CINXE.COM

<!DOCTYPE html> <html lang="en" dir="ltr"> <head>  <script async src="https://www.googletagmanager.com/gtag/js?id=G-P63WKM1TM1"></script> <script> window.dataLayer = window.dataLayer || []; function gtag(){dataLayer.push(arguments);} gtag('js', new Date()); gtag('config', 'G-P63WKM1TM1'); </script>  <script type="text/javascript" > (function(m,e,t,r,i,k,a){m[i]=m[i]||function(){(m[i].a=m[i].a||[]).push(arguments)}; m[i].l=1*new Date(); for (var j = 0; j < document.scripts.length; j++) {if (document.scripts[j].src === r) { return; }} k=e.createElement(t),a=e.getElementsByTagName(t)[0],k.async=1,k.src=r,a.parentNode.insertBefore(k,a)}) (window, document, "script", "https://mc.yandex.ru/metrika/tag.js", "ym"); ym(55165297, "init", { clickmap:false, trackLinks:true, accurateTrackBounce:true, webvisor:false }); </script> <noscript><div><img src="https://mc.yandex.ru/watch/55165297" style="position:absolute; left:-9999px;" alt="" /></div></noscript>    <title>Search results for: government business enterprises</title> <meta name="description" content="Search results for: government business enterprises"> <meta name="keywords" content="government business enterprises"> <meta name="viewport" content="width=device-width, initial-scale=1, minimum-scale=1, maximum-scale=1, user-scalable=no"> <meta charset="utf-8"> <link href="https://cdn.waset.org/favicon.ico" type="image/x-icon" rel="shortcut icon"> <link href="https://cdn.waset.org/static/plugins/bootstrap-4.2.1/css/bootstrap.min.css" rel="stylesheet"> <link href="https://cdn.waset.org/static/plugins/fontawesome/css/all.min.css" rel="stylesheet"> <link href="https://cdn.waset.org/static/css/site.css?v=150220211555" rel="stylesheet"> </head> <body> <header> <div class="container"> <nav class="navbar navbar-expand-lg navbar-light"> <a class="navbar-brand" href="https://waset.org"> <img src="https://cdn.waset.org/static/images/wasetc.png" alt="Open Science Research Excellence" title="Open Science Research Excellence" /> </a> <button class="d-block d-lg-none navbar-toggler ml-auto" type="button" data-toggle="collapse" data-target="#navbarMenu" aria-controls="navbarMenu" aria-expanded="false" aria-label="Toggle navigation"> <span class="navbar-toggler-icon"></span> </button> <div class="w-100"> <div class="d-none d-lg-flex flex-row-reverse"> <form method="get" action="https://waset.org/search" class="form-inline my-2 my-lg-0"> <input class="form-control mr-sm-2" type="search" placeholder="Search Conferences" value="government business enterprises" name="q" aria-label="Search"> <button class="btn btn-light my-2 my-sm-0" type="submit"><i class="fas fa-search"></i></button> </form> </div> <div class="collapse navbar-collapse mt-1" id="navbarMenu"> <ul class="navbar-nav ml-auto align-items-center" id="mainNavMenu"> <li class="nav-item"> <a class="nav-link" href="https://waset.org/conferences" title="Conferences in 2024/2025/2026">Conferences</a> </li> <li class="nav-item"> <a class="nav-link" href="https://waset.org/disciplines" title="Disciplines">Disciplines</a> </li> <li class="nav-item"> <a class="nav-link" href="https://waset.org/committees" rel="nofollow">Committees</a> </li> <li class="nav-item dropdown"> <a class="nav-link dropdown-toggle" href="#" id="navbarDropdownPublications" role="button" data-toggle="dropdown" aria-haspopup="true" aria-expanded="false"> Publications </a> <div class="dropdown-menu" aria-labelledby="navbarDropdownPublications"> <a class="dropdown-item" href="https://publications.waset.org/abstracts">Abstracts</a> <a class="dropdown-item" href="https://publications.waset.org">Periodicals</a> <a class="dropdown-item" href="https://publications.waset.org/archive">Archive</a> </div> </li> <li class="nav-item"> <a class="nav-link" href="https://waset.org/page/support" title="Support">Support</a> </li> </ul> </div> </div> </nav> </div> </header> <main> <div class="container mt-4"> <div class="row"> <div class="col-md-9 mx-auto"> <form method="get" action="https://publications.waset.org/abstracts/search"> <div id="custom-search-input"> <div class="input-group"> <i class="fas fa-search"></i> <input type="text" class="search-query" name="q" placeholder="Author, Title, Abstract, Keywords" value="government business enterprises"> <input type="submit" class="btn_search" value="Search"> </div> </div> </form> </div> </div> <div class="row mt-3"> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Commenced</strong> in January 2007</div> </div> </div> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Frequency:</strong> Monthly</div> </div> </div> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Edition:</strong> International</div> </div> </div> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Paper Count:</strong> 7097</div> </div> </div> </div> <h1 class="mt-3 mb-3 text-center" style="font-size:1.6rem;">Search results for: government business enterprises</h1> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">7097</span> The Development of Asset Valuation Techniques for Government Business Enterprises in Australia</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Malcolm%20Abbott">Malcolm Abbott</a>, <a href="https://publications.waset.org/abstracts/search?q=Angela%20Tan-Kantoor"> Angela Tan-Kantoor</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The purpose of this paper is to look at the varieties of ways in which regulators have undertaken asset valuations in Australia of government business enterprises as part of utility regulation. Regulation of the monopoly elements, through use of a building block approach, led to a need to estimate regulated asset bases. This development has had an influence on the manner in which Australian companies (both government and privately owned ones) have valued assets for the purpose of financial reporting. As the regulators in Australia did not always use a consistent approach it had meant that a variety of ways have been used to value the assets of government owned enterprises, and meant a varied impact on asset valuation more generally. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=sset%20valuation" title="sset valuation">sset valuation</a>, <a href="https://publications.waset.org/abstracts/search?q=regulation" title=" regulation"> regulation</a>, <a href="https://publications.waset.org/abstracts/search?q=government%20business%20enterprises" title=" government business enterprises"> government business enterprises</a> </p> <a href="https://publications.waset.org/abstracts/9777/the-development-of-asset-valuation-techniques-for-government-business-enterprises-in-australia" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/9777.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">308</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">7096</span> Survival and Growth Factors of Korean Start-Ups: Focusing on the Industrial Characteristics</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Hanei%20Son">Hanei Son</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Since the beginning of the 2010s, ‘start-up boom’ has continued with the creation of many new enterprises in Korea. Such tendency was led by various changes in society such as emergence and diffusion of smartphones. Especially, the Korean government has been interested in start-ups and entrepreneurship as an alternative engine for Korea's economic growth. With strong support from the government, as a result, many new enterprises have been established for recent years and the Korean government seems to have achieved its goal: expanding the basis of start-ups. However, it is unclear which factors affect the survival and growth of these new enterprises after their creation. Therefore, this study aims to identify which start-ups from early 2010s survived and which factors influenced their survival and growth. The study will strongly focus on which industries the new enterprises were in, as environmental elements are expected to be critical factors for business of start-ups in Korean context. For this purpose, 105 companies which were introduced as high potential start-ups from 2010 to 2012 were considered in the analysis. According to their current status, dead or alive, the start-ups were categorized by their industries and service area. Through this analysis, it was observed that many start-ups that are still in business are in internet or mobile platform businesses and four major sectors. In each group, a representative case has been studied to reveal its survival and growth factors. The results point to the importance of industrial characteristics for the survival and success of Korean startups and offer political implications in which sector and business more potentials for start-ups in Korea lie in. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=government%20support%20for%20start-ups" title="government support for start-ups">government support for start-ups</a>, <a href="https://publications.waset.org/abstracts/search?q=industrial%20characteristics" title=" industrial characteristics"> industrial characteristics</a>, <a href="https://publications.waset.org/abstracts/search?q=Korean%20start-ups" title=" Korean start-ups"> Korean start-ups</a>, <a href="https://publications.waset.org/abstracts/search?q=survival%20of%20start-ups" title=" survival of start-ups"> survival of start-ups</a> </p> <a href="https://publications.waset.org/abstracts/74481/survival-and-growth-factors-of-korean-start-ups-focusing-on-the-industrial-characteristics" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/74481.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">186</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">7095</span> Discovering Social Entrepreneurship: A Qualitative Study on Stimulants and Obstacles for Social Entrepreneurs in the Hague</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Loes%20Nijskens">Loes Nijskens </a> </p> <p class="card-text"><strong>Abstract:</strong></p> The city of The Hague is coping with several social issues: high unemployment rates, segregation and environmental pollution. The amount of social enterprises in The Hague that want to tackle these issues is increasing, but no clear image exists of the stimulants and obstacles social entrepreneurs encounter. In this qualitative study 20 starting and established social entrepreneurs, investors and stimulators of social entrepreneurship have been interviewed. The findings indicate that the majority of entrepreneurs situated in The Hague focuses on creating jobs (the so called social nurturers) and diminishing food waste. Moreover, the study found smaller groups of social connectors, (who focus on stimulating the social cohesion in the city) and social traders (who create a market for products from developing countries). For the social nurturers, working together with local government to find people with a distance to the labour market is a challenge. The entrepreneurs are missing a governance approach within the local government, wherein space is provided to develop suitable legislation and projects in cooperation with several stakeholders in order to diminish social problems. All entrepreneurs in the sample face(d) the challenge of having a clear purpose of their business in the beginning. Starting social entrepreneurs tend to be idealistic without having defined a business model. Without a defined business model it is difficult to find proper funding for their business. The more advanced enterprises cope with the challenge of measuring social impact. The larger they grow, the more they have to ‘defend’ themselves towards the local government and their customers, of mainly being social. Hence, the more experienced social nurturers still find it difficult to work together with the local government. They tend to settle their business in other municipalities, where they find more effective public-private partnerships. Al this said, the eco-system for social enterprises in The Hague is on the rise. To stimulate the amount and growth of social enterprises the cooperation between entrepreneurs and local government, the developing of social business models and measuring of impact needs more attention. