Volume 10, Issue 1 (8-2023)
J Entrepreneurial Strategies Agric 2023, 10(1): 147-163 |
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Rahmani Firouzi R, Aghajani Afrouzi A, Ahmadi Firouzjaie A. (2023). Innovation in Small and Medium-Sized Agricultural and Food Processing Industries in Mazandaran Province during the Covid-19 Epidemic. J Entrepreneurial Strategies Agric. 10(1), 147-163. doi:10.61186/jea.10.19.146
URL: http://jea.sanru.ac.ir/article-1-355-en.html
URL: http://jea.sanru.ac.ir/article-1-355-en.html
1- Department of Entrepreneurship Management, Payame Noor University, Tehran, Iran
2- Department of Business Management, Payame Noor University, Tehran, Iran
3- Department of Agricultural sciences, Payame Noor University, Tehran, Iran
2- Department of Business Management, Payame Noor University, Tehran, Iran
3- Department of Agricultural sciences, Payame Noor University, Tehran, Iran
Abstract: (2494 Views)
Extended Abstract
Background: The Covid-19 pandemic has significantly threatened the survival of small and medium-sized enterprises (SMEs), compelling them to adopt various strategies to navigate this crisis. The agricultural and food processing sectors have not been exempt from these challenges. This study aims to first assess the status of innovation and innovation capabilities among these businesses and then to explain the changes in product and marketing innovation based on innovation capabilities, process innovation, and organizational innovation during the Covid-19 epidemic.
Methods: This research is descriptive-correlational in nature and was conducted through a field survey technique involving 500 small and medium-sized agricultural and food processing businesses in Mazandaran Province. Utilizing Krejcie and Morgan’s sampling table, 217 businesses were selected randomly as the study sample. The primary research instrument was a structured questionnaire designed on a five-point Likert scale. The questions were adapted from two studies by Gondi et al. (2011) and Jayani Rajapathirana (2018). Data collection was carried out via email and direct questioning of business owners.
Results: The findings indicated that businesses employed marketing innovations to a considerable extent, while organizational, process, and product innovations were utilized at an average level. Key innovations identified included "using new techniques or media to advertise products," "distributing responsibilities and employing a collaborative approach in decision-making," "transforming manufacturing and production processes," and "enhancing product quality through the use of high-quality raw materials." The analysis revealed that process innovation, organizational innovation, and innovation capability collectively explained 62% of the changes in product innovation and 27% of the changes in market innovation. Among the variables studied, organizational innovation emerged as the most significant factor influencing market innovation, while innovation capability was identified as the most critical factor affecting product innovation.
Conclusion: Throughout the Covid-19 epidemic, businesses implemented various innovative strategies encompassing marketing, product, process, and organizational dimensions to ensure their survival and growth. Marketing innovations were utilized to a significant extent, whereas product, process, and organizational innovations were employed at an average level. The results suggest that small and medium-sized enterprises should prioritize product and marketing innovations to navigate challenges similar to those posed by the Covid-19 pandemic. Improving innovation capabilities is essential for developing product innovation within these industries, while enhancing organizational innovation is crucial for advancing marketing innovation. The insights gained from this study can serve as a valuable resource for policymakers, practitioners, and business owners, enabling them to establish the necessary infrastructure and preparedness as a proactive defense against potential future crises. In light of these findings, it is clear that fostering an innovative culture within small and medium-sized enterprises is paramount. By focusing on enhancing their innovation capabilities, these businesses can better adapt to rapidly changing market conditions and consumer demands. Moreover, the integration of collaborative decision-making processes and the adoption of new advertising techniques can significantly elevate their competitive edge in the marketplace. The study also highlights the importance of quality in production processes. By utilizing high-quality raw materials, businesses not only improve their product offerings but also enhance customer satisfaction and loyalty. This focus on quality can lead to a more robust market presence and long-term sustainability. Furthermore, the relationship between organizational innovation and market innovation underscores the need for businesses to cultivate flexible and adaptive organizational structures. This adaptability allows for quicker responses to market changes and fosters an environment conducive to innovation. As SMEs continue to navigate the aftermath of the pandemic, it is essential for them to engage in continuous learning and development. By investing in training and resources that bolster innovation capabilities, these businesses can position themselves for future success. Additionally, collaboration with industry stakeholders, government agencies, and academic institutions can provide the support needed to drive innovation forward. In conclusion, the Covid-19 pandemic has served as a catalyst for change within small and medium-sized enterprises, particularly in the agricultural and food processing sectors. The ability to innovate has become a critical determinant of survival and growth in these challenging times. By prioritizing innovation in marketing, product development, and organizational processes, SMEs can not only withstand current pressures but also thrive in the face of future uncertainties. The lessons learned from this study can guide businesses in creating resilient strategies that will serve them well in an ever-evolving economic landscape.
