Article Per Year (5 Year)
p-Index From 2021 - 2026
0.408
P-Index
This Author published in this journals
All Journal Journal of Economic Education and Entrepreneurship Studies Pinisi Journal of Entrepreneurship Review
Eko Suhartanto
Universitas Prasetiya Mulya, Indonesia
Economics, Econometrics & Finance Social Sciences Other

Published : 2 Documents Claim Missing Document
Claim Missing Document
Check
Articles

Found 2 Documents
Search

 1 
Entrepreneurial Orientation and Organizational Effectiveness: The Mediating Effect of Organizational Engagement Among Managerial Leaders Dedy Budiman; Eko Suhartanto
Journal of Economic Education and Entrepreneurship Studies Vol. 7 No. 1 (2026)
Publisher : Department of Economics Education, Faculty of Economics, Universitas Negeri Makassar

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.62794/je3s.v7i1.7

Abstract

This study investigates how three core dimensions of entrepreneurial orientation (EO) innovativeness, proactiveness, and risk-taking influence organizational effectiveness, and whether organizational engagement mediates these relationships. Data were collected from 138 managerial leaders across property, automotive, banking, financial services, and manufacturing industries using an online questionnaire. EO was measured using adapted Covin and Slevin items, organizational engagement using Saks' (2006) scale, and organizational effectiveness using a 14-item scale adapted from Gold et al. (2001), all rated on a seven-point Likert scale. Multiple regression and Baron and Kenny's (1986) mediation procedure were applied. Results reveal that innovativeness (β = 0.263, p < .001) and proactiveness (β = 0.447, p < .001) positively predict organizational effectiveness, while risk-taking yields no significant direct effect (β = 0.154, p = .084). Organizational engagement partially mediates the relationship between innovativeness and proactiveness, whereas the mediation of the relationship between innovativeness and risk-taking is inconclusive. Findings advance EO research by demonstrating dimension-specific effects and positioning engagement as a critical psychological conduit linking entrepreneurial behaviors to collective performance.
A Dyadic Analysis of Governance Complexity in Family Firms Eko Suhartanto; Sonny Agustiawan
Pinisi Journal of Entrepreneurship Review Vol. 4 No. 3 (2026): Pinisi Journal of Entrepreneurship Review
Publisher : Universitas Negeri Makassar

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.62794/pjer.v4i3.352

Abstract

Family firm leadership transitions from founding owners (G1 Owners) to next-generation owners (G2 Owners) introduce severe governance friction during professionalization, particularly when integrating non-family managers (NFMs). Using a qualitative multiple-case study design, this research investigates governance complexity across 11 family firms in Indonesia, analyzing verbatim interview data from 44 informants across four distinct actor categories (G1 Owners, G2 Owners, G1 NFMs, and G2 NFMs). Data analysis reveals five main analytical themes across six dyadic relationships: Legacy Protection vs. Modernization, Centralized vs. Decentralized Authority, Trust-based vs. Meritocracy Assessment, Informal vs. Professional Management, and Experience-based vs. Data-driven Work Methods. Theoretically, this study advances family firm literature by establishing a governance nexus encompassing principal–principal (P-P), principal–agent (P-A), and agent–agent (A-A) configurations, showing that governance friction stems from relationally contingent mechanics rather than uniform owner-manager dynamics. The article highlights context-dependent organizational practices to help firms harmonize founding traditions with modern technocratic standards.
Co-Authors Dedy Budiman Sonny Agustiawan