起業家精神と組織管理

The poultry sector plays a vital role in the development of the country and the Government considers that poultry farming is a secure employment sector for the youth of Cameroon. It is estimated that each Cameroonian consumes about 3.48 kilograms of chicken per year and the Government hopes to reach a chicken consumption rate per inhabitant of 12kg per person per year by 2035. However, this goal is threatened by numerous challenges amongst which is the inconsistency in production. The objective of this study is to assess the effect of the risk of an increase in treatment cost management (the risk of self-medication, the risk of poor diagnosis and the risk of poor drug administration) on the production of selected broiler farms in Douala. This study was carried out using a survey research design. Simple random sampling technique was used to select the poultry farms in the three clusters, Douala III, IV and V sub-divisions that represent the areas where most of the poultry enterprises in are located Douala town. Then, purposive sampling technique was used to select 216 respondents that is 52, 56, 108 poultry farm managers and their assistants in Douala III, IV and V subdivisions respectively. Primary data was gotten through the use of a well-structured questionnaire and secondary data through magazines, newspapers, published articles and official reports. Statistical Package for Social Sciences (SPSS, 20) was used to run the major statistics from the data collected. The coefficient of multiple determinations (R2) was used to assess the effect of risks of increase in treatment cost management and broiler production. The findings reveal that, the R2 value of 0.74 indicates that, about 74% changes in the production of broilers is caused by changes in the risk self-medication (RSM), risk of poor diagnosis (RPD) and risk of poor drug administration (RPDA). The adjusted R2 value of 0.66 implies that the model is 66% goodness fit. All the three hypotheses of this research as well as the main hypothesis have been rejected. It was suggested that, the farmers should always seek the services of an animal and production professional and respect his prescriptions as far as disease diagnosis, veterinary drug choice and administrations are concerned.

Business models are a cornerstone of innovation for both startups and established firms. The term exists as part of the management lexicon, as media and scholars devote significant attention to it, especially with Internet-based and tech businesses exploiting innovative new models. This review aims to address the question concerning the current knowledge regarding the concepts of the business model and business model innovation. Starting with the business model, the paper examines the diversity of definitions that scholars offer, particularly related to its scope (e.g., firm, network) and conceptualization (e.g., activities, value). The narrative delves into a systematic review and components of the business model. It segues to examining links with the lean startup and associated canvases that encompass components to define value creation, delivery, and capture. This section closes by highlighting the diverse multitude of business models, including fifty-five common patterns, and finally, considers the assessment of the construct, most notably Teece's seven questions. The business model innovation section delves into its diverse characterizations by scholars, leading to the identification of common themes- value, process, novel, change, activities, core elements, model, and discovery. The section discusses two relevant systematic reviews that highlight gaps for further exploration. It then dives into multiple approaches, such as business model development, reconfiguration, discovery-driven planning, customer discovery, parallel play, and reinventing-the-wheel. This discussion closes by examining the role of business model innovation in the organizational learning process, particularly that of experimentation. Finally, it addresses evaluation, featuring Amit and Zott's six questions. Themes to draw for the business model involve that it (1) is essential to define a path to innovation and successful commercialization; (2) embodies the creation, delivery, capture, and apportionment of value; and (3) encompasses exploration and exploitation functions. For business model innovation, a notable extraction is that it involves a critical organizational learning process fashioning a model that offers novelty and value to the firm and its ecosystem of customers, investors, and partners.