Content area
As the largest archipelagic nation, Indonesia has vast coastal regions with significant economic potential from fisheries and marine tourism. However, coastal SMEs face major challenges in fully utilising this potential, including an over-reliance on marine resources, low digital literacy, and limited access to capital and markets. These factors not only hinder innovation but also make coastal SMEs vulnerable to market fluctuations and environmental changes. This research seeks to identify these challenges, develop a digital-based empowerment model, and evaluate its effectiveness in enhancing SME competitiveness. A significant gap exists between the economic potential of coastal regions and SMEs' ability to fully harness available resources, especially in the context of digital transformation. The research explores which empowerment models can strengthen SME development and how these can be implemented effectively. Using a qualitative case study in Segarajaya, Bekasi, the research collected data through observations, interviews, training, and monitoring. The findings indicate that a digital-based empowerment model-incorporating digital literacy training, product innovation, and improved market access-can significantly enhance SME capabilities. The Coastal SME Digitalisation Centre has been effective as a hub for training, providing technological support and ongoing mentorship. Despite these achievements, inadequate digital infrastructure remains a barrier, and consistent government support is crucial to ensure long-term progress. The participants reported increased sales and improved business management post-training. This study contributes to the literature by integrating the knowledge-based view (KBV) with a sustainable digital development approach and proposing an empowerment model combining digital technology, product innovation, and community-based strategies.
Abstract
As the largest archipelagic nation, Indonesia has vast coastal regions with significant economic potential from fisheries and marine tourism. However, coastal SMEs face major challenges in fully utilising this potential, including an over-reliance on marine resources, low digital literacy, and limited access to capital and markets. These factors not only hinder innovation but also make coastal SMEs vulnerable to market fluctuations and environmental changes. This research seeks to identify these challenges, develop a digital-based empowerment model, and evaluate its effectiveness in enhancing SME competitiveness. A significant gap exists between the economic potential of coastal regions and SMEs' ability to fully harness available resources, especially in the context of digital transformation. The research explores which empowerment models can strengthen SME development and how these can be implemented effectively. Using a qualitative case study in Segarajaya, Bekasi, the research collected data through observations, interviews, training, and monitoring. The findings indicate that a digital-based empowerment model-incorporating digital literacy training, product innovation, and improved market access-can significantly enhance SME capabilities. The Coastal SME Digitalisation Centre has been effective as a hub for training, providing technological support and ongoing mentorship. Despite these achievements, inadequate digital infrastructure remains a barrier, and consistent government support is crucial to ensure long-term progress. The participants reported increased sales and improved business management post-training. This study contributes to the literature by integrating the knowledge-based view (KBV) with a sustainable digital development approach and proposing an empowerment model combining digital technology, product innovation, and community-based strategies.
Keywords: Coastal SMEs, Digital Empowerment, Knowledge-Based View (KBV), Product Innovation, Sustainable Development
1. Introduction
In the context of rapid globalisation and digital transformation, achieving sustainability presents a significant challenge for small and medium enterprises (SMEs), particularly those operating in coastal regions [1- 2]. Indonesia, the largest archipelagic nation globally, boasts a coastline exceeding 95,000 km, positioning it among the countries with the greatest marine potential [3-5]. Its coastal regions are rich in natural resources, including fisheries, coastal attractions, and diverse marine ecosystems, such as coral reefs, mangroves, and seagrass beds [6-7]. These resources contribute significantly to the national economy, particularly in the fishery and tourism sectors [8]. However, despite this substantial potential, coastal communities-especially those involved in SMEs-face considerable challenges in maximising the benefits of these resources [9-10].
