Purpose This paper aims to examine the role of the inter-organizational learning contributing in transforming the green entrepreneurial orientation and market orientation to the improvement of sustainable competitive advantages. Design/methodology/approach The structural equation model was established to explain the complex relationship between green entrepreneurial orientation, market orientation and sustainable competitive advantage. To test the hypothesis, this study used partial least square with data from a survey of 280 firms. Findings There is a strong tendency that the inter-organizational learning plays a pivotal role as an intervening variable that operates by receiving the input from green entrepreneurial orientation and market orientation, which plays as the exogenous construct. Hence, the greater inter-organizational learning leads the firms to achieve the greater sustainable competitive advantage. Originality/value This study extends the discussion on how organization should contribute to the well-being of the economic, social and environmental system by investigating the role of inter-organizational learning in achieving the sustainable competitive advantage.

SMEs are the backbone of the Indonesian economy, but SMEs access to technology and training is still very limited, whereas technology, readiness, and entrepreneurial self efficacy of SMEs actors are a supporting factor in facing increasingly intense competition in this globalization era. The purposes of this research are (1) To discuss the readiness of SMEs in the Village of Wedi Village Kapas Sub District Bojonegoro District in conducting e-business; (2) To know and discuss about the self efficacy of SMEs actors of snake-fruit processed products in doing e-business; (3) Linking to the theoretical review and initiating for modeling on how SMEs should perform beverage products in conducting e-business in accordance with the readiness and entrepreneurial self efficacy of SMEs actors of snake-fruit processed products in doing ebusiness. This research is a qualitative research through in-depth interviews, and triangulation on the results of in-depth interviews with the Local Government Official Services related offices in Bojonegoro District and village leaders, especially those directly related to the perpetrators SMEs processed snake-fruit products in the Wedi Village Kapas Sub District, Bojonegoro District. The results of this study found the readiness and entrepreneurial selfefficacy of the actors of SMEs processed snake-fruit products in doing business online business, and put forward the proposed model of how should the perpetrators of SMEs processed products in order to run e-business in accordance with the readiness and entrepreneurial self-efficacy SMEs actors processed snake-fruit products in Wedi Village Kapas Sub District Bojonegoro District in doing e-business.

This which was related to social capital in collaboration for the development of an industrial cluster, in which the concept of agropolitan area development inclines on a micro and local scale. The type of research used was qualitative research. The results of the current study were (1) Agropolitan Area Development Model which is inclined on micro and local scale, which is suitable with the social condition and local potency is empowering people to utilize its potential to increase value; (2) The spirit of entrepreneurship is a social capital to support the people for growing into Agribusiness of Kampung Salak through three things, namely salak agribusiness that has been improved in quality, utilization of living environment and daily, and growth of small micro enterprise (SMEs) in the field of processed salak products and salak agro-tourism support system; (3) Tiered Entrepreneurship Training shall increase the competence of business actors in Kampung Salak in accordance with the level of business owned.

This design aims to conduct a job analysis and designing a performance appraisal system for Management Consultant Office "D". The constructionism approach used in this design that presents a structured and systematic analysis by describing the steps of designing a performance appraisal system through data collection methods: interviews, direct observation and document analysis. A summary of the findings shows that the Management Consultant Office "D" has never done a job analysis for each level of position in the organization and don’t have a performance appraisal system. Therefore, a job analysis is performed for each level of position and neatly formatted in the job analysis table. The results of this design are in the form of job analysis, determination of the performance appraisal dimensions and their weighting which are made into the format of the performance appraisal form along with the procedures and the procedures for carrying out the performance appraisal.

This study aims to analyze (1) the pentahelix network collaboration strategy carried out by Sinona Indonesia in the new normal era; (2) the role of the collaboration strategy in the pentahelix network in maintaining the financial and operational sustainability of Sinona Indonesia in the new normal era; and (3) the pre-conditions needed to develop the pentahelix network collaboration strategy carried out by Sinona Indonesia in the new normal era. The research method used was a phenomenological qualitative method. Qualitative data were obtained using in-depth interviews with the owners and employees of the Sinona Indonesia company, complemented by the triangulation method with the pentahelix carried out by Sinona Indonesia. The results show that (1) the pentahelix network collaboration strategy used by Sinona Indonesia in the new normal era can increase Sinona Indonesia’s capabilities, especially in synergizing in increasing capabilities, especially in overcoming the crisis period towards the new normal era; (2) the strategic role of collaboration in the pentahelix network strengthens Sinona Indonesia in the four management pillars to be able to maintain Sinona Indonesia’s financial and operational sustainability in the new normal era; (3) The pentahelix network collaboration strategy used by Sinona Indonesia in the new normal era requires preconditions in the form of trust and willingness to share in the network in order to achieve a synergy.