Asian Business Research Journal

Sustainable Agricultural Innovation in Uzbekistan Through the Helix Models

2025-01-08T14:30:29+00:00

Uzbekistan is a double-landlocked country with an economy heavily reliant on agriculture, arguably one factor impeding the country’s development. One possible remedy to the agricultural transformation is the Helix Innovation Ecosystem. This research investigates how the pillars of the helix- academia, industry, government, civil society, and environmentalists- can be the catalysts that arise from the groans of collaboration while strategizing theories such as international relations and political case studies. The Green Industrial Revolution will allow Uzbekistan to compete favorably, be market-oriented, and maximize its comparative advantages in agriculture: renewable resources, eco-industrial parks, and energy-efficient greenhouses. Besides building institutional fittings and bridges, improving the interaction among the helix actors will facilitate climate funds in the agricultural sector. In addition, funds from the carbon market will enable socio-economic resiliency. As library-based and secondary data research, the article further acknowledges that these eluding aspects can only be comprehended through field studies that can be compared to other landlocked countries. Finally, this paper argues that balancing the interaction between the various elements of the Helix model will enable Uzbekistan to have a sustainable economic environment and focus more on innovations in the agricultural sector. It can also serve as a guide for other low-income countries with similar development problems.

Enhancing Quality of Teacher Services through Strengthening Knowledge Management, Interpersonal Communication, Organizational Support and Job Satisfaction

2025-01-09T16:01:58+00:00

Customer perceptions regarding the comparison between fulfilling needs and desires and the accuracy of delivery to balance customer expectations which are closely related to the quality of products, services and human resources are called Service Quality. Teachers are the main aspect and key determinant of successful learning, policy implementation and creative, innovative efforts, as well as the democratization of education. Teachers are the main players and spearheads in the world of education. Therefore, the existence of programs that concretely always support, accompany and help to continue to develop the personal and professional qualities of teachers is a guarantee for brilliant education. Based on preliminary research, it is known that the permanent foundation teachers (GTY) of PGRI Vocational High Schools (SMK) in Bogor Regency have relatively suboptimal service quality. Therefore, research is needed to obtain information on variables related to improving service quality. The aim of this research is to make efforts to improve the quality of service for vocational school teachers by conducting research on the influence of the variables knowledge management, interpersonal communication, organizational support and job satisfaction. This research uses the path analysis method to determine the influence between the variables studied and the SITOREM method for indicator analysis in order to obtain optimal solutions in an effort to improve the quality of vocational school teacher services.

Development of the Motives of Long-Term Customers of Health-Oriented Fitness Companies During Membership

2025-01-21T05:06:59+00:00

Sustainable product and service improvements are necessary for fitness studios to develop a long-term market and remain competitive. This is extremely important since meeting client expectations can lead to customer happiness, which in turn improves customer loyalty and financial success. The fitness studio's value-added procedures should all be focused on meeting and exceeding client expectations. Athletes' unique preferences can be taken into consideration when creating offers thanks to insights from studies on motivations in fitness sports. On the other hand, because of the more focused target group orientation, marketing campaigns can be carried out more successfully. Longtime participants in the current study receive a motivation-related instruction on how to stay motivated to work out. The responders belonged to a health-oriented fitness club. The fifteen items on the survey were broken down into seven motivation-related categories. The surveys could be filled out on site or taken home, and they were available at the gym. 278 of the 350 questionnaires that were made were filled out. 79.4% was the response rate as a result. Members who have merely received equipment-based training make up the responders. There is a slight majority (just under 53%) of male respondents, making the gender ratio about equal. The poll respondents are 56.6 years old on average, with a 13.1-year range around the mean. The age distribution shows that while younger respondents are somewhat uncommon, the number of respondents in middle to senior age has increased dramatically. Among survey respondents who have been members for more than a year, the average membership duration is 11.6 years (With a variance of 7.5 years). Significant variations in the mean value were found in 4 out of the 17 significance tests. For four reasons, there is a noticeable variation in the length of membership. The durations of these four motivations vary from 2.3 to 4.0 years. It is possible to identify in detail the following important relationships between age and motives. The following significant correlations between the motivation and age can be found in individuals; they are also not considered to be the only negative effects of this particular symmetry (the correlation is based on the statistical significance of the medium-value difference): a) People who have the motive ‘general improvement in physical fitness’ are members for longer than those who do not have it (means 11.9 years to 7.9 years); b) People who have the motive ‘positive influence on physical complaints’ and use the term ‘cardiovascular complaints’ as a synonym for their physical complaints are members for a shorter period than those who do not have it (means 8.7 years to 12.4 years); c) people who name the motive ‘independent training planning and control’ stay longer than people who do not name it (means 12.8 years to 10.5 years) and d) people who name the motive ‘preparation for their own sport’ (means 15.2 years to 11.3 years). To create lasting customer loyalty, it is therefore important to thoroughly and seriously examine the motives of the customers, to know and evaluate them and to give appropriate personal action and fitness recommendations. The knowledge gained also contributes to the long-term success of fitness clubs and to improving the image of fitness sports in general.