The coastal regions of Indonesia exhibit a pronounced dependence on marine resources, coupled with insufficient diversification of business activities [11]. This dependency renders many coastal communities highly susceptible to fluctuations in fishery commodity prices and environmental changes. For instance, a decline in fish catches or damage to marine ecosystems resulting from climate change can have a direct and detrimental impact on household incomes [12]. Furthermore, the majority of SMEs operating in these areas continue to rely on traditional methods of production and marketing, significantly limiting their capacity to succeed in larger, more competitive markets. A critical issue that emerges is the disparity between the substantial economic potential of Indonesia's coastal regions and the limited capacity of local communities to fully capitalise on this potential through business development. One of the most prominent gaps is insufficient access to digital technology and product innovation. Many coastal SME entrepreneurs have not been able to utilise digital technologies, such as e-commerce and digital marketing, to expand their market reach [13-14]. In the era of the Fourth Industrial Revolution, the ability to adapt to digital technology is a crucial factor for business success. However, the reality is that only a small proportion of coastal SMEs have adopted these technologies, while the majority still lag behind in using digital tools to improve productivity and expand market access. This digital divide poses a significant challenge to the sustainable development and competitiveness of SMEs in Indonesia's coastal regions.
One of the key challenges facing Indonesia's coastal regions is an excessive reliance on marine resources, combined with insufficient business diversification [15-16]. This dependence exposes coastal communities to significant risks, including fluctuations in fishery commodity prices and environmental changes. For example, a reduction in fish catches or damage to marine ecosystems as a result of climate change can directly impact household incomes. Moreover, many SMEs in these regions continue to employ traditional production and marketing methods, which limits their ability to compete in broader markets. Consequently, a clear disparity emerges between the considerable economic potential of coastal areas and the ability of local communities to fully develop and capitalise on their business opportunities.
According to the knowledge-based view (KBV), knowledge serves as an organisation's primary asset and strategic resource in establishing a competitive advantage [17-19]. The KBV framework highlights the crucial role of both tacit knowledge (implicit knowledge that is difficult to articulate) and explicit knowledge (information that can be easily documented and shared) in developing organisational capabilities [19-20]. In the case of coastal SMEs, entrepreneurs who effectively manage knowledge related to digital technology, product innovation, and marketing strategies are better positioned to innovate and compete on a global scale. Specifically, knowledge of how to utilise digital platforms for marketing, business management, and product diversification is essential for enhancing business competitiveness and ensuring long-term sustainability [21].
Based on the aforementioned phenomena, this research focuses on addressing the following key issues: First, what are the challenges encountered by SME communities in coastal areas? Second, which development models can effectively enhance the empowerment of SME communities in these regions? Third, how can the implementation of such development models empower SMEs in coastal areas? These questions aim to investigate the obstacles faced by coastal SMEs, identify appropriate development models, and evaluate how these models can be practically applied to bolster the empowerment and sustainability of SMEs in these regions. The anticipated outcome of this research is to provide concrete and practical solutions for the development of coastal SMEs, particularly those that have not yet been able to fully optimise their economic potential.
This study offers practical policy recommendations for the government and relevant institutions to design a more effective coastal SME empowerment programme. The proposed model emphasises the use of digital technology and product innovation to enhance market access and improve the competitiveness of coastal SME products. The findings also provide a foundation for developing tailored training and mentoring programmes to prepare coastal SMEs for the challenges of globalisation and digitalisation, ensuring that they are better equipped for long-term success. Theoretically, this research contributes to the literature on technology-based SME empowerment in coastal regions, particularly in addressing globalisation and environmental change. Combining the KBV with the blue economy approach results in a new framework for sustainable coastal SME development. This integrated method not only focuses on economic growth but also incorporates social and environmental dimensions, with the expectation of fostering a more inclusive and environmentally sustainable economy. The novelty of the model lies in its fusion of digital technology, product innovation, and environmental conservation, which are projected to have a lasting positive impact on the welfare of coastal communities.
2. Literature Review
The KBV posits that knowledge is an organisation's most valuable asset and strategic resource for creating a competitive advantage [22-23]. It contends that an organisation's success is largely determined by its ability to generate, disseminate, and manage knowledge effectively. The KBV highlights the significance of both tacit knowledge (implicit knowledge that is challenging to articulate) and explicit knowledge (easily documented and shared knowledge) as fundamental components in establishing a competitive edge [24-25].