Methods: This research is descriptive-correlational in nature and was conducted through a field survey technique involving 500 small and medium-sized agricultural and food processing businesses in Mazandaran Province. Utilizing Krejcie and Morgan’s sampling table, 217 businesses were selected randomly as the study sample. The primary research instrument was a structured questionnaire designed on a five-point Likert scale. The questions were adapted from two studies by Gondi et al. (2011) and Jayani Rajapathirana (2018). Data collection was carried out via email and direct questioning of business owners.
Results: The findings indicated that businesses employed marketing innovations to a considerable extent, while organizational, process, and product innovations were utilized at an average level. Key innovations identified included "using new techniques or media to advertise products," "distributing responsibilities and employing a collaborative approach in decision-making," "transforming manufacturing and production processes," and "enhancing product quality through the use of high-quality raw materials." The analysis revealed that process innovation, organizational innovation, and innovation capability collectively explained 62% of the changes in product innovation and 27% of the changes in market innovation. Among the variables studied, organizational innovation emerged as the most significant factor influencing market innovation, while innovation capability was identified as the most critical factor affecting product innovation.
Conclusion: Throughout the Covid-19 epidemic, businesses implemented various innovative strategies encompassing marketing, product, process, and organizational dimensions to ensure their survival and growth. Marketing innovations were utilized to a significant extent, whereas product, process, and organizational innovations were employed at an average level. The results suggest that small and medium-sized enterprises should prioritize product and marketing innovations to navigate challenges similar to those posed by the Covid-19 pandemic. Improving innovation capabilities is essential for developing product innovation within these industries, while enhancing organizational innovation is crucial for advancing marketing innovation. The insights gained from this study can serve as a valuable resource for policymakers, practitioners, and business owners, enabling them to establish the necessary infrastructure and preparedness as a proactive defense against potential future crises. In light of these findings, it is clear that fostering an innovative culture within small and medium-sized enterprises is paramount. By focusing on enhancing their innovation capabilities, these businesses can better adapt to rapidly changing market conditions and consumer demands. Moreover, the integration of collaborative decision-making processes and the adoption of new advertising techniques can significantly elevate their competitive edge in the marketplace. The study also highlights the importance of quality in production processes. By utilizing high-quality raw materials, businesses not only improve their product offerings but also enhance customer satisfaction and loyalty. This focus on quality can lead to a more robust market presence and long-term sustainability. Furthermore, the relationship between organizational innovation and market innovation underscores the need for businesses to cultivate flexible and adaptive organizational structures. This adaptability allows for quicker responses to market changes and fosters an environment conducive to innovation. As SMEs continue to navigate the aftermath of the pandemic, it is essential for them to engage in continuous learning and development. By investing in training and resources that bolster innovation capabilities, these businesses can position themselves for future success. Additionally, collaboration with industry stakeholders, government agencies, and academic institutions can provide the support needed to drive innovation forward. In conclusion, the Covid-19 pandemic has served as a catalyst for change within small and medium-sized enterprises, particularly in the agricultural and food processing sectors. The ability to innovate has become a critical determinant of survival and growth in these challenging times. By prioritizing innovation in marketing, product development, and organizational processes, SMEs can not only withstand current pressures but also thrive in the face of future uncertainties. The lessons learned from this study can guide businesses in creating resilient strategies that will serve them well in an ever-evolving economic landscape.
Keywords: Food processing industries, Innovation capability, Marketing innovation, Organizational innovation, Process innovation, Product innovation
Type of Study: Research |
Subject:
تحقیق و توسعه و نوآوری
Received: 2022/03/11 | Accepted: 2022/07/8
Received: 2022/03/11 | Accepted: 2022/07/8
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