Some basic elements in entrepreneurship education are: characters, skills, processes and behaviors. Therefore,it is important to know what are the characteristics that distinguishing between an entrepreneur and nonentrepreneur,and then infuse these distinguishing characteristics to the participants in entrepreneurshipeducation. This study aims to investigate the difference characteristics between entrepreneurs and nonentrepreneursin general. Specifically those differences are furtherly divided into several categories, such asbetween women, between men, between social educational background, between educational background inengineering and design. The methodology used is quantitative research, instrument development is done byreviewing the literature. Respondents were alumni of University of Bunda Mulia, whereas data collection wasconducted through a questionnaire distributed online. Data was analyzed using SPSS software. And Mann-Whitney's test were performed. Results showed that the characteristics that distinguishing entrepreneurs andnon-entrepreneurs in general are oriented opportunities, for distinguishing men entrepreneurs and nonentrepreneursis oriented opportunities, for distinguishing entrepreneurs and non-entrepreneurs with educational background in engineering and design is self confident. Eventually and there are no characteristics differences between women entrepreneurs and non enterpreneurs, and social educational background entrepreneurs and non-entrepreneurs. There are not many distinguished characteristics between an entrepreneur and non-entrepreneur in reality raises a question of whether there are other more dominant factors beside psychological characteristics to turn entrepreneurial intentions into entrepreneur in reality. More extensive research is needed to determine whether other exogenous variables such as perceived subjective norms or propensity to act more decisive to turn entrepreneurial intentions into entrepreneur in reality.Keywords: entrepreneur, characteristic.
{"title":"ANALISIS KARAKTERISTIK PEMBEDA ANTARA WIRAUSAHAWAN DAN NON-WIRAUSAHAWAN","authors":"B. Budi","doi":"10.30813/BMJ.V14I2.1472","DOIUrl":"https://doi.org/10.30813/BMJ.V14I2.1472","url":null,"abstract":"Some basic elements in entrepreneurship education are: characters, skills, processes and behaviors. Therefore,it is important to know what are the characteristics that distinguishing between an entrepreneur and nonentrepreneur,and then infuse these distinguishing characteristics to the participants in entrepreneurshipeducation. This study aims to investigate the difference characteristics between entrepreneurs and nonentrepreneursin general. Specifically those differences are furtherly divided into several categories, such asbetween women, between men, between social educational background, between educational background inengineering and design. The methodology used is quantitative research, instrument development is done byreviewing the literature. Respondents were alumni of University of Bunda Mulia, whereas data collection wasconducted through a questionnaire distributed online. Data was analyzed using SPSS software. And Mann-Whitney's test were performed. Results showed that the characteristics that distinguishing entrepreneurs andnon-entrepreneurs in general are oriented opportunities, for distinguishing men entrepreneurs and nonentrepreneursis oriented opportunities, for distinguishing entrepreneurs and non-entrepreneurs with educational background in engineering and design is self confident. Eventually and there are no characteristics differences between women entrepreneurs and non enterpreneurs, and social educational background entrepreneurs and non-entrepreneurs. There are not many distinguished characteristics between an entrepreneur and non-entrepreneur in reality raises a question of whether there are other more dominant factors beside psychological characteristics to turn entrepreneurial intentions into entrepreneur in reality. More extensive research is needed to determine whether other exogenous variables such as perceived subjective norms or propensity to act more decisive to turn entrepreneurial intentions into entrepreneur in reality.Keywords: entrepreneur, characteristic.","PeriodicalId":29664,"journal":{"name":"AUSTRALIAN FARM BUSINESS MANAGEMENT JOURNAL","volume":"63 1","pages":""},"PeriodicalIF":0.0,"publicationDate":"2019-03-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"89930869","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
This study aims to determine the succession planning that will be done on family-based company. Family Owned Enterprise (FOE). Subjects In this study used 3 companies that are large-scale enterprises, companies in the medium scale, and companies on a small scale. The company is used as a research subject because this family oriented bussines will face the first succession planning process to a successor candidate who is not from a family member. The purpose of this study is to know in further examine the factors in succession to prospective successors who are not from family members.
