Coordination of different business activities among units becomes vital as organizations pay much attention to their core activities. Thus, their fruitfulness constantly relies on their capacity to coordinate their internal and external activities in the supply chain outside their own boundaries. Giving consideration to these obvious reasons, this paper aims to investigate the determinants of supply chain coordination of milk and dairy industries. The data were collected from 330 milk suppliers, processors, and retailers in the central part of Ethiopia. The structural equation modeling has been employed to develop the structural relationship between key constructs and measured variables. In total, 15 measured variables for coordination in the supply chain have been identified. These are further grouped into four factors namely, non-price coordination, price coordination, relationships and product development decision. It has been observed that the implementation of these factors could maximize the coordination linkage among supply chain members. Thus, dairy sectors should take the identified coordination factors into account in each of their business dealings.

Introduction: Efficient resource management is essential for enhancing organizational performance; however, its implementation in micro and small enterprises (MSEs) has received limited academic attention. Taking into account these obvious reasons, this study aims to investigate the influence of resource management practices on the performance of micro and small enterprises in Werabe Town, Ethiopia.Methods: We distributed a structured questionnaire to 265 randomly selected small business operators. Both descriptive and inferential statistical methods, including correlation and regression analysis were used to analyse the collected data.Results: The findings indicate low overall MSE performance, driven by inadequate financial, human resource, material, and information management practices. Based on regression analysis, these four factors explain 64.3% of the variations in performance, showing that they have a positive and statistically significant effect.Conclusion: Therefore, improving financial planning, cash flow, and working capital management is crucial for maintaining efficient financial operations. However, financial efficiency alone is not enough; a formal HR planning process, a well-defined job description, carrying out a recruiting and selection, and establishing a pay system are equally crucial. Additionally, streamlining material requirement planning, procurement processes, and inventory control systems ensures resource availability and operational efficiency. Furthermore, pre-made and streamlined information management software is appropriate to improve the flow of information for better decision-making across financial, human, and material resources.

India’s economy is based on agriculture, so agricultural entrepreneurship has the potential to boost economic growth, diversify national income, and create many jobs and business opportunities. The goal of this paper, then, is to find out what first-generation agricultural entrepreneurs think about the things that make an agribusiness successful. The data were collected from 22 districts in four geographical zones (East Zone, West Zone, North Zone, and South Zone) in the state of Haryana. Both a 5-point Likert scale and a 7-point semantic differential scale were used to rate the items. The data was looked at using both descriptive statistics and the Friedman nonparametric test. In this study, we found that the majority of first-generation agribusiness owners were men, and they tended to be sole proprietors of small businesses with fewer than 10 employees. The finding also indicates that advanced storage and transportation facilities, market information, product quality, cutting-edge technology, and the careful management of financial resources are the topmost necessities for the successful operation of any agribusiness. The study also found that the size of the firm has a positive and statistically significant impact on the opinions of first-generation agripreneurs on business and production, marketing, competition, and financial and human resource management. The study recommends that policymakers and development agencies should focus on providing support to agripreneurs in terms of infrastructure, market access, and technological advancements. Additionally, efforts should be made to encourage more first-generation agripreneurs to enter the agribusiness sector by providing them with the necessary resources and training.

This study examines the effect of intellectual capital (IC) on innovative performance. The data were collected from the public organizations located in the Addis Ababa City Administration, federal institutions, and Sheger City State. A structured questionnaire was distributed to 384 employees. Out of these, 369 valid responses were analyzed using PLS SEM. The findings indicate that human capital, structural capital, and relational capital all positively and significantly influence the innovative performance of the public sector. The findings demonstrate that the educational level, training, and skills of employees in innovative activities, along with their personal values and attitudes, are crucial for enhancing innovative performance. The innovative activities of an organization can also be improved by expanding interactions with external networks, such as customers and other stakeholders. Moreover, the organizational philosophy, management systems, and knowledge management methods all contribute to the innovative performance of organizations.