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Success Factors in Triple Helix Coordination: Small-Medium Sized Enterprises in Western Java

ETIKONOMI · Vol. 18 No. 2 (2019) · hlm. 233–248

DOI
10.15408/etk.v18i2.11548
ISSN
2461-0771, 1412-8969
Terbit
2019-09-22
Penerbit
Faculty of Economic and Business, Universitas Islam Negeri Syarif Hidayatullah Jakarta
Bahasa
eng

Abstrak

Triple helix model is a model of a knowledge-based economy, which collaborates with the university, business, and government sectors to help small and medium enterprises (SMEs) boost their business. The issue is the three actors have not yet synergized optimally in the development of SMEs. Hence, this study was to identify the critical success factors of the triple helix model for SMEs. This study employed a meta-ethnography and factor analysis to obtain components and indicators of the success factors. The result showed that 37 items of critical success factors have good content validity and excellent homogeneity reliability. Based on these success factors, a triple helix model consisting of six stages has developed. It indicates that these critical success factors make an essential contribution to the development and success of SMEs to achieve the goal of the program.JEL Classification: L52, L53

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  • Universitas Muhammadiyah Prof Dr Hamka
  • National Research and Innovation Agency
  • Universitas Indraprasta PGRI
  • Pancasila University
  • Jenderal Soedirman University
  • Université de Strasbourg
  • Binus University
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Rekan penulisOrganisasiArtikel bersama
Tashia Indah NastitiUniversitas Indraprasta PGRI5
Bunyamin BunyaminUniversitas Muhammadiyah Prof Dr Hamka4
Istaryatiningtias IstaryatiningtiasUniversitas Muhammadiyah Prof Dr Hamka2
Ionia VeritawatiPancasila University1
Evi SopandiNational Research and Innovation Agency1
Tatang SubagyoNational Research and Innovation Agency1
Lelly QodariahUniversitas Muhammadiyah Prof Dr Hamka1
Wini TarminiUniversitas Muhammadiyah Prof Dr Hamka1
Nani SolihatiUniversitas Muhammadiyah Prof Dr Hamka1
Nini IbrahimUniversitas Muhammadiyah Prof Dr Hamka1
Yessy Yanita SariUniversitas Muhammadiyah Prof Dr Hamka1
Siti LatifahJenderal Soedirman University1
Elin MarlinaUniversitas Muhammadiyah Prof Dr Hamka1
Wati SukmawatiUniversitas Muhammadiyah Prof Dr Hamka1
Via NoorlatipahUniversitas Muhammadiyah Prof Dr Hamka1
Yingdong LiuUniversité de Strasbourg1
Johan JohanBinus University1

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Sumber metadata: OAI-PMH (metadata jurnal) http://journal.uinjkt.ac.id/index.php/etikonomi/oai, pertama di-harvest 8 Nov 2026, terakhir terlihat 8 Nov 2026.
Metadata asli (oai_dc) 
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	<dc:title xml:lang="en">Success Factors in Triple Helix Coordination: Small-Medium Sized Enterprises  in Western Java</dc:title>
	<dc:creator xml:lang="en">Fitriani, Somariah</dc:creator>
	<dc:creator xml:lang="en">Wahjusaputri, Sintha</dc:creator>
	<dc:creator xml:lang="en">Diponegoro, Ahmad</dc:creator>
	<dc:subject xml:lang="en">critical success factors</dc:subject>
	<dc:subject xml:lang="en">SMEs</dc:subject>
	<dc:subject xml:lang="en">triple helix</dc:subject>
	<dc:subject xml:lang="en">economic development</dc:subject>
	<dc:description xml:lang="en">Triple helix model is a model of a knowledge-based economy, which collaborates with the university, business, and government sectors to help small and medium enterprises (SMEs) boost their business. The issue is the three actors have not yet synergized optimally in the development of SMEs. Hence, this study was to identify the critical success factors of the triple helix model for SMEs. This study employed a meta-ethnography and factor analysis to obtain components and indicators of the success factors. The result showed that 37 items of critical success factors have good content validity and excellent homogeneity reliability. Based on these success factors, a triple helix model consisting of six stages has developed. It indicates that these critical success factors make an essential contribution to the development and success of SMEs to achieve the goal of the program.JEL Classification: L52, L53</dc:description>
	<dc:publisher xml:lang="en">Faculty of Economic and Business, Universitas Islam Negeri Syarif Hidayatullah Jakarta</dc:publisher>
	<dc:date>2019-09-22</dc:date>
	<dc:type>info:eu-repo/semantics/article</dc:type>
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	<dc:type xml:lang="en">Peer-reviewed Article</dc:type>
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	<dc:identifier>https://journal.uinjkt.ac.id/index.php/etikonomi/article/view/11548</dc:identifier>
	<dc:identifier>10.15408/etk.v18i2.11548</dc:identifier>
	<dc:source xml:lang="en">ETIKONOMI; Vol. 18 No. 2 (2019); 233-248</dc:source>
	<dc:source>2461-0771</dc:source>
	<dc:source>1412-8969</dc:source>
	<dc:language>eng</dc:language>
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	<dc:relation>https://journal.uinjkt.ac.id/index.php/etikonomi/article/view/11548/16108</dc:relation>
	<dc:relation>https://journal.uinjkt.ac.id/index.php/etikonomi/article/view/11548/16109</dc:relation>
	<dc:rights xml:lang="en">Copyright (c) 2019 ETIKONOMI</dc:rights>
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