Journal of Entrepreneurship and Business Resilience https://jebr.fimek.edu.rs/index.php/jebr <p><strong>Journal of Entrepreneurship and Business Resilience (JEBR) </strong><span style="font-size: 0.875rem;">is dedicated to fostering research, analysis and study concerning the Entrepreneurship and Business Resilience. The Journal accepts papers written by Proffesors, young researchers and PhD students in order to better involve them in academic publishing.</span></p> <p>JEBR was founded in 2018 by professor Mirjana Radović-Marković, PhD. Faculty of Economics and Engineering Management in Novi Sad has published the Journal since 2018. Entrepreneurship and economic resilience are two seemingly different issues which are inherently connected. Economic resilience is an emerging field which has been applied to study economic performance and responsiveness to external shocks in different regions. Shocks such as financial crisis which have been faced by entrepreneurial actions in the economic history of the regions; however, the entrepreneurship-economic resilience nexus is recently drawing the attention of scholars and policy makers. This approach, more specifically, could pave the way for those societies which are following economic resilience policies to handle their economic issues.</p> <p>Since 2022., the journal has listed within the reference list of the Ministry of Education, Science and Technological Development of Serbia (code M52).</p> <p><a href="https://mpn.gov.rs/wp-content/uploads/2022/10/Lista-naucnih-casopisa-domacih-izdavaca-za-2022.pdf" target="_blank" rel="noopener">https://mpn.gov.rs/wp-content/uploads/2022/10/Lista-naucnih-casopisa-domacih-izdavaca-za-2022.pdf</a></p> <p>Objective and Mission: The main objective of the journal is to fill the existing knowledge gap within the fields of entrepreneurship and economic resilience. In spite of the raising interest in this field, there are very few sources of research for this subject, especially in the field of entrepreneurship-economic resilience nexus.</p> <p><a href="https://jebr.fimek.edu.rs/index.php/jebr/about/editorialTeam">Editorial Team</a></p> en-US <p>http://creativecommons.org/licenses/by-nc-nd/4.0</p> [email protected] (Ph.D. Mirjana Radović Marković) [email protected] (PhD. Dusan Markovic) Fri, 28 Jun 2024 00:00:00 +0200 OJS 3.3.0.13 http://blogs.law.harvard.edu/tech/rss 60 EXPLORING THE IMPACT OF DIGITAL TRANSFORMATION ON ORGANIZATIONAL ADAPTIVENESS: THE MEDIATING ROLE OF BUSINESS RESILIENCE IN THE CONTEXT OF STARTUPS IN KERALA, INDIA https://jebr.fimek.edu.rs/index.php/jebr/article/view/115 <p>The study aims to evaluate how organizational adaptability influences digital transformation, with a particular focus on the mediating role played by business resilience. Prior entrepreneurship studies have extensively examined organizational adaptability, but organization resilience and digital transformation among Kerala startups have gotten comparatively little attention. The goal of the current study is to determine how business resilience and digital transformation affect Kerala startups' organizational adaptability. To examine the causal links between variables, this study adopted a quantitative research methodology. The research approach was evaluated using a survey-based questionnaire, and 310 startup founders were selected at random for the sample. The Kerala Startup Mission Portal is used to extract information on startups in Kerala. CBSEM (covariance-based structural equation modeling) methods were used to analyze the survey data that was gathered. The results of the study indicate that the degree of digital intensity and the degree of transformation management intensity have a substantial impact on how adaptive startups are. The study also found that business resilience serves as a partial mediator between organizational performance, digital intensity, and transformation management intensity. The study has a wide range of practical implications. To improve their startup's potential for resilience and adaptation, it first suggests to founders that they switch to digital platforms. To ensure the success of their new ventures, businesses choose and create teams with essential internal capabilities.