MERDEKA EKSPOR-UMKM MERDEKA : KOLABORASI STAKEHOLDERS DAN SKEMA BISNIS UMKM EKSPOR DI MASA PEMULIHAN EKONOMI
DOI:
https://doi.org/10.32663/crmj.v5i1.2621Keywords:
UMKM, Penta Helix, Technosociopreneur, Digitization, ExportAbstract
This study aims to formulate strategic steps in the form of collaboration models and business
schemes through collaboration between interested parties in providing export space for
MSMEs so that they can make independent MSMEs to survive and compete in the economic
recovery period. The research is conducted with a qualitative approach to find models or
concepts that can be used to deal with export opportunities. Data were analyzed descriptively
based on data obtained through reading materials consisting of various literatures to obtain
relevant secondary data. The results show that collaboration between stakeholders are
expected to be a model that can strengthen the competitiveness of MSMEs in the global
(export) market. Entrepreneurs must be equipped with knowledge related to export
opportunities through onboarding business schemes such as coaching, empowerment,
licensing management, certification to curation to survive and rise and compete in the global
market. This of course needs to be realized with good synergy between stakeholders so that
the transformation process can run well. In addition, the government as the coordinator must
be able to synergize with other stakeholders actively to discuss developments as a form of
coordination and material for continuous evaluation.
References
Arinaitwe, S. K. (2006). Factors Constraining The Growth And Survival Of Small Scale Businesses: A Developing Country Analysis. Journal of American Academy of Business, 8(2), 167–178.
Astuti, W. P. (2019). Ekspor Dan Impor. Semarang: Mutiara Aksara.
Audretsch, D. B. (2002). The Dynamic Role Of Small Firms: Evidence From The U.S. Small Business Economics, 18(1), 13–40.
Badan Pusat Statistik. (2021). Nilai Ekspor Migas-NonMigas (Juta US$) 2021.
Calabrò, A., Frank, H., Minichilli, A., & Suess-Reyes, J. (2021). Business Families In Times Of Crises: The Backbone Of Family Firm Resilience And Continuity. Journal of Family Business Strategy, 12(2), 1–8.
Colapinto, C., & Porlezza, C. (2012). Innovation in Creative Industries: From the Quadruple Helix Model to the Systems Theory. Journal of the Knowledge Economy, 3(4), 343–353.
De Vries, H. P., & Hamilton, R. T. (2021). Smaller Businesses And The Christchurch Earthquakes: A Longitudinal Study Of Individual And Organizational Resilience.
International Journal of Disaster Risk Reduction, 56, 102125.
Fiati, R., & Zuliyati. (2016). Strategi Pengembangan Jaringan Usaha UMKM. Jurnal DIANMAS, 5(1), 53–62.
Hidayat, A. (2021). Model Praktik Lembaga Keuangan Mikro Syariah dalam Pemberdayaan UMKM di Masa Pandemi Covid-19. Al-Tasyree: Jurnal Bisnis, Keuangan Dan Ekonomi Syariah, 01(01), 21–32.
Hoque, A. S. M. M., Awang, Z. Bin, & Salam, S. (2017). The Effects of Relationship Marketing on Firm Performance: Small and Medium Enterprises (SMEs) in Bangladesh. 1st International Conference on Business & Management, 21–22.
Jiang, Y., Ritchie, B. W., & Verreynne, M. L. (2021). Developing Disaster Resilience: A Processual And Reflective Approach. Tourism Management, 87(January), 104374.
Karides, M. (2005). Whose Solution Is It Development Ideology And The Work Of Micro? Entrepreneurs In Caribbean Context. International Journal of Sociology and Social Policy, 25(1), 30–62.
Kmieciak, R., & Michna, A. (2018). Knowledge Management Orientation, Innovativeness, And Competitive Intensity: Evidence From Polish SMEs. Knowledge Management Research and Practice, 16(4), 559–572.
Leo, G. H. (2021). UMKM Indonesia yang Berhasil Bertahan di Masa Pandemi COVID-19. Jurnal Bisnis Dan Ekonomi, 160–172.
Muhyi, H. A., & Chan, A. (2017). The Penta Helix Collaboration Model in Developing Centers of Flagship Industry in Bandung City. Review of Integrative Business and Economics Research, 6(1), 412–417.
O’Regan, N., & Ghobadian, A. (2004). Testing The Homogeneity Of SMEs: The Impact Of Size On Managerial And Organisational Processes. European Business Review, 16(1), 64–77.
Ovans, A. (2015). What Resilience Means, and Why It Matters. Harvard Business Review, 5.
Park, H. W. (2014). Transition from the Triple Helix to N-Tuple Helices? An interview with Elias G. Carayannis and David F. J. Campbell. Scientometrics, 99(1), 203–207.
Sarkar, S., & Clegg, S. R. (2021). Resilience In A Time Of Contagion: Lessons From Small Businesses During The COVID-19 Pandemic. Journal of Change Management, 21(2), 242–267.
Sidabutar, V. (2014). Peluang dan Permasalahan yang Dihadapi UMKM Berorientasi Ekspor. Jakarta: Balai Besar Pendidikan dan Pelatihan Ekspor Indonesia, Dirjen Pengembangan Ekspor Nasional.
Suyatna, H., & Nurhasanah, Y. (2018). Sociopreneurship Sebagai Tren Karir Anak Muda. Jurnal Studi Pemuda, 6(1), 527–537.
Tandjung, M. (2011). Aspek Dan Prosedur Ekspor-Impor. Jakarta: Salemba Empat. Undang-Undang Nomor 17 Tahun 2006 tentang Kepabeanan.
Undang-Undang Nomor 17 Tahun 2014 tentang Perdagangan.
Undang-Undang Nomor 20 Tahun 2008 tentang Usaha Mikro, Kecil dan Menengah.
Wennekers, S., van Stel, A., Thurik, R., & Reynolds, P. (2005). Nascent entrepreneurship and the level of economic development. Small Business Economics, 30(3), 325–325.
Zaelani, I. R. (2019). Peningkatan Daya Saing Umkm Indonesia: Tantangan Dan Peluang Pengembangan Iptek. Jurnal Transborder, 3(1), 15–34.
