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The objective of this study was to investigate the impact of capital mobilization on the operational outcomes of medium-sized hotels located in urban areas of Kenya. The research was grounded in the framework of dynamic capability theory. The study employed a pragmatic research paradigm that utilized mixed methodologies and employed a contemporaneous triangulation research methodology. The sample consisted of 534 medium-sized hotels. The researchers employed a stratified random sampling methodology to ascertain a sample size of 229 hotels. The research was grounded in the theoretical framework of the natural resource-based perspective. In order to examine the goal hypothesis, the researchers calculated the beta coefficient and conducted a t-test to assess the association between capital mobilization and the performance of medium hotels in Kenya. The significance level for this test was set at 5%. The null hypothesis was rejected based on the statistically significant estimated beta value (0.698, p = 0.000), indicating a confirmed substantial association between capital mobilization and the performance of medium hotels in urban areas of Kenya. The performance of a firm is influenced by the amalgamation of employees' knowledge and abilities, which are integrated through various processes and procedures. This integration not only shapes the structure of the organization but also facilitates the generation of value. The study suggests that it would be beneficial to focus on implementing lean-green practices during capital growth, as these practices have been shown to align with improved performance. Additionally, it is recommended to place greater emphasis on incorporating the concept of 5S into entrepreneurship courses at all levels of education.

In 1997, Indonesia had a severe economic crisis, which prompted the Indonesian government to face significant pressure to promptly initiate governmental reform. There is a prevailing desire among the general public for enhancements in governance, with one aspect of this being the implicit need for improvements in government performance. This study investigates the role of service innovation as a mediator in the relationship between entrepreneurial orientation, organizational learning capability, and organizational performance. The study was conducted at the Directorate General of State Assets Management (DGSAM) in Indonesia. The questionnaires were collected from a total of 226 head offices, specifically from the heads of sections under the vertical agency of DGSAM, which is the State Assets and Auction Service Office (Kantor Pelayanan Kekayaan Negara dan Lelang/KPKNL). A quantitative approach was employed in order to elucidate, substantiate, and exemplify the hypothesis posited in the investigation pertaining to the observed events. The statistical technique employed for data processing was Partial Least Squares Structural Equation Modeling (PLS-SEM). This study demonstrates a significant and positive correlation between entrepreneurial approach and organizational learning capability, and both service innovation and organizational success. However, it is determined that service innovation does not act as a mediator in the relationship between entrepreneurial attitude and organizational learning capability in terms of organizational performance. The anticipated outcomes of this study are expected to make significant contributions to the field of science and its associated stakeholders.

This study aims to examine the effect of entrepreneurial orientation, knowledge management, and innovation on organizational performance. This study uses explanatory research with a quantitative approach. The population in this study was made up of Malang City consumer cooperatives. The study employed the purposive sampling technique. The sample in the study was 60 consumer cooperatives. Data was collected through surveys, documentation, and the use of Likert scales to test instruments. The data was analyzed using Structural Equation Model Partial Least Squares (SEM-PLS) modeling. The results of this study indicate that entrepreneurial orientation and knowledge management can directly improve organizational performance. However, unlike knowledge management, entrepreneurial orientation cannot increase innovation. Organizational performance can be directly improved by innovation. Innovation is unable to mediate between entrepreneurial orientation and organizational performance. However, innovation is able to mediate the relationship between knowledge management and organizational performance. The findings of this study suggest that consumer cooperatives in Malang City can improve organizational performance by optimizing entrepreneurial organizations and knowledge management.

This research was conducted to identify the determinants of SME's performance as well as look at the underlying conditional factors. Researchers examine the direct effect of product innovation on SME's performance and consider the moderating role of market orientation and organizational learning. Using the quantitative method, the researchers conducted a survey of 170 SME owners in DKI Jakarta Province who were selected using a purposive sampling method. This survey was conducted online by distributing questionnaires through an online platform. The data is then analyzed using Structural Equation Model with AMOS and Process by Hayes. The results of hypothesis testing show that product innovation has a positive effect on the performance of SMEs, and this effect will be stronger when SMEs have high market orientation and high organizational learning. This research can be used as a reference by owners or managers of SME to advance their businesses. SME need to innovate products and form a conducive climate in market-oriented organizations, as well as a climate that allows them to carry out organizational learning.  

Within these dynamics and disruptive eras, it is crucial for all kinds of organization to build and ensure their competencies in increasing their performance and maintaining their position, including for SMEs. This study aims to identify the role of exploitative and organizational learning in influencing SMEs' performance. It also considers the moderating role of environmental dynamism as the conditional factor that underlies the relationship. We carried out the study on 150 SMEs in Jakarta, Indonesia, which was chosen using purposive sampling. The data is collected by distributing an online questionnaire to the respondents, which is then processed and analyzed using Structural Equation Modeling with AMOS. The results of this study indicate that exploitative learning and organizational learning lead to higher SME performance. Furthermore, this influence is more potent when SMEs exist within a dynamic environment, as they will feel the necessity to learn more to face the challenges and seize the opportunities.

Studies on organizational ambidexterity have mostly ignored social and environmental performance in favour of focusing on financial performance. This study investigated the relationship between organizational ambidexterity and the sustainable performance of SMEs. Financial, social, and environmental indicators were used to measure sustainable performance. The study used the quantitative research method, and the cross-sectional survey method to collect data from 145 respondents. A self-administered questionnaire was utilized throughout the data-collection phase of the study. Descriptive statistics, Pearson correlation, and regression analysis were used for data analysis. The results indicated significant positive relationships between organizational ambidexterity and SMEs' financial, social, and environmental performance. The study recommends that agencies that support small businesses should organize seminars to train and educate SME owners on organizational ambidexterity and sustainable performance. The results of this study can assist small business owners in continuing to educate themselves and their staff about organizational ambidexterity. The study recommends that agencies that support small businesses should organize seminars to train and educate SME owners on organizational ambidexterity and sustainable performance.