</p> Paramba Jumana Nalakam, Salamzadeh Aidin, Yasin Naveed, Hiroko Kawamorita Copyright (c) 2024 https://creativecommons.org/licenses/by/4.0 https://jebr.fimek.edu.rs/index.php/jebr/article/view/115 Fri, 28 Jun 2024 00:00:00 +0200 IMPACT OF BANGABANDHU’S AGRICULTURAL DEVELOPMENT PHILOSOPHY ON FOOD SECURITY IN BANGLADESH https://jebr.fimek.edu.rs/index.php/jebr/article/view/116 <p>Bangabandhu’s vision was clear, challenging and realitybased. He decorated the agricultural policies based on the farmers and their economic conditions. The leader put special importance on practising integrated agriculture. This paper aims to synthesize the agriculture and food security policy in terms of Bangabondhu’s development philosophy. The study has followed survey research with the qualitative and quantitative analytical techniques approach. The Charland area in Mymensingh district has selected 300 farm households with 60 women through a random sample technique. Average yearly income was 264000 tk, 167000 tk and 189000 tk respectively cereal crop, vegetables and poultry rearing activities. Crop producer average income was higher among all groups. The findings show that about 53% of female-headed households adopt and use more indigenous implements in land preparation compared to 28 % of male-headed households. It is also revealed that male-headed households are the greater adopters and users of newly adopted equipment in land preparation 55% of male and 36% of female-headed households do the same. Household dietary diversity score of these three groups are cereal crop producers 8.86, vegetable producers 8.54 and poultry rearing 9.15. The family size of the household has a positive coefficient is 0.16 and is highly significant and the experience with modern technology of respondents has a positive coefficient of 0.492 and is highly significant. The data revealed that 67 per cent of respondents noticed soil quality is deteriorating due to modern technology although more food is produced, 88 per cent agreed with the statement that efficiency in production increases remarkably. Regarding women in the agriculture sector of the study area, the perception index scores indicate that women play a vital role in agriculture as 3rd statement has scored 252 and is ranked 3rd among all statements. Apart from this a large number of respondents positively agreed on having permission from their husbands to get engaged as economically active participants in agriculture as 2nd statement has scored 225 and is ranked 6th among all statements. To enhance technology adoption by farmers, policymakers and developers of new technology need to understand farmers' need as well as their ability to adopt technology. Various problems such as insufficient capital, lack of profit, inadequate training facilities, lack of adequate farm machinery etc. problems are faced by the respondents in those areas. These problems are barriers to the attainment of women's empowerment and food security.</p> Shajahan Kabir, Mirjana Radović Marković, Dušan Marković Copyright (c) 2024 https://creativecommons.org/licenses/by/4.0 https://jebr.fimek.edu.rs/index.php/jebr/article/view/116 Fri, 28 Jun 2024 00:00:00 +0200 ADAPTING & MITIGATING EMPLOYEE RESISTANCE TO CHANGE: CONTRASTING ADKAR AND KURT LEWIN’S THREE STEPS CHANGE MODEL https://jebr.fimek.edu.rs/index.php/jebr/article/view/118 <p>In the era of organizational change, it is crucial to comprehend how employees react to change and how to overcome individual resistance to change. The article is a narrative scrutiny of the body of work that offers valuable insights into employee behavior during organizational transformation. The paper details the fundamental reasons for employee resistance and provides some solutions by contrasting the ADKAR model and Kurt Lewin’s threestep change model. The research finds that resistance to change is unavoidable in the contemporary business world. The continued existence and progress of the organization may be harmed by resistance. However, not everyone opposes change; some people welcome it. The research offers strategies for change agents who want to create practical approaches to handle employee resistance to change.