Tacit knowledge typically encompasses individual skills, experiences, and insights that are not easily recorded, whereas explicit knowledge is more accessible and shared through manuals, procedures, or information systems [26-27]. In organisational settings, the KBV emphasises that a balanced combination of these two forms of knowledge can enhance collective capabilities and drive innovation. The KBV asserts that organisations with effective knowledge management are better equipped to adapt to changes in the business environment, innovate, and deliver superior value to customers [28-29]. This is particularly relevant in entrepreneurship, where micro and small businesses often face resource limitations, including restricted access to knowledge [30]. Entrepreneurs who manage both tacit and explicit knowledge effectively are more capable of innovation and overcoming business challenges. Ultimately, the KBV highlights the essential role of knowledge in generating value for entrepreneurs [31].
For SME entrepreneurs, particularly in coastal areas, knowledge of technology, digital marketing, and product innovation is critical for enhancing competitiveness. Access to and the utilisation of digital technologies, such as e-commerce, social media, and business management systems, enable market expansion and improved operational efficiency [32]. Tacit knowledge, including an understanding of local market demand and adaptability to environmental changes, plays a vital role in business success. While difficult to teach, it is invaluable for identifying opportunities and fostering innovation. Conversely, explicit knowledge, such as digital technology usage and modern marketing techniques, can be more easily shared through training and information access.
Coastal communities in Indonesia are economically dependent on natural resources, particularly fisheries, marine biodiversity for tourism, and raw materials for marine product processing [33]. However, environmental changes and the challenges posed by globalisation necessitate the development of a more adaptive and sustainable economic model for these communities. The KBV is highly relevant in assisting coastal communities in developing knowledge-based business strategies. It involves leveraging existing local knowledge, such as that of coastal ecosystems, and integrating modern knowledge related to business and technological innovations. This enables coastal communities to create more resilient and sustainable business solutions. Such knowledge can be utilised to diversify income sources and reduce dependence on a single sector. Business diversification, such as the integration of fisheries with ecotourism or using digital technology to market marine products, can enhance the economic resilience of coastal communities in the face of global and environmental pressures [34]. In this context, this study aims to develop a conceptual model that links key variables, including limited knowledge of digital technology and market access, digital-based empowerment models, and entrepreneurship solutions in coastal areas.
3. Methodology
This study uses a qualitative method with a case study centred on the village of Segarajaya, Bekasi, Indonesia. This method was selected to facilitate an in-depth exploration of the phenomenon surrounding the empowerment of coastal SMEs through the application of the blue economy and digital technology. The research process comprises several key stages. First, observations, and interviews were conducted to assess the environmental conditions, business potential, and challenges faced by coastal SMEs. In-depth interviews with SME actors, village officials, and local community members provided valuable insights into their experiences and perceptions regarding the empowerment programmes implemented. Second, a training and empowerment phase was carried out, focusing on enhancing knowledge related to digital marketing, business management, and environmental conservation. This training engaged 40 participants, all of whom were household business operators in Segarajaya. Finally, the evaluation and monitoring phase involved distributing questionnaires to assess the participants' comprehension and the effectiveness of the training. Regular monitoring was conducted to evaluate business progress and the practical application of the acquired knowledge overtime. This approach aims to provide a comprehensive understanding of the impact of empowerment initiatives on the sustainability and competitiveness of coastal SMEs.
4. Results and Discussion
This section analyses the obstacles encountered by SMEs in coastal areas, the development of a digital-based empowerment model, and its subsequent implementation. The discussion is framed within the context of the KBV, entrepreneurship concepts, and the research methodology employed in this study.
