KEY SUCCESS FACTORS FOR MALAYSIAN SMES COMPANIES’ ENTREPRENEURIAL LEADER

The SMEs Industry in Malaysia has expanded to almost every sector including manufacturing, services, agriculture, tourism, mining and quarry. Understanding the importance of retaining and expanding more entrepreneurs, this study had investigated success factors of entrepreneurial leaders at SME companies in Malaysia. The objective of this study is to analyze the success factors of entrepreneurs in the Malaysian SMEs. Data has been collected from top 50 SME award winning companies. The study has used the qualitativeapproach,, where interviews are dispersed on these selected companies. We administered some questions based on key characteristics of an entrepreneur, as well some structured questions to determine a successful of a company. The result shows that, entrepreneurs are confident, determine, diligent, flexible, responsive to challenges, responsible, foresight, courageous, aggressive, and committed. Consistent to this, several elements that makes the company successful includes (1) strong financial control, (2) continuous improvement, (3) product quality and product safety as top priority, (4) hard work and team work, and (5) eagerness in taking challenges. These results has deemed that entrepreneurs in many aspects are also leaders that are risk averse and determine, and are eager to work on continuous improvement in a financially strong company.

A Conceptual Framework in Building Dynamic Capabilities in Highly Competitive Industry

In highly competitive industry, as such in Indonesian Television Industry, the companies should have the ability to respond the competition, in a very narrow window time. Dynamic Capability concept from David Teece, Gary Pisano, and Amy Shuen is in an excellent concept in addressing this situation and became the central of thought in building organization capability to face the competition. Dynamic capabilities took a significant attention from researcher and continue to draw more new concepts and theories. However based on Jeffrey T Macher and David C Mowery, only few researchers focused to the organizational process in developing this capability inside the organizations. Organizational capabilities are built from organizational routines, structures, and processes. It also requires resources, which are available through internal development or acquisition, and lead by a manager or entrepreneurial leader that improve existing routine or create the new ones. The dynamic market forces the organization to explore and exploit the internal and external resources to reach a level of innovation and win the competition. An entrepreneur leader has a high potential to initiate exploitation of internal resources and exploration of external resources, as well as proactively initiate strategic and innovative steps, manage risk, in order to optimize the organization capability and gain competitive advantage. This paper intended to explore a conceptual framework to develop dynamic capabilities in the organization and bring Indonesian Television Industry into the discussion of industrial dynamic competition.

Community Entrepreneurship: The Example of Babadağlılar Bazaar in Denizli

Community entrepreneurship is a kind of entrepreneurial activity for common utilities that is carried out in cooperation with members of that community. Both entrepreneur and enterprise function together for the well being of community members in this kind of entrepreneurship sense since the main aim of community entrepreneurship is contribution to regional economy and social growth. Nevertheless, existence of community entrepreneurship can be possible in the light of an entrepreneurial leader rising from the community. Community entrepreneurship is seen as more essential for developing countries as rising of such countries is possible from below to top. Since entrepreneurs, who has intention to community entrepreneurship, obtain required capital in a different way than the traditional understanding of entrepreneurship. In this way, local people who normally do not prefer to invest in a private enterprise, are convinced to invest in a community enterprise. There are many examples of community entrepreneurship with established businesses in the context of people's sector in Denizli. Babadaglılar Office Block was organized as a model form of community entrepreneurship with the leadership of Kazım Kaynak in 1976. Even though, that was founded in order to market commodities of producers and sellers from Babadag, today, it is an office block in which sellers from Denizli come together to sell textile products usually made in Denizli. Within this scope, interview method is preferred as a research methodology. Interviews were done with Kazım Kaynak’s son and Office Block manager. They told how Babadag Office Block emerged and how still operated.