</p> Nishath Anjum, Md. Saidur Rahaman, Aidin Salemzadeh, Md. Mizanur Rahman, Léo Paul DANA Copyright (c) 2024 https://creativecommons.org/licenses/by/4.0 https://jebr.fimek.edu.rs/index.php/jebr/article/view/118 Fri, 28 Jun 2024 00:00:00 +0200 STRATEGIC PLANNING FOR FOSTERING RESILIENT ENTREPRENEURSHIP DEVELOPMENT https://jebr.fimek.edu.rs/index.php/jebr/article/view/119 <p>This paper discussed process of developing strategic plan for resilient entrepreneurs. Also, the article explores the characteristics of a good strategic plan. We therefore argue for a synthesis of the disciplines- entrepreneurship, marketing and organizational management, considering forces and trends in the broader community, political, social and technological forces; consider opportunities and challenges. Research is based on primary and secondary sources of information. Author concluded that Entrepreneurs must be confident, but also open to learning and adjusting their strategies. The ability to adapt and make necessary adjustments is essential for resilience.</p> Igbozuruike Theophilus Onyekwere Copyright (c) 2024 https://creativecommons.org/licenses/by/4.0 https://jebr.fimek.edu.rs/index.php/jebr/article/view/119 Fri, 28 Jun 2024 00:00:00 +0200 THE RESILIENCE AND LEADERSHIP SUSTAINABILITY https://jebr.fimek.edu.rs/index.php/jebr/article/view/120 <p>Leadership sustainability is a multifaceted concept that encompasses self-awareness, learning, resilience, empathy, vision, ethical practices, and more. Leaders who prioritize these factors can maintain their effectiveness and impact over the long term, driving positive outcomes for themselves, their teams, and their organizations. Resilience is a fundamental quality for leadership sustainability. It equips leaders with the tools to handle challenges, maintain focus on their goals, and inspire their teams to work together toward a sustainable and successful future. Studies may investigate the relationship between sustainable leadership and organizational performance, including financial performance, employee satisfaction, and stakeholder trust.</p> Mirjana Radović-Marković Copyright (c) 2024 https://creativecommons.org/licenses/by/4.0 https://jebr.fimek.edu.rs/index.php/jebr/article/view/120 Fri, 28 Jun 2024 00:00:00 +0200 COMPARATIVE ANALYSIS OF MARKETING STRATEGIES AIMED AT ACHIEVING RESILIENCE AND AGILITY OF COMPANIES: A CASE SUDY OF COCA-COLA AND PEPSI https://jebr.fimek.edu.rs/index.php/jebr/article/view/122 <p>Coca-Cola and Pepsi are two of the most popular and widely consumed carbonated beverages in the world. Despite their fierce competition and differences in products and marketing strategies, both companies share remarkably similar and world-class excellence in supply chain management practices . A comparative analysis of Coca Cola Company vs. PepsiCo reveals that both companies have a strong competitive position for continued expansion into new regions and segments . The business resilience strategies of Coca-Cola and Pepsi consist of many areas and aims to strengthen their business. Their business resilience vision is to deliver a best-in-class business resilience approach that identifies opportunities and drives sustainability and agility.</p> Paige Olausen Copyright (c) 2024 https://creativecommons.org/licenses/by/4.0 https://jebr.fimek.edu.rs/index.php/jebr/article/view/122 Fri, 28 Jun 2024 00:00:00 +0200 THE IMPACT OF CULTURE ON A RESILIENT COMP https://jebr.fimek.edu.rs/index.php/jebr/article/view/123 <p>Culture within a company can be defined simply as the way a workplace behaves. It is a map of how things get done in an organization. Culture can either positively show the core values of an organization or uncover bad behaviors and practices. Companies, like Chrysler, provide an example of how culture within a company can have a large impact on not only the morale of employees, but also on profit. Other companies show examples of culture based in collaboration, as well as culture based in customer service. There are many important reasons that company culture is important. These can include, but are not limited to, defining company identity, transforming employees into advocates for the culture, boosting employee wellbeing, and most importantly living up to the core values of the company. In situations where the employees and culture in the organization are resilient, this manifests itself in reduced stress levels. Also, performance increases and conflict are resolved more easily.</p> Michelle Dorio Copyright (c) 2024 https://creativecommons.org/licenses/by/4.0 https://jebr.fimek.edu.rs/index.php/jebr/article/view/123 Fri, 28 Jun 2024 00:00:00 +0200