Major Obstacles Faced by SME Entrepreneurs in Coastal Areas
SME entrepreneurs in coastal regions face numerous challenges in business development. These barriers include both internal factors, such as limited capital and skills, and external influences, such as restricted access to technology and markets. A prominent issue is the dependence of coastal communities on a single economic resource, such as fisheries, with insufficient business diversification. This reliance increases their vulnerability to environmental changes and fluctuations in commodity prices. This dependence, combined with low digital literacy, limits coastal SMEs' ability to innovate and expand beyond local markets, further exacerbating their vulnerability.
In line with the KBV, knowledge is a critical asset for creating a competitive advantage. However, coastal SMEs face a significant knowledge gap, particularly in product innovation and digital technology. Knowledge related to modern business management tools, such as digital marketing or technology-based inventory management, is lacking among coastal entrepreneurs. Consequently, their productivity and market reach lag behind businesses in other regions that have embraced technological advancements.
A key finding of this study is the low digital literacy among coastal SME entrepreneurs. Only a limited number of SMEs have adopted digital technologies such as e-commerce or social media marketing, while the majority rely on traditional methods that restrict their market reach to local areas.This low level of digital literacy impedes their ability to compete in larger markets, ultimately constraining business growth. Furthermore, limited access to capital poses another significant challenge. Many coastal SMEs struggle to secure financing from formal institutions, preventing them from innovating or expanding their businesses. These financial constraints, compounded by the lack of technological know-how, further widen the gap between coastal SMEs and their counterparts in more developed areas. According to the KBV, the ability to access and apply knowledge is fundamental to innovation and value creation for customers [35]. However, without sufficient capital, it becomes difficult for coastal SMEs to adopt new technologies or diversify their business operations.
In addition to these internal challenges, external factors, such as government policies and regulations, play a pivotal role in the success of the digital empowerment model for coastal SMEs. Government programmes aimed at enhancing digital infrastructure, such as improving internet connectivity in rural coastal areas, are crucial in enabling SMEs to fully utilise digital technologies. Furthermore, a regulatory framework that supports small businesses by offering incentives for technological adoption and facilitating access to finance is fundamental in fostering innovation. Therefore, the interplay between government support, regulatory measures, and the digital empowerment of coastal SMEs must be acknowledged as a critical component of their sustainable development.
Development Models to Enhance the Empowerment of SME Communities in Coastal Areas
Based on the identified challenges, a digital-based empowerment model was developed to enhance the capacity of coastal SMEs by focusing on improving digital literacy, fostering product innovation, and expanding market access. In the following paragraphs, we discuss the main components of this model.
First, a digital and product innovation training programme was designed as a foundational resource for SME entrepreneurs. Understanding and utilising digital technology significantly impacts product markets and business management. Therefore, the programme encompassed the use of e-commerce platforms, social media marketing strategies, and product innovation techniques, such as packaging design and branding. Additionally, the training aimed to raise awareness among SMEs about the importance of digitalisation in enhancing competitiveness. Aligned with the KBV, which emphasises the integration of tacit and explicit knowledge, the training combined local market insights and adaptability (tacit knowledge) with practical digital technology skills (explicit knowledge) to drive innovation and strengthen the competitive position of coastal SMEs in wider markets.
Second, technical assistance was provided to support SME entrepreneurs in adopting more modern and efficient production technologies. This included the use of advanced production equipment and the implementation of digital tools for business management, such as bookkeeping and inventory systems. Additionally, strategies were developed to reduce production costs and improve product quality, thereby enhancing competitiveness. Such assistance plays a crucial role in bridging the knowledge gap between coastal SMEs and their counterparts in more developed regions. With the right support, coastal SMEs are better positioned to adopt new technologies and improve operational efficiency.
Third, market access development was the primary objective of this empowerment model. This was achieved through strategies such as forming partnerships with large corporations, cooperatives, and e-commerce platforms, as well as facilitating participation in SME exhibitions and expos to introduce coastal products to a broader consumer base. According to the KBV, market knowledge and business networks are essential for achieving a competitive advantage. Therefore, market access development not only focuses on technical improvements but also enhances the capacity of SME entrepreneurs to build networks and collaborate with diverse stakeholders.
