Sustainable Growth of Women Owned Technoprises in Malaysia

Abstract

This study is generated in pursuit of emerging global need to optimize economic growth through women technopreneurship development. The direct effect of psychological capital and indirect effect through innovative capability was envisaged for assessment of sustainable growth of women-owned technoprises in Malaysia. For survey, convenience sampling technique was employed to collect data from 150 women owned technoprises (SMEs) in Johor Bahru. Findings from hierarchical multiple regression analysis showed positive and significant relationship of risk propensity and internal locus of control with innovation capability and sustainable growth. However, paradoxical results regarding women entrepreneurs' need for achievement and self-efficacy were established. Nevertheless, no mediating role of innovative capability was found. Policy implications and future research recommendations are also discussed.

Sustainable Growth in SMEs: A Review from the Malaysian Perspective

“…According to Ali, Ismail, Khurram, Soehod, and Omar (2014), Jafri, Ismail, Khurram and Soehod, (2014), and Ismail, Jafri, Khurram, and Soehod, (2012), sustainable growth has been defined in their studies as achieving growth without having financial, structural or strategic setbacks. Schwab, Gold, Kunz, and Reiner (2017) add to the list by defining sustainable growth as growth in economic, social and environmental performance.…”

“…This has been established by Schimke and Brenner (2011) in their study using a panel-data on 178 German small and medium sized manufacturing firms for a period from 1992 to 2007, found that the factors affecting firms' continuous growth and firms' growth at one point in time are different. Few attempts to conceptualize certain specific factors affecting long-term or sustainable growth have also been proposed in various models such as the four factors of learning, culture, relationship and management (Geus, 1997), durability, autonomy and profitability (Bivona, 2000), entrepreneurs' characteristics, innovation, strategic networking, and strategies (Mazzarol & Reboud, 2006), the psychological traits (Ali et al, 2014), capital structure (Rahim & Saad, 2014), and resources, innovative capability, culture, system and strategy (Khan, 2015). Few other studies include relationship between sustainable growth and entrepreneur's profile (Berry & Taggart, 1998), integration of skills with resources (Teixeira & Fortuna, 2004), innovative capability (Ismail, Rose, Uli, & Abdullah, 2012), management team (Kraemer, 2004), management practices (Fuller, Warren, & Argyle, 2008), growth strategy and growth capability (Amouzesh et al, 2011), business quality management (Tarek, 2011), knowledge strategy and business model (Yun, Jung, & Yang, 2015) and the entrepreneur's intention to grow (Berry & Taggart, 1998;.…”

Entrepreneurship skills: do all dimensions of skills matter for sustainable business start-up?

“…Against that background, it is important to note that not all business start-ups are sustainable, they become sustainable when they attain growth without financial, structural and strategic challenges (Ali et al, 2014). Stefanikova et al (2015) also add that sustainable business start-up illustrates an enterprises' affordable growth over the long term.…”

“…Stefanikova et al (2015) also add that sustainable business start-up illustrates an enterprises' affordable growth over the long term. We also note that other scholars like Harmon and Schafft (2009) perceive sustainable business start-up in terms of "the ability of the firm to achieve its objectives and shareholders' value through a concerted effort to integrate economic, environmental, and social activities into its strategies" as such, we conceptualize this phenomenon in line with Ali et al (2014) Dana (1987) presents practical, context and insight as vital skills that entrepreneurs acquire to build other skills relevant to the successful operation of small businesses. Specifically, practical skills entail listening, public speaking, getting feedback, reporting, handling meetings, dealing with conflict and conducting performance appraisals.…”

“…The sustainability of business start-ups entails the ability of new businesses to grow without financial, structural, or strategic challenges (Ali et al, 2014). This means that business start-ups become sustainable when they demonstrate the potential to grow from one stage to another over an extended period of time while contributing to the realization of the founders' goals and objectives.…”