Creating social entrepreneurship value for economic development
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Author(s)Yogi YunantoLink to ORCID Index: https://orcid.org/0000-0003-1823-4668
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Fendy SuhariadiLink to ORCID Index: https://orcid.org/0000-0001-9679-2185
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Praptini YuliantiLink to ORCID Index: https://orcid.org/0000-0002-0721-5261
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Wiwiek AndajaniLink to ORCID Index: https://orcid.org/0000-0003-0736-8871
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SubagyoLink to ORCID Index: https://orcid.org/0000-0003-0458-072X
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DOIhttp://dx.doi.org/10.21511/ppm.19(4).2021.11
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Article InfoVolume 19 2021, Issue #4, pp. 124-137
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356 Downloads
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Creative Commons Attribution 4.0 International License
This study studies social entrepreneurial competencies, social values, and transformational leadership. They are a requirement during the COVID-19 pandemic. It arises to find out the effect of social entrepreneurship on social values and the influence of transformational leadership in memorizing the influence of social entrepreneurship on social values with a total of 200 respondents as social entrepreneurship leaders who have been announced in Indonesia. This study uses a quantitative method with a structural equation model (SEM) analysis tool in AMOS software. SEM analysis in this study uses the moderating SEM method with a mixed-methods approach. Data analysis has been carried out through data processing. The values obtained mean that higher social entrepreneurship will increase social value by 9.4%; if transformational leadership increases, a significance value of 0.85 is obtained. This value is greater than 0.05. It is proved that the role of social entrepreneurship fosters innovative abilities, proactive development, and the courage to take risks for the people in Indonesia and the impact of social values fosters social recognition, responsibility, and contribution to the economy with attitudes with potential transformational leadership behaviors as well as inspirational motivation, intellectual stimulation, and consideration of the community.
Acknowledgments
The author appreciates the contribution of all co-authors in preparing the data set.
- Keywords
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JEL Classification (Paper profile tab)A13, M21
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References69
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Tables6
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Figures5
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- Figure 1. Research model
- Figure 2. Path diagram of social entrepreneurship
- Figure 3. Path diagram of social value
- Figure 4. Path diagram of transformational leadership
- Figure 5. Moderating SEM analysis with a mixed-method approach
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- Table 1. Validity of loading factor and significance of social entrepreneurship
- Table 2. Validity of loading factor and significance of social value
- Table 3. Validity of loading factor and significance of transformational leadership
- Table 4. Normality test
- Table 5. Hypothesis testing
- Table 6. The goodness of fit test
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Problems and Perspectives in Management Volume 15, 2017 Issue #1 (cont.) pp. 248-259 Views: 2639 Downloads: 2927 TO CITE АНОТАЦІЯGiven the rapid and sustained growth of Aspen over the past decade, the main aim of this study is to identify and analyze the growth strategies, adopted by Aspen over the period from 2004 to 2014. The research method used was a descriptive study through a single case study of Aspen by analyzing secondary data in the form of publicly available company reports and presentations, as well as financial results, issued between 2004 and 2014. The study finds that, guided by strategic and visionary leadership, Aspen adopted a number of growth strategies including (i) organic growth, as a key factor in creating incremental value for Aspen and its stakeholders, (ii) inorganic growth, in the form of carefully planned and well executed acquisitions, aligned to the Group strategy, (iii) extending territorial coverage through global expansion, particularly into emerging pharmaceutical countries, and (iv) ongoing investment in production capabilities as a means of achieving a strategic advantage. Despite the challenges of intense competition, restrictive legislation, pressure on medicine prices, currency volatility and market specific risks, Aspen has delivered double-digit earnings growth to its shareholders for 16 consecutive years.
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Anis Ali
doi: http://dx.doi.org/10.21511/ppm.18(2).2020.03
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Anis Ali
doi: http://dx.doi.org/10.21511/ppm.16(1).2018.39
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