isaac Gumah Akolgo

2018 ◽  
Vol 36 (2) ◽  
pp. 195-209 ◽  
Author(s):  
Job Rodrigo-Alarcón ◽  
Pedro M. García-Villaverde ◽  
María J. Ruiz-Ortega ◽  
Gloria Parra-Requena

2019 ◽  
Vol 9 (4) ◽  
Author(s):  
Yi-Ying Chang ◽  
Yi Ping Liu ◽  
Che-Yuan Chang

Abstract We examine the relationship between unit-level entrepreneurial orientation (EO) and unit-level corporate entrepreneurship (CE), which has been typically neglected in entrepreneurship research. Building on the conservation of resource theory (COR), we argue that the relationship between unit-level EO and unit-level CE will be stronger when unit-level social capital is higher. Further, we posit that unit-level social capital becomes more effective when firm-level leaders are viewed as less (and not more) transformational by unit members. Data were collected from 186 managers, 372 employees, and 62 senior managers from 93 units of 31 firms. We find that unit-level EO is positively related to unit-level CE and this relationship strengthens when unit-level social capital is high. This moderating effect of social capital is itself moderated by firm-level transformational leadership, and strengthens as firm-level transformational leadership behaviors decrease (supporting “dark side” views of transformational leadership). Implications of our findings for organizational entrepreneurship research and practice are discussed.


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