The Role of Sustainable Entrepreneurship, Organizational Resilience, and Management Practices in the Success of Women’s MSMEs in the Digital Era
DOI:
https://doi.org/10.22441/jurnal_mix.2026.v16i2.023Keywords:
Sustainable Entrepreneurship Practices, Management Practices, Women Entrepreneurs, Micro, Small, and Medium Enterprises (MSMEs), Digital Transformation; Business SuccessAbstract
This study examines the roles of sustainable entrepreneurship, organizational resilience, and management practices in the success of women-owned micro, small, and medium enterprises (MSMEs) in the digital era. Drawing on the Resource-Based View (RBV) and Dynamic Capabilities Theory, the study develops and tests a conceptual model that positions organizational resilience as a mediating variable, while management practices and digital transformation act as moderating variables.
Objectives: To analyze the effects of sustainable entrepreneurship and organizational resilience on the success of women-owned MSMEs and to test the moderating roles of management practices and digital transformation in these relationships.
Methodology: This study employed a quantitative approach with a correlational design. The sample consisted of 100 active women entrepreneurs in the MSME sector in Malang City and its surrounding areas, selected through purposive sampling. A five-point Likert-scale questionnaire was tested for construct validity using Confirmatory Factor Analysis and for reliability using Cronbach’s alpha (α ≥ 0.70). Data were analyzed using hierarchical multiple regression, classical assumption tests, mediation analysis, and moderation analysis..
Finding: Sustainable entrepreneurship (β = 0.65; p < 0.001) and organizational resilience (β = 0.72; p < 0.001) had positive and significant effects on business success. Organizational resilience partially mediated the relationship between sustainable entrepreneurship and business success. Management practices and digital transformation moderated these relationships by strengthening the positive effects of sustainability and resilience on business performance. The R² value of 0.71 indicates that the model explained 71% of the variance in business success.
Conclusion: The integration of sustainable entrepreneurship and organizational resilience, supported by effective management practices and digital transformation adoption, represents a strategic pathway for improving the competitiveness and success of women-owned MSMEs. These findings extend Dynamic Capabilities Theory by demonstrating that sustainability and resilience capabilities function as mutually reinforcing dynamic resources.
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