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=obstacles" title="obstacles">obstacles</a>, <a href="https://publications.waset.org/abstracts/search?q=social%20enterprises" title=" social enterprises"> social enterprises</a>, <a href="https://publications.waset.org/abstracts/search?q=stimulants" title=" stimulants"> stimulants</a>, <a href="https://publications.waset.org/abstracts/search?q=the%20Hague" title=" the Hague"> the Hague</a> </p> <a href="https://publications.waset.org/abstracts/71283/discovering-social-entrepreneurship-a-qualitative-study-on-stimulants-and-obstacles-for-social-entrepreneurs-in-the-hague" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/71283.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">218</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">7094</span> Modelling Strategy Planning in Multi Business Companies</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Gelareh%20Changizi">Gelareh Changizi</a>, <a href="https://publications.waset.org/abstracts/search?q=Mahsa%20Khajavi"> Mahsa Khajavi</a>, <a href="https://publications.waset.org/abstracts/search?q=Ladan%20Shahhosseini"> Ladan Shahhosseini</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Corporate-level strategy, or simply ‘parent strategy’, is a topic that has received much attention since the very early days of the strategic planning field. Since the multi level enterprises have different sub enterprises which deal with different business environments, we cannot define the same strategic perspective for all of them. Therefore, the determination of a perspective to manage and deal with affiliates of such enterprises is the main challenge. The parent strategy in mother enterprises' level has been analyzed in this research. A case study has been carried to comprehensively describe the proposed model. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=parent%20strategy" title="parent strategy">parent strategy</a>, <a href="https://publications.waset.org/abstracts/search?q=multi-business%20companies" title=" multi-business companies"> multi-business companies</a>, <a href="https://publications.waset.org/abstracts/search?q=performance%20evaluation" title=" performance evaluation"> performance evaluation</a>, <a href="https://publications.waset.org/abstracts/search?q=lifecycle" title=" lifecycle"> lifecycle</a> </p> <a href="https://publications.waset.org/abstracts/53443/modelling-strategy-planning-in-multi-business-companies" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/53443.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">367</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">7093</span> Fuzzy Set Qualitative Comparative Analysis in Business Models' Study</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=K.%20Debkowska">K. Debkowska</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The aim of this article is presenting the possibilities of using Fuzzy Set Qualitative Comparative Analysis (fsQCA) in researches concerning business models of enterprises. FsQCA is a bridge between quantitative and qualitative researches. It's potential can be used in analysis and evaluation of business models. The article presents the results of a study conducted on the basis of enterprises belonging to different sectors: transport and logistics, industry, building construction, and trade. The enterprises have been researched taking into account the components of business models and the financial condition of companies. Business models are areas of complex and heterogeneous nature. The use of fsQCA has enabled to answer the following question: which components of a business model and in which configuration influence better financial condition of enterprises. The analysis has been performed separately for particular sectors. This enabled to compare the combinations of business models' components which actively influence the financial condition of enterprises in analyzed sectors. The following components of business models were analyzed for the purposes of the study: Key Partners, Key Activities, Key Resources, Value Proposition, Channels, Cost Structure, Revenue Streams, Customer Segment and Customer Relationships. These components of the study constituted the variables shaping the financial results of enterprises. The results of the study lead us to believe that fsQCA can help in analyzing and evaluating a business model, which is important in terms of making a business decision about the business model used or its change. In addition, results obtained by fsQCA can be applied by all stakeholders connected with the company. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=business%20models" title="business models">business models</a>, <a href="https://publications.waset.org/abstracts/search?q=components%20of%20business%20models" title=" components of business models"> components of business models</a>, <a href="https://publications.waset.org/abstracts/search?q=data%20analysis" title=" data analysis"> data analysis</a>, <a href="https://publications.waset.org/abstracts/search?q=fsQCA" title=" fsQCA"> fsQCA</a> </p> <a href="https://publications.waset.org/abstracts/85086/fuzzy-set-qualitative-comparative-analysis-in-business-models-study" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/85086.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">171</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">7092</span> Government Policy over the Remuneration System of The Board of Commissioners in Indonesian Stated-Owned Enterprises</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Synthia%20Atas%20Sari">Synthia Atas Sari</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The purpose of this paper is to examine the impact of reward system which determine by government over the work of Board of Commissioners to implement good corporate governance in Indonesian state-owned enterprises. To do so, this study analyzes the adequacy of the remuneration, the job attractiveness, and the board commitment and dedication with the remuneration system. Qualitative method used to examine the significant features and challenges to the government policy over the remuneration determination for the board of commissioners to their roles. Data gathered through semi-structure in-depth interview to the twenty-one participants over nine Indonesian stated-owned enterprises and written documents. Findings of this study indicate that government policies over the remuneration system is not effective to increase the performance of board of commissioners in implementing good corporate governance in Indonesian stated-owned enterprises due to unattractiveness of the remuneration amount, demotivate active members, and conflict interest over members of the remuneration committee. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=reward%20system" title="reward system">reward system</a>, <a href="https://publications.waset.org/abstracts/search?q=board%20of%20commissioners" title=" board of commissioners"> board of commissioners</a>, <a href="https://publications.waset.org/abstracts/search?q=stated-owned%20enterprises" title=" stated-owned enterprises"> stated-owned enterprises</a>, <a href="https://publications.waset.org/abstracts/search?q=government%20policy" title=" government policy"> government policy</a> </p> <a href="https://publications.waset.org/abstracts/1998/government-policy-over-the-remuneration-system-of-the-board-of-commissioners-in-indonesian-stated-owned-enterprises" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/1998.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">336</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">7091</span> A Business Model Design Process for Social Enterprises: The Critical Role of the Environment</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Hadia%20Abdel%20Aziz">Hadia Abdel Aziz</a>, <a href="https://publications.waset.org/abstracts/search?q=Raghda%20El%20Ebrashi"> Raghda El Ebrashi</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Business models are shaped by their design space or the environment they are designed to be implemented in. The rapidly changing economic, technological, political, regulatory and market external environment severely affects business logic. This is particularly true for social enterprises whose core mission is to transform their environments, and thus, their whole business logic revolves around the interchange between the enterprise and the environment. The context in which social business operates imposes different business design constraints while at the same time, open up new design opportunities. It is also affected to a great extent by the impact that successful enterprises generate; a continuous loop of interaction that needs to be managed through a dynamic capability in order to generate a lasting powerful impact. This conceptual research synthesizes and analyzes literature on social enterprise, social enterprise business models, business model innovation, business model design, and the open system view theory to propose a new business model design process for social enterprises that takes into account the critical role of environmental factors. This process would help the social enterprise develop a dynamic capability that ensures the alignment of its business model to its environmental context, thus, maximizing its probability of success. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=social%20enterprise" title="social enterprise">social enterprise</a>, <a href="https://publications.waset.org/abstracts/search?q=business%20model" title=" business model"> business model</a>, <a href="https://publications.waset.org/abstracts/search?q=business%20model%20design" title=" business model design"> business model design</a>, <a href="https://publications.waset.org/abstracts/search?q=business%20model%20environment" title=" business model environment"> business model environment</a> </p> <a href="https://publications.waset.org/abstracts/48331/a-business-model-design-process-for-social-enterprises-the-critical-role-of-the-environment" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/48331.