scholarly journals Factors that contribute to the internationalization of the Qatari Small and Medium Enterprises

2021 ◽  
Vol 2021 (2) ◽  
Author(s):  
Hamad Al Jaber ◽  
Marios Katsioloudes
Keyword(s):  
Online Survey ◽  
Training Programs ◽  
Small And Medium Enterprises ◽  
Finance Equity ◽  
Content Sharing ◽  
Proper Training ◽  
Vision 2030 ◽  
Small Medium Enterprises ◽  
The Right ◽  
Medium Enterprises

This study aims to identify the factors that the Qatari government can contribute to Qatar’s internationalization of Small-Medium Enterprises (SME). In addition, it highlights the current role played with a variation of the future proposed programs. The obstacles faced by entrepreneurs also have been identified, and was accompanied by counterparts’ views from the country’s officials. This study involved an online survey shared with 100 business owners and people working in the private sectors targeted through different mediums with help from Qatar Development Bank and their subsidiaries. The overall conclusion from the data analyzed is that there are still missing factors that the country lacks regulations, facilities, and education. However, there is evidence that the Qatari regulator moves in the right direction with the different initiatives and programs. Therefore, even though there are existing facilities, the programs offered do not fit the entrepreneurs’ needs. The entrepreneurs lack the managerial and marketing skills and the power in bargaining and negotiation with external stakeholders. The main recommendation is to set national private sector/SME advancement techniques within the broader national advancement translated in a centralized portal based on the overall conclusion. Different recommendations have been proposed to provide proper training programs’ implementation plan. The proposals include the capacity of the Qatari government to actualize sound macroeconomic arrangements. The training programs to involve the teachers’ development expand the learner’s ranks, content sharing facility, and instructional methods redesigning. In addition, accessibility to loans and advanced finance equity, mainly to medium and long-term opportunities to grow SMEs’ exchange and venture capacity align with the Qatari National Vision 2030, whereas keeping up sound government accounts will offer assistance to the accessibility of finance for improvement purposes.

scholarly journals CO-OPETITION TO PROMOTE GROWTH OF BATIK SMALL AND MEDIUM ENTERPRISES

2017 ◽  
Vol 17 (3) ◽  
Author(s):  
Margani Pinasti ◽  
Wiwiek Rabiatul Adawiyah
Keyword(s):  
Action Research ◽  
Case Studies ◽  
Negative Impact ◽  
Small And Medium Enterprises ◽  
Global Competition ◽  
Research Approach ◽  
Central Java ◽  
Small Medium Enterprises ◽  
The Right ◽  
Medium Enterprises

Co-opetition is cooperation and also the competition between businesses in the same industry or in other words between competitors. The phenomenon of co-opetition, which is also called ‘sleeping with the enemy’, is becoming increasingly important with the wider of global competition. The purpose of research presented in this paper is to analyze the co-opetition strategy among small and medium industries. This research was conducted in the form of case studies of small and medium batik industries in the region of Central Java, Indonesia. The right co-opetition strategy would promote growth and strengthen the sustainability of Central Java batik SMEs to face global competition.The research approach applied is action research. The location of this research is in six districts in Central Java, namely Banyumas, Cilacap, Purbalingga, Banjarnegara, Kebumen and Wonosobo. In those six districts, there are batik SMEs that have the potential to grow rapidly. The results of this study indicate that batik SMEs in the region of Central Java agreed to collaborate in the form of the Central Java Batik Society 'DjamurDwipa'. The batik SME entrepreneurs in Central Java realize that they are partners in the Society and they are also competitors engaged in the same industry. For small and medium scale entrepreneurs, their collaboration is expected to increase their capability, create and capture value, get the benefit of networking. The Central Java Batik Society 'DjamurDwipa' in this study becomes one of the case models of co-opetition among small and medium industries. Review of the co-opetition among small and medium industries in this study indicate that the competitors do not always have a negative impact. Collaboration with competitors, namely co-opetition, could be able to create a synergy that can encourage the growth of small and medium industries.Keywords: Co-opetition; Colaboration; Competitor; Batik; Small Medium Enterprises.

