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Business Model Canvas on Paddy Straw Mushroom Cultivation Sociopreneurship (A Study on Daarul Qur'an Wal-Irsyad Wonosari Islamic Boarding School)
Abstract
Business model innovation can be a strategy for developing paddy straw mushroom business in the era of increasing global competition. This study was conducted to analyze and design a business model with a business model canvas on the Sociopreneurship of Straw Mushroom Cultivation at Islamic Boarding School Daarul Qur'an Wal-Irsyad Wonosari. The analysis will be carried out on each block of Business Model Canvas which includes customer segments, value propositions, channels, customer relationships, revenue streams, key resources, key activities, key partnerships, and cost structure. The implementation of the business model Canvas can encourage students and the community around the Islamic boarding school to be involved in developing business models so that the right business model can be obtained and the Islamic boarding school can be economically independent. The research method used is qualitative through a phenomenological method approach by examining various observed factors related to the object under study. Data collection techniques are using surveys and interviews. The population in this study is the organizer of the Sociopreneurship of Straw Mushroom Cultivation at Daarul Qur'an Wal-Irsyad Wonosari Islamic Boarding School. Testing the validity of the data is using the triangulation technique. This technique is a multi-method approach in collecting and analyzing data that are obtained by researchers from various different perspectives so that a high level of accuracy is gained.
... There is a great deal of risk, ambiguity, and uncertainty associated with business model innovation because it results in substantial and lasting shifts in the core elements of a company's business model (Ferreras-Méndez et al., 2021). In a period of intensifying international rivalry, business model innovation can be a tactic for a company to grow (Hartati et al., 2021). The creation of a competitive advantage and an improvement in a company's overall performance are both possible outcomes of innovative business practices (Wahyuni & Sara, 2020). ...
The prosperity of a company depends heavily on the quality of its new product development. Small and medium-sized enterprises (SMEs) must regularly assess, update, and adapt their product line. It has been argued that entrepreneurial orientation is crucial to improving enterprise-level outcomes like company performance in today's competitive environment where product life cycles are getting shorter. Objectives: This study aims to examine entrepreneurial orientation’s impact on new product development performance with business model innovation serving as a moderating variable. Methodology: The quantitative method is used in this study. The population under study consists of SMEs in Bantul Regency. This research employs a method of sampling known as purposive sampling with certain criteria. Partial Least Square (PLS) Structural Equation Modeling is utilized for analysis (SEM). Finding: This research shows that an entrepreneurial Orientation significantly affects the development of business model innovation. Product development performance is significantly influenced by the degree of innovation introduced into the business model and by the degree to which the entrepreneurial is oriented. Conclusion: Business model innovation is a great system for SMEs to bring their entrepreneurial spirit to innovation and also to improve the latest product development.
Investigating the Strengths, Weaknesses, Opportunities and Threats (SWOT) of enterprise systems is popular among business researchers in major organizations. Many establishments carry out SWOT analysis at strategic planning, quality control while formulating government policies and legislations. In the digital ecosystems scenarios, the SWOT activities need a great deal of attention, in particular, while designing and promoting new strategies of multiple industry scenarios in the Integrated Project Management context, keeping in view complex business operations. Information solutions may not have choices, failing to address priorities and provide alternate solutions. We focus on digital ecosystem methodologies, in which the business and organizational issues, challenges and priorities are addressed. The purpose of the research is designing a new SWOT model in which the elements are modelled to interrogate managers’ views to oversee new insights of a variety of business contexts that can guide SWOT analyzers and provide digital ecosystem services in multiple industry operations in an optimum manner. Issues and challenges of elements of SWOT of several public and private sector companies are analyzed, documented and modelled to evaluate unified metadata representing multiple industry views, their visualization and interpretation in new knowledge domains.
The main purpose of this article is to introduce the Social Enterprise Model Canvas (SEMC), a Business Model Canvas (BMC) conceived for designing the organizational settings of social enterprises, for resolving the mission measurement paradox, and for meeting the strategy, legitimacy and governance challenges. The SEMC and the analysis that explains its features are of interest to academics concerned with the study of social entrepreneurship because they offer a new analytical tool that is particularly useful for untangling and comparing different forms of social enterprises. Also, it is of interest to social entrepreneurs, because the SEMC is a platform that can be used to prevent ‘mission drifts’ that might result from problems emerging from the mismanagement of such challenges. The arguments presented are grounded on scientific literature from multiple disciplines and fields, on a critical review of the BMC, and on a case study. The main features of SEMC that makes it an alternative to the BMC are attention to social value and building blocks that take into consideration non-targeted stakeholders, principles of governance, the involvement of customers and targeted beneficiaries, mission values, short-term objectives, impact and output measures.
Abstract This article documents the results of a research workshop bringing together six perspectives on social entrepreneurship. The idea was to challenge existing concepts of the economy, the firm, and entrepreneurship in order to shed new light on social entrepreneurship and on our existing theoretical frameworks. The first two contributions use a macro-perspective and discuss the notion of adaptive societies and the tragedies of disharmonization, respectively. Taking a management perspective, the next two focus on the limits of conventional assumptions in management theory, particularly human capital theory and resource-based view. The final two contributions follow an entrepreneurship perspective highlighting the usefulness of mobilization theory and the business model lens to social entrepreneurship. Despite this diversity, all contributions share the fact that they challenge narrow definitions of the unit of analysis in social entrepreneurship; they illustrate the aspect of social embeddedness, and they argue for an open-but-disciplined diversity of theories in social entrepreneurship research.
Drivers toward Social Entrepreneurs Engagement in Poland: An Institutional Approach
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Metode Penelitian Kuantitaif
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