Journal of Social Economics Research

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No. 4

Improved Performance Through Empowerment of Small Industry

Pages: 72-86
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Improved Performance Through Empowerment of Small Industry

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Chamdan Purnama

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Chamdan Purnama (2014). Improved Performance Through Empowerment of Small Industry. Journal of Social Economics Research, 1(4): 72-86. DOI:
This research is intended to study how does the implementation of education and training, government assistance, business partnership, and government regulation effect business ability and business success? The sample of this research 174 small business units in east java province and selected by using stratified cluster sampling technique. 
Applying structural equation modeling analysis, the research findings are as follow. First, education and training with indicator charisma an instructor, instructor team cooperation, accuracy of method teach, motivation follow,according to its items have an effect on positive tobusiness ability but have not an effect to success of small business with indicator production efficiency and production extension. Second, government assistancewith indicator, technical assistance, guidance, management, financial and tuitionhaving an effect on positive  toability and success of small. Third, business partnershipwith indicator, trade cooperation, network, contract sub, technological cooperation and vendorhave an effect on positive tobusiness ability with indicator attitude, emotional intelligence, skill and knowledge  but have not an effect to success of small business. Fourth, regulation of governmentwith indicator, quota, tariff, licensing and market information have an effect on positive tobusiness ability with indicator attitude, emotional intelligence, skill and knowledge but have not an effect to success of small business with indicator production efficiency and production extension. Fifth, business ability have an effect to success of small business.
From the finding 1 to 5, the researcher conclude that, to increase small business successis needed five variables observed (education and training, assistance, partnership, and regulation and business ability) and to increase business abilityis needed of the four variables observed (education and training, assistance, partnership, and regulation).


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Cross-Cultural Leadership Intelligence: Recommendations for Kenya

Pages: 40-71
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Cross-Cultural Leadership Intelligence: Recommendations for Kenya

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Robert W. Service , David L. Loudon , Kavore Kariuki

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Robert W. Service , David L. Loudon , Kavore Kariuki (2014). Cross-Cultural Leadership Intelligence: Recommendations for Kenya. Journal of Social Economics Research, 1(4): 40-71. DOI:
All leaders can improve their cultural intelligence (CQ) and every country can modify cultural norms toward advancing economically.  CQ enables more effective cross-cultural leadership in the global economy.  Based on analysis of the literature, experiences and survey results, our CQ recommendations start with self-assessment as key to successful cross-cultural interactions.  In cross-cultural situations one must start by slowing down in order to develop more keen abilities to reflect on behaviors in order to generalize from what one discovers.  Mental model development and flexibility, psychological hardness, curiosity, strategic thinking, and motivation all direct enhanced leadership across cultures.  Aspiring cross-cultural leaders need guidelines for improvement. To meet these needs this paper builds on multiple-intelligence, leadership and crossing cultures research in order to propose useful global leadership models.  The paper’s original contributions are: 1) guidelines for enhancing and selecting cross-cultural leaders; and, 2) “starting” point-example precepts for boosting economic development in Kenya.  
Contribution/ Originality