Incidence of Stakeholders in the corporate social responsibility of micro, small and medium-sized enterprises of Santa Marta

2018 ◽  
Vol 34 (62) ◽  
pp. 3-19
Author(s):  
Guillen León ◽  
Sergio Afcha
Keyword(s):  
Factor Analysis ◽  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Value Chain ◽  
Training Programs ◽  
Small And Medium Enterprises ◽  
Corporate Management ◽  
Medium Enterprises ◽  
Corporate Social ◽  
The City

This article analyses the perception and application of corporate social responsibility (CSR) practices in a sample of 499 micro, small and medium enterprises (MSMEs) in the city of Santa Marta (Colombia) following the theory of Stakeholders. Specifically, the interdependence technique of exploratory factor analysis was used to determine the most influential Stakeholders in the execution of CSR practices. It was found that Stakeholders related to the value chain, the environment and corporate management favour social responsibility actions in local MSMEs. In contrast, community and government have less influence on the development of social responsibility practices in MSMEs. Additionally, it was found that the size of the business acts as an important moderator of the development of the CSR. Given that there is a distinctive influence of Stakeholders in the development of responsible practices in the MSMEs of Santa Marta, it is suggested that comprehensive training programs on social responsibility be promoted in smaller companies.

scholarly journals INDUSTRY REVOLUTION 4.0 : STRENGHTHENING THE CREATIVE ECONOMY SECTORS THROUGH BEKRAF IMPLEMENTATION PROGRAMS

2020 ◽  
Vol 5 (01) ◽  
pp. 84-108
Author(s):  
I Wayan Aditya Harikesa
Keyword(s):  
Social Inclusion ◽  
Creative Industries ◽  
Creative Economy ◽  
The World ◽  
Close Cooperation ◽  
Economic Foundation ◽  
The Government ◽  
Small Medium Enterprises ◽  
The Right ◽  
Medium Enterprises

President Joko Widodo or Jokowi has made a great leap in enhancing Indonesia�s Small Medium Enterprises (SME)s and the country�s overall creative industries by establishing a new non ministerial institution called Badan Ekonomi Kreatif (BEKRAF) or the Creative Economy Agency. The BEKRAF, established under the Presidential Regulation Number 6 of 2015 issued on January 20, 2015, is responsible for accelerating the development of creative economy in Indonesia. Small Medium Enterprises (SMEs) have been playing crucial roles for generating economic progresses as well as social inclusion in Indonesia. Among the most important and worthy of priority is the country�s creative economy. The existence of BEKRAF will enhance close cooperation between the government, SMEs players and related economic stakeholders. This paper aims to assess the concept of �Creative Industries,� as a boundary concept that allows for increased co-operation between players and the generally opposing knowledge concepts�as reflected in their respective knowledge and cultural politics. Indonesia has great potential in terms of economic growth. In 2015, Indonesia�s Gross Domestic Product (GDP) rocketed to 4.79 percent, far above the previous expectation of only 2.4 percent. This encouraging climate is indeed the right moment for the government to strengthen the country�s economic foundation particularly in the real economic sector. Hence, BEKRAF has a vision to build Indonesia as one of the world�s great economic powers in the field of creative economy by 2030. This issue will be discussed comprehensively in the final part of the paper.

scholarly journals Notary Role In Making The Establishment Of The Deed Of Business Cooperation In The Rembang District

Jurnal Akta ◽  
2019 ◽  
Vol 6 (3) ◽  
pp. 573
Author(s):  
Zaenal Arifin ◽  
Aryani Witasari
Keyword(s):  
Small And Medium Enterprises ◽  
Secondary Data ◽  
Literature Study ◽  
Formation Stage ◽  
Cooperative Development ◽  
Preparation Stage ◽  
Cooperative Enterprises ◽  
The Right ◽  
Medium Enterprises

The purpose of this study was to analyze: 1) The implementation of the Deed of Establishment of Cooperative manufacture in Rembang. 2) The role of the Notary as the maker of the Deed of Establishment of Cooperative Enterprises. 3) Barriers and solutions in the Deed of Establishment of Cooperative Development in Rembang.The approach method in this research is juridical empirical, data sources used are primary and secondary data obtained through interviews and literature study, performed data analysis by descriptive analytic.Results of the research results can be concluded: 1) Implementation of Creation Deed of Establishment of Cooperative in Rembang which starts with the preparation stage of formation, preparation stage meetings of formation, stage meetings of formation, stage request for approval rights of legal entities cooperatives, and the stage of issuance of the deed pendiiran and 2) As the role of Notary Deed of establishment of cooperative enterprises in Rembang is as maker deed of cooperative efforts. Notaries have the right authority / legal standing in a deed of incorporation of cooperatives. 3). Obstacles and solutions in the Deed of Establishment of Cooperative Development in Rembang of the cooperative is a member of the cooperative awareness level is still low, less managerial capacity, and limited capital resources. Barriers of Notary Public Notary is still much limited knowledge of Notary Deed Official Cooperation (PPAK) and the low interest of the Notary Deed Cooperative (NPAK) in Rembang district were registered for the Legal Entity Administration System Cooperative (SISMINBHKOP). With the state of a society, then the Office of Industry Trade Cooperatives and Small and Medium Enterprises Rembang should seek to build cooperation between the Notary in Rembang with the Agency's own cooperative.Keywords: Deed of Establishment of Cooperative; PPAK; SISMINBHKOP 

scholarly journals Sistem Pendukung Keputusan Kelayakan Penerimaan Nasabah Menggunakan Metode Profile Matching

