Pursuing Innovation in Micro Business. Is It Possible?

Bachtiar, Nia Kurniati

doi:10.2991/assehr.k.200529.184

Cited by 7 publications

(9 citation statements)

References 14 publications

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“…This is in line with findings from a survey of suppliers to the UK public sector that found that smaller enterprises have more difficulties with procurement processes that are an important driver of innovation [15]. Moreover, a qualitative study of micro business owners at an Indonesian university that focused on barriers to innovation found that they often lack the necessary human resources and capital [16]. Next, a Slovakian survey highlighted the lack of marketing departments among micro-enterprises [17] and a survey of small and micro-enterprises in Austria and Germany found them to be disadvantaged compared to large enterprises due to their limited financial and other resources and lack of knowledge; however, it emphasized their potential, because of strong customer-orientation and openness to new ideas [18].…”

Section: Business Strategysupporting

confidence: 84%

“…Because of their limited resources [16,18], we propose H5: micro-enterprises are more likely than SMEs to have had innovation activities that did not result in product or process innovations because the activities were abandoned or suspended before competition (H5a) or were still ongoing (H5b).…”

Section: Innovation Activitiesmentioning

confidence: 99%

“…Similarly, because they usually do not have their own research and development and marketing departments [11,17] and have less resources [16,18], H6 is proposed: compared to SMEs, micro-enterprises have fewer in-house research and development innovation activities (H6a), more external research and development (H6b), less acquisition of machinery, equipment, software and buildings (H6c), more acquisition of existing knowledge from other enterprises or organisations (H6d), more training for innovative activities (H6e), less market introduction of innovations (H6f) and fewer innovation activities in design (H6g).…”

Section: Innovation Activitiesmentioning

confidence: 99%

“…Similarly, a study on small food manufacturers in six European regions found that their workforce usually lacks internal expertise, and their innovation activities depend on collaboration with research institutes [28]. The importance of having a collaborative innovation strategy was also stressed in a qualitative study of student micro owners at an Indonesian university [16]. Enterprises that do not have the capacity to innovate by themselves can benefit from using living labs, as indicated from the results of a Swedish survey [33].…”

Section: Co-operation With Other Enterprises or Organisationsmentioning

confidence: 99%

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Underrated Innovativeness of Micro-Enterprises Compared to Small to Medium Enterprises in the Slovenian Forest-Wood Sector

Slavec¹

2022

Sustainability

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Although micro-enterprises represent most of the enterprises across different sectors, they are excluded from official statistics on innovation activities. What we know about micro-enterprises is based on smaller quantitative and qualitative studies that are country- and sector-specific. To understand the innovation activities of Slovenian enterprises in the forest-wood sector, we conducted our own quantitative study in 2019 based on the Eurostat’s Community Innovation Survey (CIS) questionnaire. Based on responses from 294 enterprises, we compare how micro-enterprises and small to medium enterprises (SMEs) differ in innovation strategies, product, and process innovations, co-operation with other organisations, innovation activities, and innovations with environmental benefits. The results indicate that, in some respects, enterprises with two to nine employees are at least as innovative as small to medium enterprises, or even more so. We argue that innovation surveys should lower the employee count threshold to attain better representative insight into the innovation landscape.

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Section: Business Strategysupporting

confidence: 84%

Section: Innovation Activitiesmentioning

confidence: 99%

Section: Innovation Activitiesmentioning

confidence: 99%

Section: Co-operation With Other Enterprises or Organisationsmentioning

confidence: 99%

See 2 more Smart Citations

Underrated Innovativeness of Micro-Enterprises Compared to Small to Medium Enterprises in the Slovenian Forest-Wood Sector

Slavec¹

2022

Sustainability

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“…Roper and Hewitt-Dundas [18] investigated Schumpeter's creative destruction to find out market-based and supplier-based collaborative that successfully pursue innovation to these newto-market businesses. Bachtiar [2] stated that pursuing innovation in micro business is possible as long as business owners implement two innovation approaches such as: inclusive and collaborative innovation. However, previous research does not discuss the basic questions faced by all micro businesses' owners.…”

Section: Introductionmentioning

confidence: 99%

Digitalisation is (not) strategy for Micro Business Stability: TAM Extended Model

Bachtiar¹,

Waharini²,

Jabar³

2021

Proceedings of the 2nd Borobudur International Symposium on Humanities and Social Sciences, BIS-HSS 2020, 18 November 2020, Mag

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The 4.0 era is a time where businesses have less-barriers and are interconnected in real time by which innovation is necessary and the internet is an imperative tool to survive. Digital businesses as a result of innovation grow rapidly. The number of customers that trade digitally shows a drastic increase and businesses are forced to adopt new technologies in their business. The research aims are threefold; 1. to discuss what substantial variables affect adopter characteristics, 2. to elicit technical reasons that avoid the technology and innovation adoption, and 3. to uncover resistance reasons in adaptation innovation in micro businesses. Furthermore, this research was conducted to test TAM extended model by interviewing 1000 mobile street vendors in Magelang, Temanggung, Wonosobo, Purworejo, Salaman and Sawangan. After conducting a mixed-method analysis, this research has not only discovered the main variables affecting adopters' characteristics; additionally, this research has discovered an in depth understanding behind the reason why digitization is not a strategy for micro business stability and survival.

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Developing entrepreneurial resilience from uncertainty as usual: a learning theory approach on readiness, response and opportunity

Kromidha,

Bachtiar

2024

IJEBR

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PurposeThis study explores resilience learning from uncertainty, taking a holistic view by considering individual, firm and contextual factors. Resilience development is understood by focusing on how uncertainty is related to entrepreneurs and their environment, suggesting that developing resilience needs to be a continuous learning process.Design/methodology/approachThis qualitative study explores factors related to entrepreneurial uncertainty, resilience and learning. Evidence is drawn from interviews with rural entrepreneurs in two regions of Indonesia, and analyzed using a rigorous approach to generate codes, second-order themes and aggregate dimensions for the theoretical contributions.FindingsUncertainty readiness, uncertainty response and uncertainty opportunity for resilience emerge as the key learning areas from this study. They are related to resilience on a personal, community and systemic level. The proposed framework relates learning from uncertainty to the process of developing resilience for entrepreneurs and their communities.Originality/valueThis study proposes a framework based on resilience motivation and learning from uncertainty as usual. It explores the relationships between uncertainty readiness, responses and opportunities with personal, relational and systemic resilience factors. This contributes to entrepreneurship behavior research at the intersection of organization studies and management in the socio-economic and often informal context of developing countries.

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Pursuing Innovation in Micro Business. Is It Possible?

Cited by 7 publications

References 14 publications

Underrated Innovativeness of Micro-Enterprises Compared to Small to Medium Enterprises in the Slovenian Forest-Wood Sector

Underrated Innovativeness of Micro-Enterprises Compared to Small to Medium Enterprises in the Slovenian Forest-Wood Sector

Digitalisation is (not) strategy for Micro Business Stability: TAM Extended Model

Developing entrepreneurial resilience from uncertainty as usual: a learning theory approach on readiness, response and opportunity

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