Fourth, the establishment of the Coastal SME Digitalisation Centre was a key initiative. This centre functions as a hub for training, consultancy, and business incubation, providing technological resources such as internet access and modern production equipment, which SMEs can utilise to expand their businesses. Furthermore, the centre offers ongoing training and mentoring to assist entrepreneurs in improving their digital technology capabilities. Grounded in the KBV, which highlights the importance of knowledge storage and management, the establishment of this centre provides coastal SMEs with improved access to the information and resources necessary for business development.
Moreover, the successful implementation of these development models is highly dependent on external support, particularly from government policies that encourage investment in digital infrastructure and technology for SMEs. By improving internet access and creating incentives for SMEs to adopt digital technologies, governments can play a crucial role in ensuring that coastal SMEs are not left behind in the digital transformation. Partnerships between the public and private sectors, including collaboration with larger enterprises, are also essential to enhancing the capacity of coastal SMEs to compete in global markets.
Implementation of a Development Model to Empower SME Communities in Coastal Areas
The implementation of this empowerment model comprised three key stages: planning, execution, and evaluation. The planning stage involved identifying the specific needs of coastal SME entrepreneurs and designing targeted training programmes to address these needs. This process was informed by thorough observation and in-depth interviews with SME entrepreneurs, village officials, and local community members. The execution stage encompassed a series of structured activities designed to enhance the digital literacy and business management skills of SME entrepreneurs. These activities included the provision of targeted workshops, online classes, and personalised mentoring by subject matter experts, all of which aimed to improve the entrepreneurs' competencies in using digital tools for marketing and operational management. This comprehensive approach to training facilitated a significant improvement in participants' proficiency with digital platforms, thereby enabling them to better manage and promote their businesses in the digital marketplace.
In the evaluation and monitoring stage, we assessed the overall effectiveness of the empowerment programme. This included evaluating improvements in the skills of SME entrepreneurs, business growth, and the economic impact on coastal communities, particularly in terms of income and welfare. Findings from the evaluation reveal that the digitalbased empowerment model has significantly contributed to the development of SMEs in coastal regions. Many participants reported increased sales and revenue after engaging in the programme, alongside improvements in their ability to develop new products and expand their markets through digital platforms, such as e-commerce.
Despite the positive results, challenges remain, particularly regarding the limitations of digital infrastructure in coastal areas. Issues such as uneven internet access and limited technological resources among SMEs pose barriers to the full implementation of the model. To ensure the sustainability and long-term success of the programme, further support from the government and relevant institutions is necessary. This could include improving internet infrastructure in these areas and providing ongoing training and mentoring for SME entrepreneurs, ensuring that the benefits of digital literacy and technological access are widely accessible and maintained.
5. Conclusion
This study identified several key obstacles faced by SMEs in coastal areas, including dependence on natural resources without business diversification, limited capital, and low digital literacy. The heavy reliance on the fishery sector leaves coastal SMEs vulnerable to price fluctuations and environmental changes. Additionally, the lack of knowledge of digital technologies and product innovation strategies hinders their ability to compete in broader markets, while restricted access to capital exacerbates these challenges.
To overcome these obstacles, this study proposes a digital-based empowerment model which includes training and technical assistance aimed at increasing digital literacy and expanding market access. This model is designed to enhance the capacity of coastal SME entrepreneurs by helping them utilise digital technology for marketing, business management, and product innovation. The establishment of the Coastal SME Digitalisation Centre as a training and business incubator has facilitated continuous guidance and access to technology for coastal SMEs. The implementation of this model has demonstrated that intensive training and technical support can significantly improve the skills of SME entrepreneurs, leading to increased market reach and product competitiveness. Despite these positive outcomes, limitations in digital infrastructure remain, highlighting the need for further support from the government and related institutions.
