DOI: DOI: 10.37421/2169-026X.2022.11.364
Myriad studies have examined the role of Small and Medium Enterprises’ (SME’s) resilience as a driving force of a country’s economic ecosystem in times of crises. However, what most of these studies neglected was the role of SME’s in reviving economies in underdeveloped countries like Lebanon. The main aim of this study is to postulate the drivers behind the Lebanese entrepreneurial paths of resilience in times of crises. A quantitative research methodology is adopted to explore whether adaptive or absorptive paths of resilience are important for entrepreneurs to pursue. The study showcases the significance of absorptive and adaptive resilience paths along with factors such as adaptability, robustness, redundancy, resourcefulness flexibility and agility. Similarly, variables like the number of employees in firms, payment of salaries, extra fees paid, governmental taxes, and organizational time and source of response are impactful in the context of entrepreneurship resilience in Lebanon in times of crises.
DOI: 10.37421/2169-026X.2022.11.365
Natural resource economics deals with the supply, demand, and allocation of the earth's natural resources. One main objective of natural resource economics is to better understand the role of natural resources in the economy in order to develop more sustainable methods of managing those resources to ensure their availability for future generations. Resource economists study interactions between economic and natural systems, with the goal of developing a sustainable and efficient economy. Market equilibrium in this case is a condition where a market price is established through competition such that the amount of goods or services sought by buyers is equal to the amount of goods or services produced by sellers. Economic equilibrium is the combination of economic variables (usually price and quantity) toward which normal economic processes, such as supply and demand, drive the economy. The term economic equilibrium can also be applied to any number of variables such as interest rates or aggregate consumption spending. SWOT analysis identifies internal and external factors that are prioritized by experts in the distribution natural resources for equilibrium economic domain through an analytical hierarchy process. The prioritized SWOT factors are used in the formulation of strategies using the TOWS matrix. The results of the study indicate that a no natural capital is the world's stock of natural resources. Some natural capital assets provide people with free goods and services, often called ecosystem services strategy and an isolation strategy that effectively regulates international trade in goods and services to equilibrium global economic is the best strategy.
DOI: 10.37421/2169-026X.2023.12.410
Organisations need to know how many people and what sort of people they should have to meet the present and future business requirements. This is the function of human resource planning or workforce planning as it is sometimes called, especially in the public sector. Planning for human resources has experienced a chequered history. In the 1960’s and 1970’s it was heralded as a critical tool for business success, as planning to get the right people in the right place at the right time was seen as essential to achieving rapid growth. In the 1980’s and 1990’s planning was viewed as a suitable tool for managing downsizing and redundancies. On the other hand it has been argued that planning is no longer meaningful in an era of rapid discontinuous change where it has been recognized that strategies emerge rather than being precisely planned in advance.
DOI: 10.37421/2169-026X.2023.12.411
This study, which is conceptually based on the resource-based view of the company, asks human resource experts in small, medium and big firms about the influence of training on various aspects of the organisation's competitiveness. According to the results of an online poll of 111 human resource professionals, the majority of participants rate the influence of training on several metrics of their companies competitiveness as moderate, high or very high. Based on their interactions with colleagues and the management team, the human resource professionals polled assess the influence of training on several aspects of their firms competitiveness.
Zhe Krva*
Katna Xing*
Ray Boldyga
Traditional bank loans have long been a primary source of funding for startups, but in today’s dynamic entrepreneurial landscape, alternative strategies are gaining prominence. This paper explores innovative funding methods beyond traditional banking institutions that cater specifically to startup ventures. Firstly, the rise of Venture Capital (VC) and angel investing is examined, highlighting their pivotal role in providing not just capital but also strategic guidance and industry connections. Secondly, crowdfunding platforms have democratized access to funding by enabling entrepreneurs to pitch their ideas directly to a global audience, bypassing traditional gatekeepers. Moreover, strategic partnerships with corporations and incubators are explored as avenues for startups to secure funding, mentorship, and market access in exchange for innovative solutions and fresh perspectives. Additionally, government grants and subsidies are discussed as crucial financial support mechanisms, particularly for startups engaged in research, development, and innovation.