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">372</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">7090</span> Pawn or Potentates: Corporate Governance Structure in Indian Central Public Sector Enterprises</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Ritika%20Jain">Ritika Jain</a>, <a href="https://publications.waset.org/abstracts/search?q=Rajnish%20Kumar"> Rajnish Kumar</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The Department of Public Enterprises had made submissions of Self Evaluation Reports, for the purpose of corporate governance, mandatory for all central government owned enterprises. Despite this, an alarming 40% of the enterprises did not do so. This study examines the impact of external policy tools and internal firm-specific factors on corporate governance of central public sector enterprises (CPSEs). We use a dataset of all manufacturing and non-financial services owned by the central government of India for the year 2010-11. Using probit, ordered logit and Heckman’s sample selection models, the study finds that the probability and quality of corporate governance is positively influenced by the CPSE getting into a Memorandum of Understanding (MoU) with the central government of India, and hence, enjoying more autonomy in terms of day to day operations. Besides these, internal factors, including bigger size and lower debt size contribute significantly to better corporate governance. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=corporate%20governance" title="corporate governance">corporate governance</a>, <a href="https://publications.waset.org/abstracts/search?q=central%20public%20sector%20enterprises%20%28CPSEs%29" title=" central public sector enterprises (CPSEs)"> central public sector enterprises (CPSEs)</a>, <a href="https://publications.waset.org/abstracts/search?q=sample%20selection" title=" sample selection"> sample selection</a>, <a href="https://publications.waset.org/abstracts/search?q=Memorandum%20of%20Understanding%20%28MoU%29" title=" Memorandum of Understanding (MoU)"> Memorandum of Understanding (MoU)</a>, <a href="https://publications.waset.org/abstracts/search?q=ordered%20logit" title=" ordered logit"> ordered logit</a>, <a href="https://publications.waset.org/abstracts/search?q=disinvestment" title=" disinvestment"> disinvestment</a> </p> <a href="https://publications.waset.org/abstracts/46842/pawn-or-potentates-corporate-governance-structure-in-indian-central-public-sector-enterprises" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/46842.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">257</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">7089</span> Support and Development of SMEs in the Slovak Republic: Selected Issues</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Alexander%20Kelisek">Alexander Kelisek</a>, <a href="https://publications.waset.org/abstracts/search?q=Stanislava%20Strelcova"> Stanislava Strelcova</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Developing of business in small and medium-sized enterprises (SMEs) is a specific especially for its flexibility and rapid adaptation to the conditions of turbulent market environment compared to large enterprises. Therefore, an importance of SMEs is growing rapidly in Slovakia but also in other EU countries. Small and medium enterprises are characterized by transparent organizational structure, as it allows the realization of direct management and information flow without significant negative aspects. In the national economy small and medium-sized enterprises represent a significant potential when performs a several important functions (e.g. social, economic, export-import, etc.) The significance of these enterprises is not only at national, but also at transnational level. Importance of SMEs is also aware of the EU, which declared this statement in a key document for SMEs called Small Business Act. In this document, SMEs are characterized, as the backbone of the EU economy and also as a key source of jobs opportunities. In addition to these aspects, SMEs attaches high innovation and development potential. The authors of the article are dealing with the current status of SMEs development in the Slovak Republic and highlight the current challenges that entrepreneurs face in their small and medium enterprises. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=small%20and%20medium%20enterprises%20%28SMEs%29" title="small and medium enterprises (SMEs)">small and medium enterprises (SMEs)</a>, <a href="https://publications.waset.org/abstracts/search?q=business%20support" title=" business support"> business support</a>, <a href="https://publications.waset.org/abstracts/search?q=SMEs%20development" title=" SMEs development"> SMEs development</a>, <a href="https://publications.waset.org/abstracts/search?q=SMEs%20funding" title=" SMEs funding"> SMEs funding</a> </p> <a href="https://publications.waset.org/abstracts/59489/support-and-development-of-smes-in-the-slovak-republic-selected-issues" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/59489.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">305</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">7088</span> Studying the Implementation of 5S System in Egyptian Garment Enterprises</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=K.%20M.%20Seddik">K. M. Seddik</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This paper explores the implementation of 5S elements in the Egyptian garment enterprises. The paper depended on a survey questionnaire (established from Summit Business Solutions, New York) and observations to collect data from the respondents. The observations are based on the on-site visits and interviews with the managers, supervisors and labors. The enterprises divided into three groups according to the nature activity. The first group of enterprises encompassed 49.52% of the total samples, the second and third group of enterprises represented 50.48% The results of this research indicated to the influence of the nature activity in implementing 5S systems and conclude that sustain is a difficult element which involve encourage workers for developing and practicing a highly discipline. In addition the results demonstrate that although the enterprises may achieve a higher executing of 5S elements but it may realize a low coherence in implementation. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=5S%20elements" title="5S elements">5S elements</a>, <a href="https://publications.waset.org/abstracts/search?q=garment%20enterprises" title=" garment enterprises"> garment enterprises</a>, <a href="https://publications.waset.org/abstracts/search?q=implementation" title=" implementation"> implementation</a>, <a href="https://publications.waset.org/abstracts/search?q=lean%20manufacturing" title=" lean manufacturing"> lean manufacturing</a> </p> <a href="https://publications.waset.org/abstracts/60357/studying-the-implementation-of-5s-system-in-egyptian-garment-enterprises" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/60357.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">258</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">7087</span> An Investigation of the Barriers to E-Business Implementation in Small and Medium-Sized Enterprises</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Jeffrey%20Chang">Jeffrey Chang</a>, <a href="https://publications.waset.org/abstracts/search?q=Barun%20Dasgupta"> Barun Dasgupta</a> </p> <p class="card-text"><strong>Abstract:</strong></p> E-business technologies, whereby business transactions are conducted remotely using the Internet, present unique opportunities and challenges for business. E-business technologies are applicable to a wide range of organizations and small and medium-sized enterprises (SMEs) are no exception. There is an established body of literature about e-business, looking at definitions, concepts, benefits and challenges. In general, however, the research focus has been on larger organizations, not SMEs. In an attempt to redress the balance of research, this paper looks at e-business technologies specifically from a small business perspective. It seeks to identify the possible barriers that SMEs might face when considering adoption of the e-business concept and practice as part of their business process change initiatives and implementation. To facilitate analysis of these barriers a conceptual framework has been developed which outlines the key conceptual and practical challenges of e-business implementation in SMEs. This is developed following a literature survey comprised of three categories: characteristics of SMEs, issues of IS/IT use in SMEs and general e-business adoption and implementation issues. The framework is then empirically assessed against 7 SMEs who have yet to implement e-business or whose e-business efforts have been unsatisfactory. Conclusions from the case studies can be used to verify the framework, and set parameters for further larger scale empirical investigation. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=business%20process%20change" title="business process change">business process change</a>, <a href="https://publications.waset.org/abstracts/search?q=disruptive%20technologies" title=" disruptive technologies"> disruptive technologies</a>, <a href="https://publications.waset.org/abstracts/search?q=electronic%20business%20%28e-Business%29" title=" electronic business (e-Business)"> electronic business (e-Business)</a>, <a href="https://publications.waset.org/abstracts/search?q=electronic%20commerce%20%28e-Commerce%29" title=" electronic commerce (e-Commerce)"> electronic commerce (e-Commerce)</a>, <a href="https://publications.waset.org/abstracts/search?q=ICT%20adoption" title=" ICT adoption"> ICT adoption</a>, <a href="https://publications.waset.org/abstracts/search?q=small%20and%20medium%20sized%20enterprises%20%28SMEs%29" title=" small and medium sized enterprises (SMEs) "> small and medium sized enterprises (SMEs) </a> </p> <a href="https://publications.waset.org/abstracts/19202/an-investigation-of-the-barriers-to-e-business-implementation-in-small-and-medium-sized-enterprises" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/19202.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">538</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">7086</span> Corporate Social Responsibility: An Ethical or a Legal Framework?