{"title":"Pengaruh Sikap yang Baik, Integritas, Loyalitas Dan Kepercayaan terhadap Suksesi Pada Bisnis Keluarga Berbasis Family Owned Enterprise (FOE) Generasi Pertama","authors":"Brendi Wijaya, Andreas Wijaya, Renaldy Kurniawan","doi":"10.30813/BMJ.V14I1.1127","DOIUrl":"https://doi.org/10.30813/BMJ.V14I1.1127","url":null,"abstract":"<p class=\"Abstract\">This study aims to determine the succession planning that will be done on family-based company. Family Owned Enterprise (FOE). Subjects In this study used 3 companies that are large-scale enterprises, companies in the medium scale, and companies on a small scale. The company is used as a research subject because this family oriented bussines will face the first succession planning process to a successor candidate who is not from a family member. The purpose of this study is to know in further examine the factors in succession to prospective successors who are not from family members.</p><p><strong><em>Keywords: </em></strong><em> S</em><em>uccession</em><em>, Family Oriented Business</em></p>","PeriodicalId":29664,"journal":{"name":"AUSTRALIAN FARM BUSINESS MANAGEMENT JOURNAL","volume":"45 1","pages":""},"PeriodicalIF":0.0,"publicationDate":"2018-05-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"89889227","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Many companies and organizations are increasingly focusing on human capital as a competitive advantage in a rapidly changing environment. To achieve business success, companies are expecting their employees to perform at higher levels, to be more customer-responsive, more process-oriented, more involved in shared leadership and more responsible for creating the knowledge that adds value to an organization’s distinguishing capabilities. When embarking on the path of selecting and defining competencies, an organization needs to pause for an introspective review. Linking competencies to the organization’s purpose, goals and values is the key to positively affect the organization’s direction and bottom line. Competencies can be categorized into one of four groups, organization-based, individual-based, technical and behavioral. From a strategic direction approach, the organization that knows and understands its core competencies and capabilities can use them to attain a strategic advantage. In addition, the organization understands that there is a diverse cross section of organizational competencies that are necessary for fulfilling its mission. Successful application of competencies lies in how they are defined. Simplicity and measurability are keys for competencies to be accepted and measured throughout an organization.Keywords: competencies, core competencies, organizational competencies, simplicity and measurability
{"title":"COMPETENCY: DEVELOPMENT, INTEGRATION, AND APPLICATION","authors":"Steven Moulton, Oki Sunardi, Gino Ambrosini","doi":"10.30813/BMJ.V2I2.593","DOIUrl":"https://doi.org/10.30813/BMJ.V2I2.593","url":null,"abstract":"Many companies and organizations are increasingly focusing on human capital as a competitive advantage in a rapidly changing environment. To achieve business success, companies are expecting their employees to perform at higher levels, to be more customer-responsive, more process-oriented, more involved in shared leadership and more responsible for creating the knowledge that adds value to an organization’s distinguishing capabilities. When embarking on the path of selecting and defining competencies, an organization needs to pause for an introspective review. Linking competencies to the organization’s purpose, goals and values is the key to positively affect the organization’s direction and bottom line. Competencies can be categorized into one of four groups, organization-based, individual-based, technical and behavioral. From a strategic direction approach, the organization that knows and understands its core competencies and capabilities can use them to attain a strategic advantage. In addition, the organization understands that there is a diverse cross section of organizational competencies that are necessary for fulfilling its mission. Successful application of competencies lies in how they are defined. Simplicity and measurability are keys for competencies to be accepted and measured throughout an organization.Keywords: competencies, core competencies, organizational competencies, simplicity and measurability","PeriodicalId":29664,"journal":{"name":"AUSTRALIAN FARM BUSINESS MANAGEMENT JOURNAL","volume":"1 1","pages":""},"PeriodicalIF":0.0,"publicationDate":"2017-07-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"85393796","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
京公网安备 11010802042870号
京ICP备2023020795号-1
扫码关注我们
求助内容：
应助结果提醒方式：