2020 ◽  
Vol 5 (1) ◽  
pp. 98
Author(s):  
Anita Ahmad Kasim ◽  
Raziyan Dwi Pathan
Keyword(s):  
Programming Languages ◽  
Small And Medium Enterprises ◽  
Web Based ◽  
Customer Data ◽  
Matching Process ◽  
Customer Acceptance ◽  
Profile Matching ◽  
Long Time ◽  
Small Medium Enterprises ◽  
Medium Enterprises

 Abstract—PT Sarana Sulteng Ventura is one company that aims to provide loan capital is micro, small, and medium enterprises (UMKM) as a venture partner timed short or long to be able to stand on its own with loan capital that fits with the kind of effort that it takes for the customer. In providing venture capital loans, the company has some terms and conditions that apply. and the company still cultivate customer data manually so that it takes quite a long time. Then with this author makes the eligibility decision support system which will facilitate customer acceptance staff employees of PT Sarana Sulteng Ventura to pre-screen customer deserves a loan business capital to client or small medium enterprises. The researchers used a system that is web -based systems using the programming language PHP and MySQL into its data base processing and sublime text 2 as editor of programming languages. This research used the method of profile matching process to perform the calculation of assessments to help give the eligibility decision of acceptance the customer at PT. Sarana Sulteng Ventura city of Palu.

SME Managers’ Required Entrepreneurship and Business Competences

2011 ◽  
pp. 42-49
Author(s):  
George Velegrakis ◽  
João Varajão ◽  
Leonel Morgado ◽  
Caroline Dominguez ◽  
Clara Rodrigues ◽  
...  
Keyword(s):  
Training Programs ◽  
Small And Medium Enterprises ◽  
Point Of View ◽  
Team Management ◽  
Business Associations ◽  
Business Training ◽  
Economic Competitiveness ◽  
Academic Researchers ◽  
The World ◽  
Medium Enterprises

In a dynamic and competitive world, understanding the knowledge, skills and competences that managers of small and medium enterprises (SMEs) require is an important endeavour, to ensure that both academic and business training institutions offer well formed programs/courses and curricula. Several studies, conducted by academic researchers and business associations around the world, focused on identifying managers’ skills and competences, but there isn’t an overall perspective on today’s requirements of European SME managers. This is a critical aspect because managers’ competences strongly influence enterprises’ competitiveness and, therefore, the economic competitiveness of countries themselves. To help overcome this problem, the authors conducted a study in six European countries through a literature review and several interviews with business associations’ executives. The result is a list of 34 competences, which the authors organized in four categories: personal; team management; business; and technical. These competences are presented and discussed in this chapterand show that an SME manager should be well prepared in a rich set of complementary areas to perform her/his job. The findings enable a better understanding of the profile of SME managers from the point of view of required competences, and may help in the design of new training programs to fulfil the identified needs.

Adaptive and Sustainable Leadership for Event Management

2021 ◽  
Author(s):  
Ahmad M. Salih ◽  
Brenda Ingram
Keyword(s):  
Training Programs ◽  
Sustainable Leadership ◽  
Event Management ◽  
Field Of Study ◽  
Study Research ◽  
Proactive Approach ◽  
Fields Of Study ◽  
Proper Training ◽  
Real Value ◽  
The Right

Event Management, as a field of study, is relatively nascent. Attempts have been made by some scholars to define a workable framework that includes collaboration from different knowledge disciplines or industry services (Getz, 2000). However, as with many other fields of study, research reacts to the phenomena happening in the outside world, and attempts to find the right solution to standardize individuals’ and organisations’ practice. While we understand the gap between academia and practice, where the latter is always advancing due to actual needs on the ground, we also believe that adopting a proactive approach in research to provide the right solutions and run proper training programs, can help to bridge this gap and provide real value to practice.

