Positive psychological capital, market orientation, and business performance of family business in the culinary sector
A research study
Bibliographic Data
| ID | 13022617 |
|---|---|
| Authors | Muhammad Hasan (0009-0006-0107-5065, State University of Makassar, corresponding author), Chalid Imran Musa (0009-0005-5980-8092), Arismunandar Arismunandar, Muhammad Azis (0000-0002-7463-0449, State University of Makassar), Thamrin Tahir (0000-0003-1048-4099, State University of Makassar) |
| Year | 2020 |
| Volume | 13 |
| Issue | 3 |
| Pages | 97-112 |
| Publication date | 2020-09-01 |
| Open Access | Yes |
| Type | ARTICLE |
| Venue | Economics & Sociology (JOURNAL) |
| Journal identifiers | ISSN: 2071-789X • E-ISSN: 2306-3459 |
| Publisher | Centre of Sociological Research, NGO (PUBLISHER) |
| DOI | 10.14254/2071-789x.2020/13-3/7 |
| OpenAlex | W4240157636 |
| Language | EN |
| References cited | 2 |
This study aims to determine the effect of positive psychological capital and market orientation on the performance of the culinary sector family business. The unit of analysis in this study was 121 culinary sector family businesses in Makassar, South Sulawesi Province, Indonesia, which were determined by purposive proportional random sampling. The statistical testing method was used to analyze the various problems associated with the hypothesis. This is to enable further generalization using the partial least square (PLS) analysis which includes designing structural (inner model) and measurement models (outer model), constructing diagram path, and making conversion path diagram to the system of equations, as well as the estimation, evaluation of the goodness of fit, and hypothesis testing. The result showed that positive psychological capital and market orientation have a significant influence on the performance of the culinary sector family business
Business · Business administration · Family business · Market Orientation · Orientation (vector space · Family Business Performance and Succession · Marketing
| Highly cited | No |
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