</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Pouira%20Askary">Pouira Askary</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Indeed, in our globalized world which is facing with various international crises, the transnational corporations and other business enterprises have the capacity to foster economic well-being, development, technological improvement and wealth, as well as causing adverse impacts on human rights. The UN Human Rights Council declared that although the primary responsibility to protect human rights lie with the State but the transnational corporations and other business enterprises have also a responsibility to respect and protect human rights in the framework of corporate social responsibility. In 2011, the Human Rights Council endorsed the Guiding Principles on Business and Human Rights, a set of guidelines that define the key duties and responsibilities of States and business enterprises with regard to business-related human rights abuses. In UN’s view, the Guiding Principles do not create new legal obligations but constitute a clarification of the implications of existing standards, including under international human rights law. In 2014 the UN Human Rights Council decided to establish a working group on transnational corporations and other business enterprises whose mandate shall be to elaborate an international legally binding instrument to regulate, in international human rights law, the activities of transnational corporations and other business enterprises. Extremely difficult task for the working group to codify a legally binding document to regulate the behavior of corporations on the basis of the norms of international law! Concentration of this paper is on the origins of those human rights applicable on business enterprises. The research will discuss that the social and ethical roots of the CSR are much more institutionalized and elaborated than the legal roots. Therefore, the first step is to determine whether and to what extent corporations, do have an ethical responsibility to respect human rights and if so, by which means this ethical and social responsibility is convertible to legal commitments. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=CSR" title="CSR">CSR</a>, <a href="https://publications.waset.org/abstracts/search?q=ethics" title=" ethics"> ethics</a>, <a href="https://publications.waset.org/abstracts/search?q=international%20law" title=" international law"> international law</a>, <a href="https://publications.waset.org/abstracts/search?q=human%20rights" title=" human rights"> human rights</a>, <a href="https://publications.waset.org/abstracts/search?q=development" title=" development"> development</a>, <a href="https://publications.waset.org/abstracts/search?q=sustainable%20business" title=" sustainable business"> sustainable business</a> </p> <a href="https://publications.waset.org/abstracts/33356/corporate-social-responsibility-an-ethical-or-a-legal-framework" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/33356.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">386</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">7085</span> The Roles of the Provincial Government and Non-Government Organizations toward the Business Resources Management in Ranong Province</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Poramet%20Saeng-On">Poramet Saeng-On</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The purpose of this study was to investigate the roles of provincial governments and private sectors in managing business resources of Ranong province, Thailand. The sample group of this study included 15 organizations and the tool of the research included interview questions, recording tape, and notes. This study employed a qualitative technique by utilizing in-depth interview and document research techniques. The findings revealed that government and private organizations did not have any direct roles in managing business resources of Ranong Province and did not have any knowledge of the plan to manage business resources. However, all agreed that there should be a plan to manage business resources effectively and efficiently. Moreover, both private and government organizations also agree to cooperate to manage business resources to benefits all stakeholders. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=business%20resources" title="business resources">business resources</a>, <a href="https://publications.waset.org/abstracts/search?q=provincial%20government" title=" provincial government"> provincial government</a>, <a href="https://publications.waset.org/abstracts/search?q=roles" title=" roles"> roles</a>, <a href="https://publications.waset.org/abstracts/search?q=non-government%20organizations" title=" non-government organizations"> non-government organizations</a> </p> <a href="https://publications.waset.org/abstracts/14430/the-roles-of-the-provincial-government-and-non-government-organizations-toward-the-business-resources-management-in-ranong-province" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/14430.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">459</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">7084</span> The Impact of Board Structure to the Roles of Board of Commissioners in Implementing Good Corporate Governance at Indonesian State-Owned Enterprises</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Synthia%20Atas%20Sari">Synthia Atas Sari</a>, <a href="https://publications.waset.org/abstracts/search?q=Engkos%20Achmad%20Kuncoro"> Engkos Achmad Kuncoro</a>, <a href="https://publications.waset.org/abstracts/search?q=Haryadi%20Sarjono"> Haryadi Sarjono</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The purpose of this paper is to examine the impact of reward system which is determined by government over the work of Board of Commissioners in implementing good corporate governance in Indonesian state-owned enterprises. To do so, this study analyses the adequacy of the remuneration, the job attractiveness, and the board commitment and dedication with the remuneration system. Qualitative method used to examine the significant features and challenges to the government policy over the remuneration determination for the board of commissioners to their roles. Data are gathered through semi-structure in-depth interview to the 21 participants over 10 Indonesian stated-owned enterprises and written documents. Findings in this study indicate that government policies over the remuneration system is not effective to increase the performance of board of commissioners in implementing good corporate governance in Indonesian state-owned enterprises due to unattractiveness of the remuneration amount, demotivate active members, and conflict interest over members of the remuneration committee. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=reward%20system" title="reward system">reward system</a>, <a href="https://publications.waset.org/abstracts/search?q=board%20of%20commissioners" title=" board of commissioners"> board of commissioners</a>, <a href="https://publications.waset.org/abstracts/search?q=state-owned%20enterprises" title=" state-owned enterprises"> state-owned enterprises</a>, <a href="https://publications.waset.org/abstracts/search?q=good%20corporate%20governance" title=" good corporate governance"> good corporate governance</a> </p> <a href="https://publications.waset.org/abstracts/1996/the-impact-of-board-structure-to-the-roles-of-board-of-commissioners-in-implementing-good-corporate-governance-at-indonesian-state-owned-enterprises" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/1996.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">381</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">7083</span> Framework for Aligning Supply Chain Strategies and Organizational Strategies in an SOE Environment</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=R.%20Setino">R. Setino</a>, <a href="https://publications.waset.org/abstracts/search?q=I.%20M.%20Ambe"> I. M. Ambe</a>, <a href="https://publications.waset.org/abstracts/search?q=J.%20A%20Badenhorst-Weiss"> J. A Badenhorst-Weiss</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The South African government supply chain management system is not adequately implemented in State Owned Enterprises (SOEs). There are weaknesses in the SOEs SCM enablers, strategies and policies. In addition, top management of SOEs still do not see SCM as strategic enough to deserve their attention, and therefore, there is very little support from top management, thus making it even difficult for SCM practitioners to execute their day to day functions, let alone delivering the letter and spirit of the relevant legislations. Supply chain strategies lack buy in from the top, and as a result senior SCM practitioners has not been involved in the corporate strategy. This has resulted in supply chain and corporate strategies being misaligned. Due to service delivery backlog, high level of corruption and continuous strikes across the country for better services it is inevitable that government leaders be more strategic about how South Africa can use SCM as a tool to improve service delivery. Consequently, there is a need to close the gap between the strategic level dealt by top management and the application of operational SCM concepts: the use of SCM concepts and, therefore, supply chain strategies – should be aligned with the corporate and business strategies in order to ensure the achievement of top level business objectives. This paper aims to explore supply chain practices in State Owned Enterprises (SOEs). The paper based on a conceptual review provides the status, trends and development and suggests a framework for aligning supply chain strategies and organizational strategies in an SOE environment. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=alignment" title="alignment">alignment</a>, <a href="https://publications.waset.org/abstracts/search?q=strategies" title=" strategies"> strategies</a>, <a href="https://publications.waset.org/abstracts/search?q=state%20owned%20enterprises" title=" state owned enterprises"> state owned enterprises</a>, <a href="https://publications.waset.org/abstracts/search?q=supply%20chain%20management" title=" supply chain management"> supply chain management</a>, <a href="https://publications.waset.org/abstracts/search?q=South%20Africa" title=" South Africa"> South Africa</a> </p> <a href="https://publications.waset.org/abstracts/45690/framework-for-aligning-supply-chain-strategies-and-organizational-strategies-in-an-soe-environment" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/45690.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">420</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">7082</span> E-Commercial Enterprises' Behavior on China's Local Government's Economic Policy: An Example from Zhejiang Province</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Chia-Chi%20Cheng">Chia-Chi Cheng</a> </p> <p class="card-text"><strong>Abstract:</strong></p> After the implementation of “the internet plus,” several puzzles emerge as below: why does China impose more regulation and laws on economic development on the Internet? Why does China urge the importance of manufacturing industry? Why does China’s local government passively implement the policy imposed by the central government? What kind of factors can influence China’s local government’s economic preference? In the framework of neo-institutionalism, this research considers China’s local government as changing agents to analyze its preferences and behavior. In general, the interests urged by the local government will decide its preference and behaviors. They will change its counterpart to cooperate if the change will bring more benefits. Thus, they will change its preference and behavior while the external environment alters. While the local government has the same definition on political activity and economic interest, they will prefer to cooperate with the local enterprises in the way of laying symbiont, within the presumption that the institution remains. While the local government has the different positions on political activity and economic interest, they will re-define the existed regulation or create new regulation in the condition of institution vacuum. Sequentially, they will replace the targets, and the policy, which does not fit in the Central government’s policy, will emerge. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=China" title="China">China</a>, <a href="https://publications.waset.org/abstracts/search?q=institutional%20change" title=" institutional change"> institutional change</a>, <a href="https://publications.waset.org/abstracts/search?q=government%20enterprise%20relationship" title=" government enterprise relationship"> government enterprise relationship</a>, <a href="https://publications.waset.org/abstracts/search?q=e-commercial%20policy" title=" e-commercial policy"> e-commercial policy</a> </p> <a href="https://publications.waset.org/abstracts/84758/e-commercial-enterprises-behavior-on-chinas-local-governments-economic-policy-an-example-from-zhejiang-province" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/84758.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">237</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">7081</span> Sustainable Enterprise Theory: A Starting Point for Reporting Sustainable Business Values </h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Arne%20Fagerstrom">Arne Fagerstrom</a>, <a href="https://publications.waset.org/abstracts/search?q=Gary%20Cunningham"> Gary Cunningham</a>, <a href="https://publications.waset.org/abstracts/search?q=Fredrik%20Hartwig"> Fredrik Hartwig</a> </p> <p class="card-text"><strong>Abstract:</strong></p> In this paper, a theory of sustainable enterprises, sustainable enterprise theory (SET), is developed. The sustainable enterprise theory can only be a valid theory if knowledge about life and nature is complete. Knowledge limitations should not stop enterprises from doing business with a goal of better long-term life on earth. Life demands stewardship of the resources used during one’s lifetime. This paper develops a model influenced by (the classical) enterprise theory and resource theory that includes more than money in the business activities of an enterprise. The sustainable enterprise theory is then used in an analysis of accountability and in discussions about sustainable businesses. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=sustainable%20business" title="sustainable business">sustainable business</a>, <a href="https://publications.waset.org/abstracts/search?q=sustainability%20reporting" title=" sustainability reporting"> sustainability reporting</a>, <a href="https://publications.waset.org/abstracts/search?q=sustainable%20values" title=" sustainable values"> sustainable values</a>, <a href="https://publications.waset.org/abstracts/search?q=theory%20of%20the%20firm" title=" theory of the firm"> theory of the firm</a> </p> <a href="https://publications.waset.org/abstracts/81453/sustainable-enterprise-theory-a-starting-point-for-reporting-sustainable-business-values" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/81453.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">580</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">7080</span> Social Enterprise Concept in Sustaining Agro-Industry Development in Indonesia: Case Study of Yourgood Social Business</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Koko%20Iwan%20Agus%20Kurniawan">Koko Iwan Agus Kurniawan</a>, <a href="https://publications.waset.org/abstracts/search?q=Dwi%20Purnomo"> Dwi Purnomo</a>, <a href="https://publications.waset.org/abstracts/search?q=Anas%20Bunyamin"> Anas Bunyamin</a>, <a href="https://publications.waset.org/abstracts/search?q=Arif%20Rahman%20Jaya"> Arif Rahman Jaya</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Fruters model is a concept of technopreneurship-based on empowerment, in which technology research results were designed to create high value-added products and implemented as a locomotive of collaborative empowerment; thereby, the impact was widely spread. This model still needs to be inventoried and validated concerning the influenced variables in the business growth process. Model validation accompanied by mapping was required to be applicable to Small Medium Enterprises (SMEs) agro-industry based on sustainable social business and existing real cases. This research explained the empowerment model of Yourgood, an SME, which emphasized on empowering the farmers/ breeders in farmers in rural areas, Cipageran, Cimahi, to housewives in urban areas, Bandung, West Java, Indonesia. This research reviewed some works of literature discussing the agro-industrial development associated with the empowerment and social business process and gained a unique business model picture with the social business platform as well. Through the mapped business model, there were several advantages such as technology acquisition, independence, capital generation, good investment growth, strengthening of collaboration, and improvement of social impacts that can be replicated on other businesses. This research used analytical-descriptive research method consisting of qualitative analysis with design thinking approach and that of quantitative with the AHP (Analytical Hierarchy Process). Based on the results, the development of the enterprise’s process was highly affected by supplying farmers with the score of 0.248 out of 1, being the most valuable for the existence of the enterprise. It was followed by university (0.178), supplying farmers (0.153), business actors (0.128), government (0.100), distributor (0.092), techno-preneurship laboratory (0.069), banking (0.033), and Non-Government Organization (NGO) (0.031). <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=agro-industry" title="agro-industry">agro-industry</a>, <a href="https://publications.waset.org/abstracts/search?q=small%20medium%20enterprises" title=" small medium enterprises"> small medium enterprises</a>, <a href="https://publications.waset.org/abstracts/search?q=empowerment" title=" empowerment"> empowerment</a>, <a href="https://publications.waset.org/abstracts/search?q=design%20thinking" title=" design thinking"> design thinking</a>, <a href="https://publications.waset.org/abstracts/search?q=AHP" title=" AHP"> AHP</a>, <a href="https://publications.waset.org/abstracts/search?q=business%20model%20canvas" title=" business model canvas"> business model canvas</a>, <a href="https://publications.waset.org/abstracts/search?q=social%20business" title=" social business"> social business</a> </p> <a href="https://publications.waset.org/abstracts/88965/social-enterprise-concept-in-sustaining-agro-industry-development-in-indonesia-case-study-of-yourgood-social-business" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/88965.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">169</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">7079</span> Social Enterprise Strategies for Financial Sustainability in the Economic Literature</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Adam%20Bereczk">Adam Bereczk</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Due to persistent socioeconomic problems regarding sustainability and labour market equilibrium in Europe, the subjects of social economy gained considerable academic attention recently. At the meantime, social enterprises pursuing the double bottom line criteria, struggling to find the proper management philosophies and strategies to make their social purpose business financially sustainable. Despite the strategic management literature was developed mainly on the bases of large corporations, in the past years, the interpretation of strategy concepts became a frequent topic in scientific discussions in the case of small and medium-sized enterprises also. The topic of strategic orientations is a good example of the trend. However, less is known about the case of social enterprises, despite the fact, the majority of them are small businesses engaged in real business activities. The main purpose of this work is to give a comprehensive summary of different perspectives regarding the interpretations of strategic orientations of social enterprises. The novelty of this work is it shows the previous outcomes and models of scholars from various fields of economic science who tried to intertwine the two spheres in different forms, methodize the findings and draw attention to the shortcomings. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=social%20enterprises" title="social enterprises">social enterprises</a>, <a href="https://publications.waset.org/abstracts/search?q=business%20sustainability" title=" business sustainability"> business sustainability</a>, <a href="https://publications.waset.org/abstracts/search?q=strategic%20orientations" title=" strategic orientations"> strategic orientations</a>, <a href="https://publications.waset.org/abstracts/search?q=literature%20review" title=" literature review"> literature review</a> </p> <a href="https://publications.waset.org/abstracts/94083/social-enterprise-strategies-for-financial-sustainability-in-the-economic-literature" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/94083.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">278</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">7078</span> Proposed Model to Assess E-Government Readiness in Jordan</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Hadeel%20Abdulatif">Hadeel Abdulatif</a>, <a href="https://publications.waset.org/abstracts/search?q=Maha%20Alkhaffaf"> Maha Alkhaffaf</a> </p> <p class="card-text"><strong>Abstract:</strong></p> E-government is the use of Information and Communication Technology to enrich the access to and delivery of government services to citizens, business partners and employees, Policy makers and regulatory bodies have to be cognizant of the degree of readiness of a populace in order to design and implement efficient e-government programs. This paper aims to provide a transparent situation analyses for the case of e-government official website in Jordan, it focuses on assessing e-government in Jordan; web site assessment by using international criteria for assessing e-government websites, However, the study analyses the environmental factor consisting of cultural and business environment factors. By reviewing the literature the researchers found that government's efforts towards e-government may vary according to the country's readiness and other key implementation factors which will lead to diverse e-government experience; thus, there is a need to study the impact of key factors to implement e-government in Jordan. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=e-government" title="e-government">e-government</a>, <a href="https://publications.waset.org/abstracts/search?q=environmental%20factors" title=" environmental factors"> environmental factors</a>, <a href="https://publications.waset.org/abstracts/search?q=website%20assessment" title=" website assessment"> website assessment</a>, <a href="https://publications.waset.org/abstracts/search?q=readiness" title=" readiness"> readiness</a> </p> <a href="https://publications.waset.org/abstracts/52473/proposed-model-to-assess-e-government-readiness-in-jordan" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/52473.