Breaking Out of Lock-In

2011 ◽  
pp. 294-320
Author(s):  
Abhishek Nirjar ◽  
Andrew Tylecote
Keyword(s):  
Human Capital ◽  
Software Development ◽  
Human Resource Development ◽  
Small And Medium Enterprises ◽  
Venture Capitalists ◽  
Market Opportunities ◽  
Effective Community ◽  
The Right ◽  
Medium Enterprises ◽  
Lock In

Small and medium enterprises in the Indian software development industry, like their larger counterparts, are mostly low on the value ladder. This chapter examines the difficulties confronting them in moving up the ladder, and the strategies and circumstances conducive to success, drawing on three case studies. Human resource development emerges as central. Though SMEs have meager resources for moving up, compared to large firms, they have a greater incentive to do so—and this organizational interest accords with the interests and motivations of their employees for career development. It is found that the keys to success are to treat employees as co-investors in their own human capital, to form an effective “community of practice” across the firm, and to find market opportunities which “stretch” the firm in the right direction and to the right extent. For the last of these the main contribution is made by existing clients, but an important role may be played by venture capitalists, particularly those which are U.S.-based.

Exploring the barriers to SMEs’ open innovation adoption in Ghana

2020 ◽  
Vol 12 (1) ◽  
pp. 21-51 ◽  
Author(s):  
Stephen Oduro
Keyword(s):  
Open Innovation ◽  
Small And Medium Enterprises ◽  
Emerging Market ◽  
Partial Least Square ◽  
Least Square ◽  
Research Approach ◽  
Content Type ◽  
Survey Interviews ◽  
The Right ◽  
Medium Enterprises

Purpose Open innovation (OI) is now recognized as one essential innovation paradigm to help small and medium enterprises (SMEs) quell their liability of newness and smallness. However, little is known about SMEs’ OI barriers, particularly in emerging economies. Drawing on both network and transaction cost theory, this study aims to explore the barriers to SMEs’ OI adoption in Ghana. Design/methodology/approach The study adopted an exploratory sequential research design that involved both qualitative and quantitative study methodologies. A total of 644 responses (21 survey interviews and 623 usable questionnaires) across SMEs in Ghana were collected and analyzed in the study. A qualitative analysis involving quotations extracted from the respondent’s statement was used to present the qualitative findings, whereas SEM-partial least square, co-variance approach, was used to analyze the formulated hypotheses. Findings Results show that significant barriers to SMEs OI adoption are collaboration barriers – difficulty in finding the right partners and problems of cooperation and coordination of operational functions; organizational barriers – lack of flexible internal procedures and structures and organizational inertia; and strategic barriers – opportunistic behavior of partners and lack of strategic and resource fit. Contrary to existing findings, financial and knowledge barriers were disclosed as driving factors, rather than barriers, to SMEs’ OI adoption; these findings challenge conventional thinking about SMEs’ major OI barriers. Research limitations/implications This study focuses on only SMEs in one emerging economy, namely, Ghana, which may limit the generalization of the findings. Practical implications The findings of this study, while limited to Ghana, offer useful insights to SMEs managers, development practitioners and policymakers respecting the overall importance of the OI model, its associated impediments, as well as the strategic measures to quell those barriers. Originality/value This study provides a pioneering empirical investigation into the main barriers to SMEs’ OI adoption in a less-explored emerging market context through a mixed research approach.

scholarly journals Predictors of Superior Firm Performance: a Conceptual Model of Tourism Small Medium Enterprises in Saudi Arabia

2018 ◽  
Vol 7 (3.21) ◽  
pp. 194
Author(s):  
Sarminah Samad ◽  
Dalal Alrubaishi ◽  
Rasha Alghafis
Keyword(s):  
Saudi Arabia ◽  
Performance Management ◽  
Management Strategy ◽  
Dynamic Capabilities ◽  
Small And Medium Enterprises ◽  
Corporate Management ◽  
Private And Public ◽  
And Performance ◽  
Small Medium Enterprises ◽  
Medium Enterprises

Deriving from previous literatures, the theories of Resource-based View and Dynamic Capability was used in this study to propose a model that examines the predictors of the performance of Small and Medium Enterprises (SMEs). Accordingly, it will examine the influence of corporate management strategy on the performance of SMEs. It will analyze the extent to which innovative dynamic capabilities would enhance the relationship between corporate management strategy and performance of SMEs. It will also examine the extent innovation leadership serves as the moderator factor on the link between corporate management strategy and performance of SMEs. Finally, this paper intends to recommend a model of performance management system for the performance of tourism SMEs in Saudi Arabia. The study will employ a quantitative approach among selected tourism SMEs in Saudi Arabia. SPSS and AMOS (SEM) will be used to analyse the data obtained. Findings from this study will serve as a guideline for policy and decision makers in both private and public organizations.  

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