Research Limitations
This research has several limitations. First, it was conducted solely in the village of Segarajaya, Bekasi, limiting the generalisability of the findings to other coastal regions in Indonesia. Coastal areas may differ significantly in their economic, social, and cultural characteristics, and the challenges and opportunities for SMEs in other regions may vary. Second, we employed a qualitative case study approach, which restricts the scope of the empirical evidence and the ability to measure the impact of the empowerment programme in detail. A more quantitative methodology could offer additional insights by enabling the measurement of the programme's impact through statistical analysis, such as tracking changes in business performance, income levels, and the adoption rates of digital tools among participants. Finally, this research focused on digital technology and product innovation but did not explore external factors, such as government regulations and local policy support, which also influence the development of coastal SMEs. These factors should be considered for a more holistic analysis.
Future Research Directions and Multisector Recommendations
Future research should be conducted in multiple coastal areas across Indonesia to provide a broader understanding of the constraints and opportunities faced by coastal SMEs. We also recommend adopting mixed methods for more robust and valid results. A quantitative analysis could objectively measure the impact of empowerment programmes on indicators such as revenue growth, sales volume, and business development. Additionally, further studies should examine external factors, such as government policies, infrastructure, and regulations, to understand how they influence the success of empowerment programmes.
The government is encouraged to invest in improving digital infrastructure in coastal areas, particularly by providing better internet access and formulating regulations that support SME development. Furthermore, training and mentoring programmes for coastal SMEs should be expanded, with a focus on enhancing digital literacy and fostering product innovation. Educational institutions could play a key role in delivering tailored training on business management and digital technologies. Moreover, partnerships with private sector companies could help grant coastal SMEs access to broader distribution networks and technological resources.
In conclusion, if applied sustainably, this digital-based empowerment model is expected to have a lasting positive impact on coastal SME development through effective collaboration between the government, educational institutions, and the private sector.
Acknowledgements
We would like to express our sincere gratitude to the Directorate General of Higher Education, Research, and Technology and the Ministry of Research, Technology and Higher Education of Indonesia for providing funding through the 2024 Dikti Research Grant. We also extend our appreciation to the Research Centre of Universitas Dian Nusantara, Jakarta, for their invaluable assistance during the various stages of this article's development.
References
[1] Al Malki, M. (2023). A review of sustainable growth challenges faced by small and medium enterprises. International Journal of Global Academic Scientific Research, 2(1), 35-43. https://doi.org/10.55938/ijgasr.v2i1.39
[2] Jayasundara, J., Rajapakshe, P. S. K., Prasanna, R., Naradda Gamage, S. K., Ekanayake, E. M. S., & Abeyrathne, G. (2019). The nature of sustainability challenge in small and medium enterprises and its management. Munich, Germany, 98418.
[3] Madhavan, M., Sharafuddin, M. A., & Chaichana, T. (2022). Impact of business model innovation on sustainable performance of processed marine food product SMEs in Thailand-a PLS-SEM approach. Sustainability, 74(15), 9673. https://doi.org/10.3390/su14159673
[4] Hermawan, S., Mihardja, E., Pambudi, D. A., & Jason, J. (2023). Hydrodynamic model optimization for marine tourism development suitability in vicinity of Poso Regency coastal area, Central Sulawesi, Indonesia. Sustainability, 75(4), 3150. https://doi.org/10.3390/su15043150
[5] Octaviani, L. K., et al. (2023). Kebijakan pengembangan pariwisata: Tinjauan konsep dan praktik. CV Widina Media Utama.
[6] Hastuti, H., Muhidu, A., Rastin, R., & Mokodompit, E. A. (2023). Indonesia's marine economic potential as a maritime country. International Journal of Science and Technology Management, 4(4), 813-825.
[7] Briandana, R., Doktoralina, C. M., & Sukmajati, D. (2018). Promotion analysis of marine tourism in Indonesia: A case study. European Research Studies Journal, 27(2), 602-613.
