State of entrepreneurship and globalisation in Pakistan

Fayyaz, Anjum; Mian, Sarfraz A.; Khan, Jamshed H.

doi:10.1504/ijbg.2009.023499

Cited by 16 publications

(15 citation statements)

References 4 publications

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“…Pakistan does not rank highly among the world's knowledge intensive nations (e.g., Sweden, Finland) (Bontis, 2004). Miller and Wurzburg (1995) and (Fayyaz et al, 2009;Memon et al, 2010). Ahmed et al, (2010) argued that in Pakistan, SMEs were struggling to find well trained and skilled employees to run their businesses.…”

Section: Discussionmentioning

confidence: 98%

“…It has a population of more than 160 million of which 96% are Muslim and 4% are made up of Christians, Hindus, Sikhs and Buddhists. Pakistan is a multiethnic and multicultural state located in the Indo-Pak sub-continent and it covers an area of nearly 800,000 square kilometers, consisting of 4 provinces, Punjab, Sind, Khyber Pakhtun Khwa and Baluchistan (Mullick, 2001;Fayyaz et al, 2009;Statistic Bureau of Pakistan, 2009). …”

Section: Introductionmentioning

confidence: 99%

“…Four dimensions of organizational performance were addressed: financial perspective, customer perspective, internal business process perspective and learning and growth perspective(Kaplan & Norton, 1992;Ismail, 2005; Tovstiga & Tulugurora, 2007).SamplingKureshi et al, (2010) andFayyaz et al, (2009) reported that in Pakistan there is no complete list of SMEs or any publication that contains a complete record of the manufacturing sector of SMEs. Therefore, a directory of SMEs was created using the Pakistan Electric Fans Manufacturers Association (PEFMA, 2009) and the Gujranwala Chamber of Commerce and Industry (GCC, 2010).…”

mentioning

confidence: 99%

See 2 more Smart Citations

Intellectual capital in small and medium enterprises in Pakistan

Khalique

Bontis

Shaari

et al. 2015

Journal of Intellectual Capital

210

208

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Purpose -The purpose of this paper is to evaluate the links between intellectual capital sub-components and organizational performance in small and medium enterprises (SMEs) operating in the electrical and electronics manufacturing sector in Pakistan. Design/methodology/approach -Data were collected through structured questionnaires from a sample of 247 respondents from Pakistani SMEs in Gujranwala and Gujarat. Several tests were used to examine the reliability and validity of the research instrument. Finally, multiple regression analysis was used to test the proposed research hypotheses. Findings -The findings of this study demonstrate that the overall regression model of intellectual capital shows goodness of fit while one component of intellectual capital -namely human capital -appeared insignificant. Subsequently, six out of seven research hypotheses was accepted. Practical implications -This study will provide a valuable framework for entrepreneurs, executives, managers and policy makers in managing intellectual capital within the Pakistani context. Originality/value -To the best knowledge of the authors, this is the first empirical study that has been conducted on SMEs operating in the electrical and electronics manufacturing sector in Pakistan.

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Section: Discussionmentioning

confidence: 98%

Section: Introductionmentioning

confidence: 99%

mentioning

confidence: 99%

See 1 more Smart Citation

Intellectual capital in small and medium enterprises in Pakistan

Khalique

Bontis

Shaari

et al. 2015

Journal of Intellectual Capital

210

208

View full text Add to dashboard Cite

show abstract

“…The role of government in entrepreneurial ecosystem development was investigated by World Economic Forum (2014) in which it was found that government's role is playing very little part in entrepreneurial development of the country. Fayyaz, et al, (2009) contend that entrepreneurship development in Pakistan seriously underperformed due to lack of proper government policy, legislation and regulation. Through a research World Bank identified main issues that hampered entrepreneurship in Pakistan including cost of financing, lack of tax incentives for entrepreneurship, and corruption of concerned bodies (MS Mubarik, N Naghavi, MF Mubarak, 2019).…”

Section: Role Of Government To Develop Entrepreneurship Ecosystemmentioning

confidence: 99%

Nurturing Entrepreneurship Ecosystem in a Developing Economy: Myths and Realities

Mubarak

Yusoff²,

Mubarik³

et al. 2019

JTMB

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Entrepreneurship is considered as a panacea for economic infirmities. Development and prosperity can be fostered, upon the organized availability of the required resources, ambidextrously. Entrepreneurship ecosystem is an appropriate approach where a systematic and conducive atmosphere for business activities is paved by providing support and services in the area of business policy, financing, human capital availability, infrastructure accessibility, entrepreneurial culture orientation and internationalization of indigenous products. However, despite having numerous entrepreneurship reinforce institutions, the entrepreneurship ecosystem of many developing countries is still sluggish, Pakistan is prominent among those. To improve entrepreneurship ecosystem, experts have endorsed the role of state 'pivotal'. In this study, the entrepreneurship ecosystem of Pakistan is explored by focusing the role of government along other dimensions. For the purpose of this examination, an inductive approach was adopted in which twelve open ended interviews were conducted from policy makers, entrepreneurs, entrepreneurship professors and trade associations across the country. After thematic analysis, entrepreneurial ecosystem was found stagnant, where the role of government revealed as ambivalent, yet unfriendly and deficient. In order to develop entrepreneurship, a specific national policy for entrepreneurship should be enacted on priority and then 'one size fit approach' must be relinquished.

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“…The organizational structures within the research referring to these factors and concerning change management, can be very important [27]; all the way to the regional management of change with respect to the industry clusters of the district [28]. As the development of strategic management frameworks that can assist the management of change is a developing and dynamic domain, this work provides a novel framework that can facilitate the management of change within maritime clusters.…”

Section: Introductionmentioning

confidence: 99%