Embedded Entrepreneurship: Market, Culture, and Micro-Business in Insular Southeast Asia

Bråten, Eldar

doi:10.1163/9789004255296

Cited by 9 publications

(6 citation statements)

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“…Hospitality and tourism organizations need to consider market orientation and innovation to maintain a competitive advantage and growth in this highly competitive environment (Law and Jogaratnam, 2005). Innovation, competition orientation and cross-departmental coordination have positive impacts on organization initiative and competitive advantage (Bråten, 2013;Faché, 2000;Johns and Teare, 1995). Given the dynamic, international trends in the tourism and hospitality industry, there is a need to consider the external operating environment.…”

Section: Managerial Implicationsmentioning

confidence: 99%

Night markets: entrepreneurship and achieving competitive advantage

Liu

Fang

2016

IJCHM

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Purpose This paper aims to propose a new model and examine how night market entrepreneurs have achieved a competitive advantage in strongly competitive markets. Design/methodology/approach Two statistics methods, multiple regression analysis and structural equation models (SEM), were used to test the hypotheses for a sample of 346 vendor cases. Findings The results indicate that competitive aggressiveness and being proactive are positively related to risk-taking among night market vendors, which, in turn, has a positive effect on innovativeness. Further, the findings also indicate that risk-taking positively influences innovativeness and, in a mediating role, also affects competitive advantages through innovativeness. Practical implications Results of this study suggest that if night market entrepreneurs demonstrate innovativeness, positively develop new products and new services and attract customers to buy them, then they will have unique and attractiveness in the night markets, thus giving themselves relative competitive advantage. Originality/value This research is the first comprehensive examination of entrepreneurship among night market entrepreneurs to study the competitive advantages of different facets, which may provide a benchmark for future studies.

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Section: Managerial Implicationsmentioning

confidence: 99%

Night markets: entrepreneurship and achieving competitive advantage

Liu

Fang

2016

IJCHM

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“…The empirical analysis of local entrepreneurial activities in the oil and gas industry showed that economic actions are embedded (Granovetter 1985; Aoyama et al . 2011; Bråten 2013) in social, cultural, religious and political contexts. For example, as a Christian, Akua's contact person with the IOC feels a moral obligation to help those who need it, and not the least his pastor's wife.…”

Section: Discussionmentioning

confidence: 99%

“…Economic actions are socially, culturally and politically embedded (Granovetter 2005). According to Bråten (2013: 7), ‘prevalent economic forms are not born by market rationalities and efficiencies, but are the results of complex socially embedded production of meaning’. People's activities are intricately made of the meanings they incorporate in their lives (Schudson 1989).…”

Section: The Context For Entrepreneurship In Ghanamentioning

confidence: 99%

“…These cultural meanings are fundamental to the formation of social relations and economic activities (Bråten 2013). As Overå (2006) observed, to participate in Ghana's market system, a trader needs to take into consideration several moral, social and cultural concerns and cannot operate with a simple individualistic logic.…”

Section: The Context For Entrepreneurship In Ghanamentioning

confidence: 99%

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Networks, trust and capital mobilisation: challenges of embedded local entrepreneurial strategies in Ghana's oil and gas industry

Ablo

Overå

2015

J. Mod. Afr. Stud.

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In December 2010 Ghana pumped its first oil and a local content law was passed in 2013 to promote local participation in the oil and gas industry. This paper examines Ghanaian entrepreneurial activities and the dynamics of local participation in the emerging oil and gas sector. We explore Ghanaian entrepreneurs' strategies of mobilising networks to acquire information, build trust, raise financial capital and reduce risk with the aim to gain entry, win contracts and participate in the oil and gas industry. We argue that the resources and strategies activated by entrepreneurs embedded in the context of the Ghanaian business environment are inadequate and problematic when deployed in the context of the international oil and gas industry. The international oil companies' cost-intensive standard requirements and state officials' informal interventions further limit local firms' prospects for participation in the oil and gas industry.

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“…Untuk mencapai hal tersebut, maka diperlukan model dan cara yang baik dalam pengelolaan Lembaga wakaf. Penelitian yang dilakukan oleh (Cizakca, 1998), (Belemqeddem, 1999), , (Taher dan Hamid, 2006), (Braten, 2013), (Nurkhalidah dkk, 2014), dan (Orbai, 2016) menunjukkan bahwa wakaf merupakan suatu yang dikelola sesuai dengan kerangka kerja yang baik dan terpola, di dalam pelaksanaannya tidak hanya dibutuhkan dalam jangka waktu pendek, akan tetapi merupakan jangka panjang yang harus dipertimbangkan. Oleh karenanya perlu perumusahan yang baik dalam tata Kelola wakaf.…”

Section: Pendahuluanunclassified

Studi Literatur Model Penerapan Wakaf Pada Organisasi Pengelola Wakaf Di Indonesia

Zainur¹,

Soemitra

2022

JIEI

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Wakaf yang dilaksanakan diorganisasi memilki peranan penting dalam suatu negara, untuk memobilisasi dan mendistribusikan dana public, untuk mendapatkan suatu hasil yang baik maka harus dikelola dengan baik dan model yang bervariasi dalam berbagai macam jenis wakaf yang ada diindonesia.Tujuan dari penelitian ini adalah untuk mengetahui model yang telah dilaksnakan oleh lembaga pengelola wakaf di Indonesia dan mengetahui akan kelebihan dan kekurangan model yang sudah dilaksanakan. Lembaga pengelola wakaf yang ada di Indonesia memiliki bermacam-macam model yang dapat diterapkan dengan melihat kondisi, peluang, konsumen dan program yang ditawarkan dalam organisasi tersebut, salah satu model baruan yang dapat dikembangkan di lembaga pengelola wakaf yang ada di Indonesia adalah bisnis model canvas. Metodelogi yang digunakan dalam penelitian ini adalah dengan literature review dengan menggunakan content analysis.

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Embedded Entrepreneurship: Market, Culture, and Micro-Business in Insular Southeast Asia

Cited by 9 publications

References 0 publications

Night markets: entrepreneurship and achieving competitive advantage

Night markets: entrepreneurship and achieving competitive advantage

Networks, trust and capital mobilisation: challenges of embedded local entrepreneurial strategies in Ghana's oil and gas industry

Studi Literatur Model Penerapan Wakaf Pada Organisasi Pengelola Wakaf Di Indonesia

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