Daniel Frost
In the dynamic landscape of entrepreneurial ventures, sustaining innovation amid uncertainty is paramount for long-term success. This paper explores strategies that entrepreneurs can employ to navigate and thrive in uncertain environments. Drawing on a synthesis of contemporary literature and case studies, the research identifies key tactics that foster innovation resilience. Firstly, proactive sensing and adaptation emerge as critical capabilities for entrepreneurs to anticipate and respond to changes in their operating environments. By continuously scanning for signals of market shifts, technological advancements, and regulatory changes, entrepreneurs can proactively adjust their strategies and offerings. Secondly, fostering a culture of experimentation and learning is essential. Embracing failure as a stepping stone to success encourages iterative refinement and the discovery of novel solutions. Moreover, strategic agility plays a pivotal role in enabling entrepreneurs to pivot swiftly in response to unforeseen challenges or opportunities.
Ben Wilson
In today's fast-paced and interconnected world, effective decision-making stands as a critical competency for leaders navigating complexity and uncertainty. This paper explores the multifaceted nature of decision-making, integrating both the art and science behind making informed and impactful choices in organizational contexts. The study begins by examining the cognitive processes and psychological biases that influence decision outcomes. It discusses how leaders can recognize and mitigate cognitive biases, leverage decision-making heuristics, and promote rational thinking to enhance the quality of their decisions. Furthermore, the paper explores the role of data-driven decision-making in leveraging information and analytics to inform strategic choices. It addresses the importance of collecting, analyzing, and interpreting data to support evidence-based decision-making, emphasizing the integration of technology and analytical tools in enhancing decision-making effectiveness. Strategic decision-making frameworks are also investigated, including methodologies such as scenario planning, risk assessment, and decision trees. These frameworks provide leaders with structured approaches to evaluate alternatives, assess risks, and optimize outcomes amidst complexity and uncertainty. Ethical considerations in decision-making are critically examined, highlighting the importance of integrity, transparency, and accountability in leadership decisions. The study emphasizes the role of ethical frameworks and stakeholder engagement in ensuring decisions align with organizational values and contribute to sustainable success.
Mark Wood
Human Resource Management (HRM) in the digital age presents unique challenges and opportunities for organizations striving to optimize their workforce capabilities. This paper explores strategies aimed at enhancing HRM effectiveness amidst the evolving technological landscape and changing workforce dynamics. Drawing on contemporary research and practical insights, the study identifies key principles and practices that organizations can adopt to leverage digital technologies and foster a high-performing workforce. Firstly, the paper examines the impact of digital transformation on HRM practices, including recruitment, talent management, and employee engagement. It discusses how technologies such as artificial intelligence (AI), big data analytics, and digital platforms are revolutionizing traditional HR processes, enabling more efficient decisionmaking and personalized employee experiences. Secondly, the study explores the importance of adapting HR strategies to attract, develop, and retain talent in a digital era. It addresses the shift towards flexible work arrangements, remote work capabilities, and the gig economy, emphasizing the need for agile HR policies that accommodate diverse workforce preferences and skills. Furthermore, the paper highlights the role of HR analytics in leveraging data-driven insights to inform strategic workforce planning and decisionmaking. It discusses the integration of predictive analytics, workforce segmentation, and performance metrics to optimize resource allocation, improve employee productivity, and align HR initiatives with organizational goals. Moreover, effective leadership in HRM is examined within the context of digital transformation. The study emphasizes the role of HR leaders in driving cultural change, promoting digital literacy among employees, and fostering a culture of continuous learning and innovation. By embracing digital technologies and leveraging them strategically, organizations can enhance HRM effectiveness, empower their workforce, and achieve sustainable growth in the digital age
John Franski
James Rudd
John Doe
Emily Johnson
Emily Andrews
Alfred Wilson
Entrepreneurship & Organization Management received 1115 citations as per Google Scholar report
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