2021
DOI: 10.13189/ujaf.2021.090113
|View full text |Cite
|
Sign up to set email alerts
|

Research of the Impact of Financial Dimensions and Entrepreneurial Capacity on Business Performance in Small and Medium Enterprises in Central Java

Abstract: Background: The number of Indonesian SME units in 2018 was 99.9% of the total business units (62.9 million units), absorbing 97% of the total employment and contributing 60% to GDP. However, two fifth of Indonesia SMEs has internal and external capital and financial acquisition constraints. Purpose: Based on the entrepreneurship and finance theories, this study aims to analyze the influence of the entrepreneurship capability on improving the business performance of a Central Java fashion industry of batik SMEs… Show more

Help me understand this report

Search citation statements

Order By: Relevance

Paper Sections

Select...
1
1
1
1

Citation Types

0
2
0

Year Published

2021
2021
2024
2024

Publication Types

Select...
3
1

Relationship

1
3

Authors

Journals

citations
Cited by 4 publications
(4 citation statements)
references
References 29 publications
0
2
0
Order By: Relevance
“…Given the organizational nature of the SE, aspects of the administrative and functional structure are required, in this case, from subcategories such as planning processes, access to financing sources, management of tangible and intangible resources, and incorporation of technologies. Planning is one of the differentiating tools of change that seeks to achieve the most excellent organizational efficiency in environments of uncertainty [51]; at the same time, it allows us to efficiently deliver products, components, and materials that are highly useful for businesses, consumers, and society in general [52]. From access to financing sources, decisions can come from own capital or external sources [53]; in this regard, it is necessary to form in entrepreneurs a set of competencies that will help them identify investment risks and opportunities for cooperation with potential partners [54].…”
Section: Organizational Aspectsmentioning
confidence: 99%
“…Given the organizational nature of the SE, aspects of the administrative and functional structure are required, in this case, from subcategories such as planning processes, access to financing sources, management of tangible and intangible resources, and incorporation of technologies. Planning is one of the differentiating tools of change that seeks to achieve the most excellent organizational efficiency in environments of uncertainty [51]; at the same time, it allows us to efficiently deliver products, components, and materials that are highly useful for businesses, consumers, and society in general [52]. From access to financing sources, decisions can come from own capital or external sources [53]; in this regard, it is necessary to form in entrepreneurs a set of competencies that will help them identify investment risks and opportunities for cooperation with potential partners [54].…”
Section: Organizational Aspectsmentioning
confidence: 99%
“…This ratio can be obtained by dividing the net income after tax with the number of outstanding ordinary shares. EPS is found to be one of the most popular and most widely used measure of financial performance, critical to key strategic financial decision making on merger and acquisition negotiations for instance (Rachmawati, 2021) providing an insight that an investment will render positive return to the investor (Badruzaman, 2020).…”
Section: Earnings Per Sharementioning
confidence: 99%
“…In this study, the profile of Engineering Faculty of UNNES entrepreneurs was measured by variables such as: 1) strategy orientation, 2) Human Resource orientation, 3) entrepreneurial culture, 4) entrepreneurial orientation, 5) award philosophy [10]. Based on previous research, the five indicators are able to explain the profile of entrepreneurs who are able to improve their business performance [11]. The results of this study indicate that the scores for each indicator are: 1) 78% for strategy orientation, 2) 78% for HR orientation, 3) 86% for entrepreneurial culture, 4) 80% for entrepreneurial orientation, 5) 83% for reward philosophy.…”
Section: A Perspective Of the Engineering Faculty Of Unnes Entrepreneursmentioning
confidence: 99%