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">294</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">7077</span> The Driving Force for Taiwan Social Innovation Business Model Transformation: A Case Study of Social Innovation Internet Celebrity Training Project</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Shih-Jie%20Ma">Shih-Jie Ma</a>, <a href="https://publications.waset.org/abstracts/search?q=Jui-Hsu%20Hsiao"> Jui-Hsu Hsiao</a>, <a href="https://publications.waset.org/abstracts/search?q=Ming-Ying%20Hsieh"> Ming-Ying Hsieh</a>, <a href="https://publications.waset.org/abstracts/search?q=Shin-Yan%20Yang"> Shin-Yan Yang</a>, <a href="https://publications.waset.org/abstracts/search?q=Chun-Han%20Yeh"> Chun-Han Yeh</a>, <a href="https://publications.waset.org/abstracts/search?q=Kuo-Chun%20Su"> Kuo-Chun Su</a> </p> <p class="card-text"><strong>Abstract:</strong></p> In Taiwan, social enterprises and non-profit organizations (NPOs) are not familiar with innovative business models, such as live streaming. In 2019, a brand new course called internet celebrity training project is introduced to them by the Social Innovation Lab. The Goal of this paper is to evaluate the effect of this project, to explore the role of new technology (internet live stream) in business process management (BPM), and to analyze how live stream programs can assist social enterprises in creating new business models. Social Innovation, with the purpose to solve social issues in innovative ways, is one of the most popular topics in the world. Social Innovation Lab was established in 2017 by Executive Yuan in Taiwan. The vision of Social Innovation Lab is to exploit technology, innovation and experimental methods to solve social issues, and to maximize the benefits from government investment. Social Innovation Lab aims at creating a platform for both supply and demand sides of social issues, to make social enterprises and start-ups communicate with each other, and to build an eco-system in which stakeholders can make a social impact. Social Innovation Lab keeps helping social enterprises and NPOs to gain better publicity and to enhance competitiveness by facilitating digital transformation. In this project, Social Innovation Lab exerted the influence of social media such as YouTube and Facebook, to make social enterprises and start-ups adjust their business models by using the live stream of social media, which becomes one of the tools to expand their market and diversify their sales channels. Internet live stream training courses were delivered in different regions of Taiwan in 2019, including Taitung, Taichung, Kaohsiung and Hualien. Through these courses, potential groups and enterprises were cultivated to become so-called internet celebrities. With their concern about social issues in mind, these internet celebrities know how to manipulate social media to make a social impact in different fields, such as aboriginal people, food and agriculture, LOHAS (Lifestyles of Health and Sustainability), environmental protection and senior citizens. Participants of live stream training courses in Taiwan are selected to take in-depth interviews and questionnaire surveys. Results indicate that the digital transformation process of social enterprises and NPOs can be successful by implementing business process reengineering, a significant change made by social innovation internet celebrities. Therefore, this project can be the new driving force to facilitate the business model transformation in Taiwan. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=business%20process%20management" title="business process management">business process management</a>, <a href="https://publications.waset.org/abstracts/search?q=digital%20transformation" title=" digital transformation"> digital transformation</a>, <a href="https://publications.waset.org/abstracts/search?q=live%20stream" title=" live stream"> live stream</a>, <a href="https://publications.waset.org/abstracts/search?q=social%20innovation" title=" social innovation"> social innovation</a> </p> <a href="https://publications.waset.org/abstracts/109091/the-driving-force-for-taiwan-social-innovation-business-model-transformation-a-case-study-of-social-innovation-internet-celebrity-training-project" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/109091.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">146</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">7076</span> Determinants of Internationalization of Social Enterprises: A 20-Year Review</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Xiaoqing%20Li">Xiaoqing Li</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Social entrepreneurship drives the global movement as social enterprises create best ways to satisfy social needs through connecting international resources. However, what determines social enterprises to internationalize is underexplored. This study aims to answer this question by conducting a systematic review of studies of past 20 years on social enterprises' internationalization. Findings reveal that factors at the individual (entrepreneur), firm, and environment (home and host country) levels determine the degree of social enterprises' internationalization. Future research is challenged by: a. adopting an integrated approach examining the three levels to explain social enterprises' internationalization; b. the different nature of social enterprises from commercial businesses demands scholars to refine and develop appropriate theoretical models to capture the dynamism of social enterprises' internationalization behavior. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=determinants" title="determinants">determinants</a>, <a href="https://publications.waset.org/abstracts/search?q=entrepreneurship" title=" entrepreneurship"> entrepreneurship</a>, <a href="https://publications.waset.org/abstracts/search?q=internationalization" title=" internationalization"> internationalization</a>, <a href="https://publications.waset.org/abstracts/search?q=social%20enterprises" title=" social enterprises"> social enterprises</a> </p> <a href="https://publications.waset.org/abstracts/85160/determinants-of-internationalization-of-social-enterprises-a-20-year-review" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/85160.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">216</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">7075</span> Social Business Model: Leveraging Business and Social Value of Social Enterprises</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Miriam%20Borchardt">Miriam Borchardt</a>, <a href="https://publications.waset.org/abstracts/search?q=Agata%20M.%20Ritter"> Agata M. Ritter</a>, <a href="https://publications.waset.org/abstracts/search?q=Macaliston%20G.%20da%20Silva"> Macaliston G. da Silva</a>, <a href="https://publications.waset.org/abstracts/search?q=Mauricio%20N.%20de%20Carvalho"> Mauricio N. de Carvalho</a>, <a href="https://publications.waset.org/abstracts/search?q=Giancarlo%20M.%20Pereira"> Giancarlo M. Pereira</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This paper aims to analyze the barriers faced by social enterprises and based on that to propose a social business model framework that helps them to leverage their businesses and the social value delivered. A business model for social enterprises should amplify the value perception including social value for the beneficiaries while generating enough profit to escalate the business. Most of the social value beneficiaries are people from the base of the economic pyramid (BOP) or the ones that have specific needs. Because of this, products and services should be affordable to consumers while solving social needs of the beneficiaries. Developing products and services with social value require tie relationship among the social enterprises and universities, public institutions, accelerators, and investors. Despite being focused on social value and contributing to the beneficiaries’ quality of life as well as contributing to the governments that cannot properly guarantee public services and infrastructure to the BOP, many barriers are faced by the social enterprises to escalate their businesses. This is a work in process and five micro- and small-sized social enterprises in Brazil have been studied: (i) one has developed a kit for cervical uterine cancer detection to allow the BOP women to collect their own material and deliver to a laboratory for U$1,00; (ii) other has developed special products without lactose and it is about 70% cheaper than the traditional brands in the market; (iii) the third has developed prosthesis and orthosis to surplus needs that health public system have not done efficiently; (iv) the fourth has produced and commercialized menstrual panties aiming to reduce the consumption of dischargeable ones while saving money to the consumers; (v) the fifth develops and commercializes clothes from fabric wastes in a partnership with BOP artisans. The preliminary results indicate that the main barriers are related to the public system to recognize these products as public money that could be saved if they bought products from these enterprises instead of the multinational pharmaceutical companies, to the traditional distribution system (e.g. pharmacies) that avoid these products because of the low or non-existing profit, to the difficulty buying raw material in small quantities, to leverage investment by the investors, to cultural barriers and taboos. Interesting strategies to reduce the costs have been observed: some enterprises have focused on simplifying products, others have invested in partnerships with local producers and have developed their machines focusing on process efficiency to leverage investment by the investors. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=base%20of%20the%20pyramid" title="base of the pyramid">base of the pyramid</a>, <a href="https://publications.waset.org/abstracts/search?q=business%20model" title=" business model"> business model</a>, <a href="https://publications.waset.org/abstracts/search?q=social%20business" title=" social business"> social business</a>, <a href="https://publications.waset.org/abstracts/search?q=social%20business%20model" title=" social business model"> social business model</a>, <a href="https://publications.waset.org/abstracts/search?q=social%20enterprises" title=" social enterprises"> social enterprises</a> </p> <a href="https://publications.waset.org/abstracts/110975/social-business-model-leveraging-business-and-social-value-of-social-enterprises" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/110975.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">101</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">7074</span> International Marketing in Business Practice of Small and Medium-Sized Enterprises</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=K.%20Matu%C5%A1%C3%ADnsk%C3%A1">K. Matušínská</a>, <a href="https://publications.waset.org/abstracts/search?q=Z.%20Bednar%C4%8D%C3%ADk"> Z. Bednarčík</a>, <a href="https://publications.waset.org/abstracts/search?q=M.