Developing a circular economy: An examination of SME’s role in India

Nand, Alka; Goyal, Preeti; Bhattacharya, Ananya

doi:10.1016/j.jbusres.2021.12.072

Cited by 52 publications

(42 citation statements)

References 46 publications

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“…These management systems can be used to address either single or multiple areas, such as quality management system; environment management system; or health and safety management system. Complexity for SMEs is manifest in the plurality of accrediting associations [ 74 ], where approximately 43% of the respondents reported that they are not accredited because of the difficulties in finding the right standard to meet their needs [ 63 , 74 ]. The remaining 57% have various certifications, which include, but are not limited to, ISO9001, ISO14001, ISO18001, OHSAS18001 and SA8000.…”

Section: Methodsmentioning

confidence: 99%

“…They also recognize the importance of implementing sustainable measures that will help them withstand economic shocks and improve resilience in the post-COVID world. Despite this recognition of CE’s importance as a survival tool, many of Australia’s SMEs are still struggling [ 3 , 63 ]. It is therefore both timely and important to explore and understand the actual enablers and barriers to CE adoption by SMEs in Australia, so as to recognize how CE practice might be used to inform SME viability.…”

Section: Theoretical Backgroundmentioning

confidence: 99%

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Exploratory Survey of Australian SMEs: an Investigation into the Barriers and Opportunities Associated with Circular Economy

et al. 2022

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Small- and medium-sized enterprises (SMEs) account for 97.4% of all businesses in Australia and, contribute, by revenue, 32% to the country’s economy. In the last decade, Australian SMEs have become increasingly aware of the importance of sustainability and need to shift away from a linear to circular economy (CE). Since 2019, there has been considerable growth on CE adoption research in SMEs, but empirical research examining Australian SMEs has yet to be undertaken. This study has used a survey and aims to understand the enablers and barriers of CE adoption in Australian SMEs. The research addresses three specific research questions — What are the barriers that impact CE adoption in Australian SMEs? ; What enablers facilitate CE adoption in Australian SMEs? ; and What is the effect of industry type, geographic location and job roles on enablers and barriers identification for CE adoption in Australian SMEs? Based on 352 responses from the survey of Australian SMEs, the paper identifies and analyses the enablers and barriers that these organizations face as they transition towards circular economy. The impact that location, industry sector and the role respondents undertake within the organization provides some interesting insights into how Australian SMEs are managing the process of adoption of CE. The research demonstrates that there is an overwhelming need for the development of consistent, sectoral, industry and location-specific policies by the federal and state governments to support internal policy development and the acquisition of new technologies in order to stimulate Australian SME CE adoption. In addition, Australian SMEs need to have a better understanding of how budgetary constraints, the lack of customer awareness and an absence of clearly defined business process impact CE adoption.

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Section: Methodsmentioning

confidence: 99%

Section: Theoretical Backgroundmentioning

confidence: 99%

Exploratory Survey of Australian SMEs: an Investigation into the Barriers and Opportunities Associated with Circular Economy

et al. 2022

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“…The term informal sector was first coined by Keith Hart (1971) by describing the informal sector as part of the urban workforce outside the organized labor market (Sohal et al, 2022). What Hart describes is insufficient in understanding the informal sector's true meaning.…”

Section: Introductionmentioning

confidence: 99%

“…To survive, migrants who live in cities carry out everyday activities (both legal and illegal) as a source of their livelihood. This is done with consideration rather than being unemployed who have no income or have low and non-permanent income (Sohal et al, 2022;Tikkanen, 2002;Xu et al, 2022).…”

Section: Introductionmentioning

confidence: 99%

Business Strategy Approach to Informal Small Businesses in Increasing Productivity and Competitiveness

Mansur

Djaelani

2022

GRMAPB

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The aim of this study is to analyze (1) performance on production capabilities, (2) Market orientation on performance, (3) innovative performance, (4) Performance on work productivity, (5) Production capacity on competitiveness, (6) Market orientation on competitiveness (7) Innovative on competitiveness (8) Work productivity on competitiveness (9) Performance on competitiveness. The research used primary data by surveying as many as 187 Informal small business respondents in Surabaya city as samples. Research data were analyzed using Structural Equation Modeling (SEM). The results of this study states: (1) Production capacity significantly on performance, (2) Market orientation was not significantly on performance, (3) Innovative have significant effect on performance, (4) work productivity have a significant effect on performance (5) production capacity of influential have significant effect on competitiveness, (6) Market orientation have a significant effect on competitiveness, (7) Innovative have a significant effect on competitiveness (8) Work productivity have significant effect on competitiveness (9) Performance have a significant effect on competitiveness (10) Production capabilities have a significant effect on competitiveness through Performance, (11) Market orientation do not have effect on competitiveness through performance, (12) Innovative have a significant effect on competitiveness through performance, (13) Work productivity have a significant effect on competitiveness through performance.

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“…MSMEs are also the forerunner of the growth of large businesses. One thing to remember in developing MSMEs is that this step is not solely a step that must be taken by the Government and is only the responsibility of the Government (Sohal et al, 2022). The MSMEs themselves as the party being developed, can take steps together with the Government.…”

Section: Introductionmentioning

confidence: 99%

Digital Bookkeeping Training Using Applications for Business Micro, Small and Medium Enterprises (SME) Tellu Silo Aldian Jaya

Saffanah¹,

Alkam²

2022

GRCSD

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Tellu Silo Aldian Jaya to start its business in 2019 as a micro business engaged in processing local food sources into packaged food and beverage products. The first products produced were a drink made from red ginger, coffee and lemon grass named Jahe's Kopi and a drink made from milk and ginger named Jahe's Susu. The rapid development of Tello Silo Aldian Jaya SMEs is in line with the prospects for SMEs in Indonesia which continue to increase every year. This community partnership program is directed at helping good financial management so that it has a positive impact on the business continuity of the Tellu Silo MSME business. The benefits that are expected to be obtained by partners after participating in this service program are that the target community has an understanding regarding the urgency and basic concepts of bookkeeping and accounting. Digital bookkeeping by utilizing the La Mikro application is an output product of this program which is expected to be able to overcome the problem of the lack of competent human resources in the fields of finance and accounting at Tellu Silo Aldian Jaya.

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Developing a circular economy: An examination of SME’s role in India

Cited by 52 publications

References 46 publications

Exploratory Survey of Australian SMEs: an Investigation into the Barriers and Opportunities Associated with Circular Economy

Exploratory Survey of Australian SMEs: an Investigation into the Barriers and Opportunities Associated with Circular Economy

Business Strategy Approach to Informal Small Businesses in Increasing Productivity and Competitiveness

Digital Bookkeeping Training Using Applications for Business Micro, Small and Medium Enterprises (SME) Tellu Silo Aldian Jaya

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