[8] Amanda, N., Ekayani, M., Sapanli, K., & others. (2024). Assessing the tourism economic benefits for coastal households to the sustainability of marine tourism in Pesisir Barat Regency, Lampung Province, Indonesia. IOP Conference Series: Earth and Environmental Science, 7366(1), 12036. https://doi.org/10.1088/1755-1315/1366/1/012036.
[9] Ningsih, R. (2018). Strengthening Indonesia's exports of fish and processed fish products to Canada. [Online]. Available at: http://www.tpsaproject.com/wp-content/uploads/2017-05-10-Report-1213.01h.pdf.
[10] Roessingh, C, & Duijnhoven, H. (2006). Small entrepreneurs and shifting identities: The case of tourism in Puerto Plata (Northern Dominican Republic). Journal of Tourism and Cultural Change, 2, 185-201. https://doi.org/10.2167/jtcc.2006.017
[11] Hidayat, M. F., et al. (2023). Menuju puncak pengintegrasian rencana tata ruang darat dan laut. Jakarta, Indonesia: Kemenkomarves.
[12] Ferrol-Schulte, D., Gorris, P., Baitoningsih, W., Adhuri, D. S., & Ferse, S. C. A. (2015). Coastal livelihood vulnerability to marine resource degradation: A review of the Indonesian national coastal and marine policy framework. Marine Policy, 52, 163-171. https://doi.Org/10.1016/j.marpol.2014.09.026.
[13] Badjeck, M.-C, Allison, E. K, Halls, A. S., & Dulvy, N. K. (2010). Impacts of climate variability and change on fishery-based livelihoods. Marine Policy, 34(3), 375-383. https://doi.Org/10.1016/j.marpol.2009.08.007
[14] M. Azizi et al., Effective Digital Marketing. CV Widina Media Utama, 2022.
[15] Nichifore, E., etal. (2022). Unlocking the entrepreneurial state of mind for digital decade: SMEs and digital marketing. Electronics, 77(15), 2358. https://doi.org/10.3390/electronics11152358
[16] Talib, N. L, Utomo, A, Barnett, J., & Adhuri, D. S. (2022). Three centuries of marine governance in Indonesia: Path dependence impedes sustainability. Marine Policy, 143, 105171. https://doi.Org/10.1016/j.marpol.2022.105171
[17] Fabinyi, M., et al. (2022). Coastal transitions: Small-scale fisheries, livelihoods, and maritime zone developments in Southeast Asia. Journal of Rural Studies, 91, 184-194. https://doi.Org/10.1016/j.jrurstud.2022.02.006
[18]Ahmadin, A, et al. (2023). Sosiologi ruang virtual. CV Widina Media Utama.
[19] Arsawan, I. W. E., Koval, V., Rajiani, I., Rustiarini, N. W., Supartha, W. G., & Suryantini, N. P. S. (2022). Leveraging knowledge sharing and innovation culture into SMEs sustainable competitive advantage. International Journal of Productivity and Performance Management, 77(2), 405-428. https://doi.Org/10.1108/IJPPM-10-2021-0531
[20] Grant, R., & Phene, A. (2022). The knowledge-based view and global strategy: Past impact and future potential. Global Strategy Journal, 72(1), 3-30. https://doi. org/10.1002/gsj. 1402
[21] Fernandes, K. J., Milewski, S., Chaudhuri, A., & Xiong, Y. (2022). Contextualising the role of external partnerships to innovate the core and enabling processes of an organisation: A resource and knowledge-based view. Journal of Business Research, 144,146-162.https://doi.Org/10.1016/j.jbusres.2022.02.049
[22] Haseeb, M., Hussain, H. I., Kot, S., Androniceanu, A., & Jermsittiparsert, K. (2019). Role of social and technological challenges in achieving a sustainable competitive advantage and sustainable business performance. Sustainability, 77(14), 3811. https://doi.org/10.3390/su11143811
[23] Bollinger, A. S., & Smith, R. D. (2001). Managing organizational knowledge as a strategic asset. Journal of Knowledge Management, 5(1), 8-18. https://doi.Org/10.1108/13673270110384365