%20Klepek"> M. Klepek</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This paper examines international marketing in business practice of Czech exporting small and medium-sized enterprises (SMEs) with regard to the strategic perspectives. Research was focused on Czech exporting SMEs from Moravian-Silesia region and their behaviour on international markets. For purpose of collecting data, a questionnaire was given to 262 SMEs involved in international business. Statistics utilized in this research included frequency, mean, percentage, and chi-square test. Data were analysed by Statistical Package for the Social Sciences software. The research analysis disclosed that there is certain space for improvement in strategic marketing especially in marketing research, perception of cultural and social differences, product adaptation and usage of marketing communication tools. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=international%20marketing" title="international marketing">international marketing</a>, <a href="https://publications.waset.org/abstracts/search?q=marketing%20mix" title=" marketing mix"> marketing mix</a>, <a href="https://publications.waset.org/abstracts/search?q=marketing%20research" title=" marketing research"> marketing research</a>, <a href="https://publications.waset.org/abstracts/search?q=small%20and%20medium-sized%20enterprises" title=" small and medium-sized enterprises"> small and medium-sized enterprises</a>, <a href="https://publications.waset.org/abstracts/search?q=strategic%20marketing" title=" strategic marketing"> strategic marketing</a> </p> <a href="https://publications.waset.org/abstracts/6412/international-marketing-in-business-practice-of-small-and-medium-sized-enterprises" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/6412.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">330</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">7073</span> Innovating Development: An Exploratory Study of Social Enterprises in Nigeria</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Akor%20Omachile%20Opaluwah">Akor Omachile Opaluwah</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Entrepreneurs are heralded as a very vital force in the growth of economies. This is because they create businesses, employ people, have direct access to the local consumer, and primarily utilize local sources of raw materials, have an understanding of the immediate need of consumers, and they have the capacity to keep in motion the economy. The rise of social enterprises takes these advantages further beyond the business and economic benefits. These Social enterprises help address developmental issues in the society while maintaining a profit for their investors and shareholders. These combined roles create a unique synergy between the civil society and the market, therefore placing the social enterprise in a position where they can access directly, the benefits of the market while meeting the needs of the citizens and their environment. With such a unique position, social enterprises hold a place in the development discourse that has previously been left unexplored. This hybridisation of the functions of civil societies and the market can provide to development, practices, and benefits that have previously been only available in trace amounts. It, therefore, is imperative to understand the efficacy of social enterprises. With the discourse of social enterprises still in its early stages. This paper looks at selected social enterprise cases in Nigeria and analyses their approach and contribution to development. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=business" title="business">business</a>, <a href="https://publications.waset.org/abstracts/search?q=civil%20society" title=" civil society"> civil society</a>, <a href="https://publications.waset.org/abstracts/search?q=development" title=" development"> development</a>, <a href="https://publications.waset.org/abstracts/search?q=entrepreneurs" title=" entrepreneurs"> entrepreneurs</a>, <a href="https://publications.waset.org/abstracts/search?q=innovation" title=" innovation"> innovation</a>, <a href="https://publications.waset.org/abstracts/search?q=market" title=" market"> market</a>, <a href="https://publications.waset.org/abstracts/search?q=Nigeria" title=" Nigeria"> Nigeria</a>, <a href="https://publications.waset.org/abstracts/search?q=social%20enterprise" title=" social enterprise"> social enterprise</a> </p> <a href="https://publications.waset.org/abstracts/59835/innovating-development-an-exploratory-study-of-social-enterprises-in-nigeria" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/59835.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">388</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">7072</span> Corporate Governance of State-Owned Enterprises: A Comparative Analysis</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Adeyemi%20Adebayo">Adeyemi Adebayo</a>, <a href="https://publications.waset.org/abstracts/search?q=Barry%20Ackers"> Barry Ackers</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This paper comparatively analyses the corporate governance of SOEs in South Africa and Singapore in the context of the World Bank’s framework for corporate governance of SOEs. This framework ensured that the analysis holistically covered key aspects of corporate governance of SOEs in these states. In order to ground our understanding of the paths taken by SOEs in the states, the paper presents the evolution and reforms of SOEs in the states before analyzing key aspects of their corporate governance. The analysis shows that even though SOEs in South Africa and Singapore are comparable in a number of ways, there are notable differences. In this context, this paper finds that the main difference between corporate governance of SOEs in South Africa and Singapore is their organizing model. Further, the analysis, among other findings, shows that SOEs Boards in Singapore are better remunerated. Further finding reveals that, even though some board members are politically connected, Singaporean SOEs boards are better constituted based on skills and experience compared to SOEs boards in South Africa. Overall, the analysis opens up new debates and as such concludes by providing avenues for further research. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=corporate%20governance" title="corporate governance">corporate governance</a>, <a href="https://publications.waset.org/abstracts/search?q=comparative%20corporate%20governance" title=" comparative corporate governance"> comparative corporate governance</a>, <a href="https://publications.waset.org/abstracts/search?q=corporate%20governance%20framework" title=" corporate governance framework"> corporate governance framework</a>, <a href="https://publications.waset.org/abstracts/search?q=government%20business%20enterprises" title=" government business enterprises"> government business enterprises</a>, <a href="https://publications.waset.org/abstracts/search?q=government%20linked%20companies" title=" government linked companies"> government linked companies</a>, <a href="https://publications.waset.org/abstracts/search?q=organizing%20models" title=" organizing models"> organizing models</a>, <a href="https://publications.waset.org/abstracts/search?q=ownership%20models" title=" ownership models"> ownership models</a>, <a href="https://publications.waset.org/abstracts/search?q=state-owned%20companies" title=" state-owned companies"> state-owned companies</a>, <a href="https://publications.waset.org/abstracts/search?q=state-owned%20enterprises" title=" state-owned enterprises"> state-owned enterprises</a> </p> <a href="https://publications.waset.org/abstracts/104707/corporate-governance-of-state-owned-enterprises-a-comparative-analysis" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/104707.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">219</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">7071</span> The Journey to Social Entrepreneurship: Profile Analysis of Social Enterprises in Morocco</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Zeinab%20Hmama">Zeinab Hmama</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Much recent discourse has highlighted the supporting role of social entrepreneurs in solving social problems. However, the identification of social enterprise’s characteristics in emerging countries has not yet been thoroughly examined. This research seeks to explores the profile of social enterprises in Morocco. In this perspective, we conduct a quantitative study on a sample of 87 social enterprises. This study was undertaken in Morocco based on a quantitative study lead among sample consists of 82 organizations qualified as social enterprises. Therefore, the response rate was 45.12% (37/82). Participants in the study were described on the basis of the following demographic characteristics: Gender, Age, Education Level and field, Entrepreneurial activity age, Legal forms, Line of business. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=social%20entrepreneurship" title="social entrepreneurship">social entrepreneurship</a>, <a href="https://publications.waset.org/abstracts/search?q=social%20enterprise" title=" social enterprise"> social enterprise</a>, <a href="https://publications.waset.org/abstracts/search?q=problem%20resolution" title=" problem resolution"> problem resolution</a>, <a href="https://publications.waset.org/abstracts/search?q=value%20creation" title=" value creation"> value creation</a> </p> <a href="https://publications.waset.org/abstracts/148086/the-journey-to-social-entrepreneurship-profile-analysis-of-social-enterprises-in-morocco" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/148086.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">153</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">7070</span> The Impact of Social Enterprises on Women Empowerment in South Asia: A Systematic Review</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Saba%20Aziz">Saba Aziz</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Social enterprises are playing a growing role in transforming the lives of individuals and communities around the world, providing innovative solutions to critical social and environmental issues such as education, job creation, and health care. Women are increasingly utilising services of these enterprises to overcome socio-economic constraints and increase their access to business and market. This article systematically reviews the available literature on the role of social enterprises on women's empowerment in South Asia. Twelve key terms were specified and researched on five databases. Some of the literature was excluded based on the lack of evidence on the involvement of social enterprises. Remaining literature was rated according to the quality; due to methodological inconsistency, the findings are presented in a descriptive form. The relevant studies review the impact of social enterprises on women’s economic, social, relational, health, personal and political aspects of empowerment. In discussion, we outline areas for further research on social enterprises activity that impacts women’s overall empowerment specifically in South Asia. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=social%20enterprise" title="social enterprise">social enterprise</a>, <a href="https://publications.waset.org/abstracts/search?q=women%20empowerment" title=" women empowerment"> women empowerment</a>, <a href="https://publications.waset.org/abstracts/search?q=systematic%20review" title=" systematic review"> systematic review</a>, <a href="https://publications.waset.org/abstracts/search?q=well-being" title=" well-being"> well-being</a>, <a href="https://publications.waset.org/abstracts/search?q=social%20impact" title=" social impact"> social impact</a>, <a href="https://publications.waset.org/abstracts/search?q=micro%20finance" title=" micro finance"> micro finance</a>, <a href="https://publications.waset.org/abstracts/search?q=South%20Asia" title=" South Asia"> South Asia</a>, <a href="https://publications.waset.org/abstracts/search?q=Pakistan" title=" Pakistan"> Pakistan</a> </p> <a href="https://publications.waset.org/abstracts/109188/the-impact-of-social-enterprises-on-women-empowerment-in-south-asia-a-systematic-review" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/109188.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">172</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">7069</span> Implications about the Impact of COVID-19 on Business</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Anwar%20Kashgari">Anwar Kashgari</a> </p> <p class="card-text"><strong>Abstract:</strong></p> COVID-19 has severe impacts on business all over the world. The great lockdown of many business owners requires a sage deal with this pandemic. This paper seeks to support business leaders with a standpoint about the COVID-19 situation and provides implications for the (Small and Medium Enterprises) SMEs and companies. The paper reflects the author's view about the impact of COVID-19 on business activities. We discussed the impact of COVID-19 upon three aspects, namely, startups, SMEs, and e-commerce. The KSA is an example of the developing countries about which we present the current situation. Finally, recommendations to policy and decision-makers are given. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=COVID%2019" title="COVID 19">COVID 19</a>, <a href="https://publications.waset.org/abstracts/search?q=business%20networking" title=" business networking"> business networking</a>, <a href="https://publications.waset.org/abstracts/search?q=globalization" title=" globalization"> globalization</a> </p> <a href="https://publications.waset.org/abstracts/148636/implications-about-the-impact-of-covid-19-on-business" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/148636.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">215</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">7068</span> Analysis of Effect of Microfinance on the Profit Level of Small and Medium Scale Enterprises in Lagos State, Nigeria</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Saheed%20Olakunle%20Sanusi">Saheed Olakunle Sanusi</a>, <a href="https://publications.waset.org/abstracts/search?q=Israel%20Ajibade%20Adedeji"> Israel Ajibade Adedeji</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The study analysed the effect of microfinance on the profit level of small and medium scale enterprises in Lagos. The data for the study were obtained by simple random sampling, and total of one hundred and fifty (150) small and medium scale enterprises (SMEs) were sampled for the study. Seventy-five (75) each are microfinance users and non-users. Data were analysed using descriptive statistics, logit model, t-test and ordinary least square (OLS) regression. The mean profit of the enterprises using microfinance is ₦16.8m, while for the non-users of microfinance is ₦5.9m. The mean profit of microfinance users is statistically different from the non-users. The result of the logit model specified for the determinant of access to microfinance showed that three of specified variables- educational status of the enterprise head, credit utilisation and volume of business investment are significant at P < 0.01. Enterprises with many years of experience, highly educated enterprise heads and high volume of business investment have more potential access to microfinance. The OLS regression model indicated that three parameters namely number of school years, the volume of business investment and (dummy) participation in microfinance were found to be significant at P < 0.05. These variables are therefore significant determinants of impacts of microfinance on profit level in the study area. The study, therefore, concludes and recommends that to improve the status of small and medium scale enterprises for an increase in profit, the full benefit of access to microfinance can be enhanced through investment in social infrastructure and human capital development. Also, concerted efforts should be made to encouraged non-users of microfinance among SMEs to use it in order to boost their profit. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=credit%20utilisation" title="credit utilisation">credit utilisation</a>, <a href="https://publications.waset.org/abstracts/search?q=logit%20model" title=" logit model"> logit model</a>, <a href="https://publications.waset.org/abstracts/search?q=microfinance" title=" microfinance"> microfinance</a>, <a href="https://publications.waset.org/abstracts/search?q=small%20and%20medium%20enterprises" title=" small and medium enterprises"> small and medium enterprises</a> </p> <a href="https://publications.waset.org/abstracts/86195/analysis-of-effect-of-microfinance-on-the-profit-level-of-small-and-medium-scale-enterprises-in-lagos-state-nigeria" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/86195.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">205</span> </span> </div> </div> <ul class="pagination"> <li class="page-item disabled"><span class="page-link">&lsaquo;</span></li> <li class="page-item active"><span class="page-link">1</span></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=government%20business%20enterprises&page=2">2</a></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=government%20business%20enterprises&page=3">3</a></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=government%20business%20enterprises&page=4">4</a></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=government%20business%20enterprises&page=5">5</a></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=government%20business%20enterprises&page=6">6</a></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=government%20business%20enterprises&page=7">7</a></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=government%20business%20enterprises&page=8">8</a></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=government%20business%20enterprises&page=9">9</a></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=government%20business%20enterprises&page=10">10</a></li> <li class="page-item disabled"><span class="page-link">...</span></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=government%20business%20enterprises&page=236">236</a></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=government%20business%20enterprises&page=237">237</a></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=government%20business%20enterprises&page=2" rel="next">&rsaquo;</a></li> </ul> </div> </main> <footer> <div id="infolinks" class="pt-3 pb-2"> <div class="container"> <div style="background-color:#f5f5f5;" class="p-3"> <div class="row"> <div class="col-md-2"> <ul class="list-unstyled"> About <li><a href="https://waset.org/page/support">About Us</a></li> <li><a href="https://waset.org/page/support#legal-information">Legal</a></li> <li><a target="_blank" rel="nofollow" href="https://publications.waset.org/static/files/WASET-16th-foundational-anniversary.pdf">WASET celebrates its 16th foundational anniversary</a></li> </ul> </div> <div class="col-md-2"> <ul class="list-unstyled"> Account <li><a href="https://waset.org/profile">My Account</a></li> </ul> </div> <div class="col-md-2"> <ul class="list-unstyled"> Explore <li><a href="https://waset.org/disciplines">Disciplines</a></li> <li><a href="https://waset.org/conferences">Conferences</a></li> <li><a href="https://waset.org/conference-programs">Conference Program</a></li> <li><a href="https://waset.org/committees">Committees</a></li> <li><a href="https://publications.waset.org">Publications</a></li> </ul> </div> <div class="col-md-2"> <ul class="list-unstyled"> Research <li><a href="https://publications.waset.org/abstracts">Abstracts</a></li> <li><a href="https://publications.waset.org">Periodicals</a></li> <li><a href="https://publications.waset.org/archive">Archive</a></li> </ul> </div> <div class="col-md-2"> <ul class="list-unstyled"> Open Science <li><a target="_blank" rel="nofollow" href="https://publications.waset.org/static/files/Open-Science-Philosophy.pdf">Open Science Philosophy</a></li> <li><a target="_blank" rel="nofollow" href="https://publications.waset.org/static/files/Open-Science-Award.pdf">Open Science Award</a></li> <li><a target="_blank" rel="nofollow" href="https://publications.waset.org/static/files/Open-Society-Open-Science-and-Open-Innovation.pdf">Open Innovation</a></li> <li><a target="_blank" rel="nofollow" href="https://publications.waset.org/static/files/Postdoctoral-Fellowship-Award.pdf">Postdoctoral Fellowship Award</a></li> <li><a target="_blank" rel="nofollow" href="https://publications.waset.org/static/files/Scholarly-Research-Review.pdf">Scholarly Research Review</a></li> </ul> </div> <div class="col-md-2"> <ul class="list-unstyled"> Support <li><a href="https://waset.org/page/support">Support</a></li> <li><a href="https://waset.org/profile/messages/create">Contact Us</a></li> <li><a href="https://waset.org/profile/messages/create">Report Abuse</a></li> </ul> </div> </div> </div> </div> </div> <div class="container text-center"> <hr style="margin-top:0;margin-bottom:.3rem;"> <a href="https://creativecommons.org/licenses/by/4.0/" target="_blank" class="text-muted small">Creative Commons Attribution 4.0 International License</a> <div id="copy" class="mt-2">© 2024 World Academy of Science, Engineering and Technology</div> </div> </footer> <a href="javascript:" id="return-to-top"><i class="fas fa-arrow-up"></i></a> <div class="modal" id="modal-template"> <div class="modal-dialog"> <div class="modal-content"> <div class="row m-0 mt-1"> <div class="col-md-12"> <button type="button" class="close" data-dismiss="modal" aria-label="Close"><span aria-hidden="true">×</span></button> </div> </div> <div class="modal-body"></div> </div> </div> </div> <script src="https://cdn.waset.org/static/plugins/jquery-3.3.1.min.js"></script> <script src="https://cdn.waset.org/static/plugins/bootstrap-4.2.1/js/bootstrap.bundle.min.js"></script> <script src="https://cdn.waset.org/static/js/site.js?v=150220211556"></script> <script> jQuery(document).ready(function() { /*jQuery.get("https://publications.waset.org/xhr/user-menu", function (response) { jQuery('#mainNavMenu').append(response); });*/ jQuery.get({ url: "https://publications.waset.org/xhr/user-menu", cache: false }).then(function(response){ jQuery('#mainNavMenu').append(response); }); }); </script> </body> </html>