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Mapping of Academic Production on Social Enterprises: An international analysis for the growth of this field

. (2015). A hybrid approach to innovation by social enterprises: lessons from Africa. Social Enterprise Journal, 11 (1), 89-112. Halme, M., Lindeman, S., & Linna, P. (2012). Innovation for inclusive business: Intrapreneurial bricolage in multinational corporations. Journal of Management Studies, 49 (4), 743-784. Holt, D. (2011). Where are they now? Tracking the longitudinal evolution of environmental businesses from the 1990s. Business Strategy and the Environment, 20 (4), 238-250. Katz, J. S., & Martin, B. R. (1997). What is research

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Entrepreneurial Ecosystem: An Exploration of the Entrepreneurship Model for SMEs in Sultanate of Oman

Abstract

SME has a significant impact on the growth and development of any nation economy. The entrepreneurship in Oman expected to be a leading factor in the economic due to the opportunities afforded by increasing economic diversification and corresponding rise in job opportunities and other benefits. However, entrepreneurship has faced many challenges and obstacles to its progress and growth in Oman, despite the fact that the government has supported this sector to stimulate the market. However, studies show that many challenges are still plague both startups and governments. This study therefore aims to develop an ecosystem for entrepreneurship in the Omani context as a new solution to overcome such challenges. Entrepreneurship ecosystem has a positive influence on business growth and on the creation of new businesses, with the result that this concept has received attention from both academics and policy makers. By using a qualitative research method, a total of 10 interviewees were selected to answer the major research questions and thus provide more explanation about the issues that SME faces and find the exact factors that can influence these types of enterprises. Based on the findings from qualitative research through discussions with entrepreneurs, we can conclude that there are five factors: human capital; government; support; finance and technology, all of which have a significant impact on Omani entrepreneurship success and start-ups. These results contribute to the current literature regarding entrepreneurship ecosystems. They also give greater attention to the policy makers in Oman who facilitate the implementation of this framework as well as motivating the different business owners or start-ups to develop their business strategies based on the requirements shown in the framework. In addition, a number of suggestions have been presented as focus points when developing a strategic plan to support the entrepreneurship sector.

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The Impacts of the Strategic Planning Implementation on the Cooperative Members′ Participation

. Journal of Cleaner Production, 140, 81-92. Blackburn, R.A., Hart, M., & Wainwright, T. (2013). Smaall business performance: Business, Strategy, and Owner-manager characteristics. Journal of Small Business and Enterprise Development, 20 (1), 8-27. Bryson, J.M. (2004). Strategic Planning for Public and Nonprofit Organizations. United States of America: Published by Jossey Bass. Caska. (2011). Determinan dan Strategi Penumbuhan Klaster Bisnis Koperasi. Trikonomika: Jurnal Ekonomi. 10(2) 105-115. ______. (2014

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Attitudes Towards the Use of Social Media as a Tool for Marketing

prevention, 36(6), 433-438. Harris, L. and Rae, A. (2009). Social networks: The future of marketing for small business. The Journal of Business Strategy, 30(5), 24-31 Hemsley, B. & Dann, S. (2014). Social media and social marketing in relation to facilitated communication: Harnessing the affordances of social media for knowledge translation. Evidence-Based Communication Assessment and Intervention, 8(4), 187-206. Hennig-Thurau, T., Malthouse, E. C., Friege, C., Gensler, S., Lobschat, L., Rangaswamy, A., & Skiera, B. (2010

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A Cross-cultural Assessment of the Competency Needs of Women Operating in the Context of SMMEs in South Africa

), 'New venture initiation: factors influencing success', Journal of Small Business Strategy, 1 (2), 1-9. Orford, J. , et al. (2003), 'Global Entrepreneurship Monitor: South Africa Executive Report', (University of Cape Town). Ozgen, Eren and Minsky, Barbara D. (2006), 'A perspective into entrepreneurial opportunity recognition in high technology domains: technical competencies as a source of information', Journal of Business and Entrepreneurship, 18 (1), 60-73. Parry, S.B (1998), 'Just what is a competency (and why should

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The Trans-Pacific Partnership Agreement (TPPA) Minus 1: What’s Next for Malaysian Small and Medium Enterprises (SMEs)?

/TransPacific-Partnership-nations-look-tosalvage-deal-after.html on 11 March 2017 Harun, K. A. (2017, January 28). What's there without TPP? New Straits Times. Retrieved from http://www.nst.com.my/news/2017/01/207879/whats-there-without-tpp on 28 February 2017 Hashim, M. K. & Ahmad, S. (2006). Moderating effect of technology on the business strategy - performance relationship in Malaysian SMEs. In M. K. Hashim (Ed.), Strategic issues in Malaysian small and mediumsized enterprises (87-104). Sintok, Kedah: Universiti Utara Malaysia Press. Ho, W. F. (2017, March 26). Push for

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Entrepreneurial Motives in Two Emerging Economies: A Comparison between Urban Mexico and Morocco

, E. (1995). Uganda entrepreneurs: why are they in business? Journal of Small Business Strategy , 6, 67-78. Biygautane, M. (2015). Institutional Characteristics of the Gulf Cooperation Council States on Entrepreneurship: Opportunities and Challenges in H. R. Kaufmann et al. (eds.), Entrepreneurial Challenges in the 21st Century . MacMillan, 222-234. Blawatt, K. (1995). Defining the entrepreneur a conceptual model of entrepreneurship», CCSBE-CCPME Proceedings , 13-37. Bosma, N., Jones, K., Autio, E. and Levie, J. (2007). Global Entrepreneurship

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