[24] Mahdi, O. R., & Nassar, I. A. (2021). The business model of sustainable competitive advantage through strategic leadership capabilities and knowledge management processes to overcome COVID-19 pandemic. Sustainability, 73(17), 9891. https://doi.org/10.3390/su13179891
[25] Addis, M. (2016). Tacit and explicit knowledge in construction management. Construction Management and Economics, 34(7-8), 439-445. https://doi.org/10.1080/01446193.2016.1180416
[26] Carvalho, A. M., Sampaio, P., Rebentisch, E., SSaraiva, P. (2019). 35 years of excellence, and perspectives ahead for excellence 4.0. Total Quality Management & Business Excellence, 30(1-2), 113-128. https://doi. org/10.1080/14783363.2019.1583592
[27] Park, C, Vertinsky, I., & Becerra, M. (2015). Transfers of tacit vs. explicit knowledge and performance in international joint ventures: The role of age. International Business Review, 24(1), 89-101. https://doi.Org/10.1016/j.ibusrev.2014.06.004
[28] Reagans, R., & McEvily, B. (2003). Network structure and knowledge transfer: The effects of cohesion and range. Administrative Science Quarterly, 48(2), 240-267. https://doi.org/10.2307/3556658
[29] Panahi, S., Watson, J., & Partridge, H. (2016). Information encountering on social media and tacit knowledge sharing. Journal of Information Science, 42(4), 539-550. https://doi.org/10.1177/0165551515598883
[30] Lopez-Cabarcos, M. A., Srinivasan, S., & Vazquez-Rodriguez, P. (2020). The role of product innovation and customer centricity in transforming tacit and explicit knowledge into profitability. Journal of Knowledge Management, 24(5), 1037-1057. https://doi.Org/10.1108/jkm-02-2020-0087
[31] Schmidt, R., Bell, R., & Warren, V. (2021). Keeping the wheels of the automotive industry turning: The use of tacit knowledge by product development workers in a multinational automotive manufacturer. Journal of Intellectual Capital, 22(6), 1106-1125. https://doi.Org/10.1108/jic-07-2020-0257
[32] Morris, M. H., Webb, J. W., Fu, J., & Singhal, S. (2013). A competency-based perspective on entrepreneurship education: Conceptual and empirical insights. Journal of Small Business Management, 57(3), 352-369. https://doi.org/10.1111/jsbm.12023
[33] Brieger, S. A., & De Clercq, D. (2019). Entrepreneurs' individual-level resources and social value creation goals: The moderating role of cultural context. International Journal of Entrepreneurial Behavior & Research, 25(2), 193-216. https://doi.org/10.1108/ijebr-12-2017-0503
[34] Szalavetz, A. (2020). Digital transformation-Enabling factory economy actors' entrepreneurial integration in global value chains? Post-Communist Economies, 32(6), 771-792. https://doi. org/10.1080/14631377.2020.1722588
[35] Tjilen, A. P., Ririhena, S. W., Antonio, L, Teturan, Y. E., Jeujanan, W., & others. (2018). The coastal community development project (CCDP) environmentally sustainable empowerment model in District Merauke. E3S Web of Conferences, 73, 2016. https://doi.org/10.1051/e3sconf/20187302016
[36] He, J., & Mai, T. H. T. (2021). The circular economy: A study on the use of Airbnb for sustainable coastal development in the Vietnam Mekong Delta. Sustainability, 73(13), 7493. https://doi.org/10.3390/su13137493
[37]Zissis, D., & Lekkas, D. (2012). Addressing cloud computing security issues. Future Generation Computer Systems, 28(3), 583-592.
[38] Cuthbertson, R. W., & Furseth, P. I. (2022). Digital services and competitive advantage: Strengthening the links between RBV, KBV, and innovation. Journal of Business Research, 152, 168-176. https://doi.Org/10.1016/j.jbusres.2022.07.030
Copyright Romanian Society for Quality Assurance 2025