Volume 10, Issue 1 (8-2023)
J Entrepreneurial Strategies Agric 2023, 10(1): 81-92 |
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jadidi M, hosseini S M, shojaei S, azma F. (2023). Designing an Entrepreneurial Exit Model with an Emphasis on Job Burnout in Start-up Agricultural Businesses. J Entrepreneurial Strategies Agric. 10(1), 81-92. doi:10.61186/jea.10.19.81
URL: http://jea.sanru.ac.ir/article-1-336-en.html
URL: http://jea.sanru.ac.ir/article-1-336-en.html
1- Department of Entrepreneurship, Aliabad Katul Branch, Islamic Azad University, Aliabad Katul, Iran
2- Department of Management, Aliabad Katul Branch, Islamic Azad University, Aliabad Katul, Iran,
2- Department of Management, Aliabad Katul Branch, Islamic Azad University, Aliabad Katul, Iran,
Abstract: (1897 Views)
Extended Abstract
Background: Today, start-up businesses are an inseparable part of the transformation process in global markets. Considering that the acceptance of start-up businesses is increasing in our country, we must seek solutions for the sustainability of these businesses in the current highly competitive market. One potential solution to this problem can be found in entrepreneurial exit strategies. The purpose of this research is to design an entrepreneurial exit model with an emphasis on job burnout in start-up agricultural businesses.
Methods: This research is applied in nature and based on a descriptive-correlational method. The factors affecting entrepreneurial exit were identified through interviews with 10 experts. Interpretive structural modeling was used to design the model, and the Micmac method with Excel software was employed for clustering.
Results: The results showed that the components of constant financial tension, the occurrence of psychological problems, a decrease in self-confidence, and excessive perfectionism were identified at the first level. The lack of resilience was positioned at the second level, followed by low quality of work life, lack of enthusiasm for work, and intolerance of external problems at the third level. The components of despair and lack of foresight were placed at the fourth level, while weak entrepreneurial personality traits were identified at the fifth level. The lack of economic justification for the business was at the sixth level, mental exhaustion at the seventh level, and components such as not having suitable work experience, lack of attention to people's competence, and communication challenges were at the eighth level. The components of an inappropriate business environment and lack of sufficient knowledge were at the ninth level. In the independent cluster, components such as inappropriate business environment, lack of economic justification, lack of appropriate work experience, lack of attention to people's competence, communication challenges, and lack of sufficient knowledge were identified. In the dependent cluster, perfectionism, lack of foresight, lack of resilience, occurrence of psychological problems, decrease in self-confidence, lack of enthusiasm for work, and disappointment were noted. Finally, components such as low quality of work life, constant financial tension, mental exhaustion, and intolerance of job problems were placed in the linked cluster, highlighting the strengths and weaknesses of entrepreneurial personality traits.
Conclusion: The basis of the entrepreneurial exit model, with an emphasis on job burnout in new agricultural businesses, consists of components related to an inappropriate business environment and a lack of sufficient knowledge. It is recommended that training courses be held for the managers of start-up agricultural businesses. By teaching them suitable exit strategies, they can be supported in continuing their entrepreneurial journey, transforming start-up agricultural businesses into dynamic organizations that encourage the participation of highly capable employees, enabling them to adapt to the competitive environment.
Methods: This research is applied in nature and based on a descriptive-correlational method. The factors affecting entrepreneurial exit were identified through interviews with 10 experts. Interpretive structural modeling was used to design the model, and the Micmac method with Excel software was employed for clustering.
Results: The results showed that the components of constant financial tension, the occurrence of psychological problems, a decrease in self-confidence, and excessive perfectionism were identified at the first level. The lack of resilience was positioned at the second level, followed by low quality of work life, lack of enthusiasm for work, and intolerance of external problems at the third level. The components of despair and lack of foresight were placed at the fourth level, while weak entrepreneurial personality traits were identified at the fifth level. The lack of economic justification for the business was at the sixth level, mental exhaustion at the seventh level, and components such as not having suitable work experience, lack of attention to people's competence, and communication challenges were at the eighth level. The components of an inappropriate business environment and lack of sufficient knowledge were at the ninth level. In the independent cluster, components such as inappropriate business environment, lack of economic justification, lack of appropriate work experience, lack of attention to people's competence, communication challenges, and lack of sufficient knowledge were identified. In the dependent cluster, perfectionism, lack of foresight, lack of resilience, occurrence of psychological problems, decrease in self-confidence, lack of enthusiasm for work, and disappointment were noted. Finally, components such as low quality of work life, constant financial tension, mental exhaustion, and intolerance of job problems were placed in the linked cluster, highlighting the strengths and weaknesses of entrepreneurial personality traits.
Conclusion: The basis of the entrepreneurial exit model, with an emphasis on job burnout in new agricultural businesses, consists of components related to an inappropriate business environment and a lack of sufficient knowledge. It is recommended that training courses be held for the managers of start-up agricultural businesses. By teaching them suitable exit strategies, they can be supported in continuing their entrepreneurial journey, transforming start-up agricultural businesses into dynamic organizations that encourage the participation of highly capable employees, enabling them to adapt to the competitive environment.
Keywords: Agriculture, Entrepreneurial Exit, Job Burnout, Interpretative Structure, Start-up Business
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