Swot Analysis of Strategies for Agricultural Entrepreneurs ...

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Swot Analysis of Strategies for Agricultural EntrepreneursEmpowerment

Shohreh Karami 1* and Hossein Agahi 2

Keywords: agricultural entrepreneurs,empowerment, strategies,SWOT analysis

Received: 28 December 2016,Accepted: 08 August 2017 The purpose of this study was to identify strategies for agri-

cultural entrepreneurs empowerment in Javanrod, Salase-babajani, Ravansar and Paveh counties of Kermanshah Province.The structural impact obtained was based on different qualitativetechniques and was analysed based on the SWOT model. Thefinding suggested that the most effective strengths were: adoptionof social responsibilities increasing with weighted score "0.305",knowledge, attitudes and values increasing in the agriculturalentrepreneurs with weighted score "0.300"; the most effectiveweaknesses were: lack of enough capital with weighted score"0.260", lack of entrepreneurial culture with weighted score"0.208"; the most effective opportunities were: supporting ideasand projects with weighted score "0.330", entrepreneurial skillstrading (the capacity to identify opportunities, problems andsolutions) with weighted score "0.315", and the most effectivethreats were: lack of economic security "0.265" and suitablemarket lack for products "0.250". The results suggested that byaggressive strategies such as training and entrepreneurial skillsdevelopment and technical, knowing the sources of ideas, usingnew technologies, increasing access to training and funds,access to commercial networks, creating exhibitions and con-ferences application; adaptive strategy promoting use of bankingfacilities; contingency strategies such as reducing the threat ofbeing able to create diverse career opportunities, reducing ad-ministrative bureaucracy, difficulty in getting a licence and in-frastructure to create suitable market production; defence strategyincluding reduction of threats such as economic insecurity canbe used as background empowerment entrepreneurs for agriculturalentrepreneurs empowerment.

Abstract

International Journal of Agricultural Management and Development (IJAMAD)Available online on: www.ijamad.iaurasht.ac.irISSN: 2159-5852 (Print)ISSN:2159-5860 (Online)

1 Ph.D. in Agricultural Development, Agriculture and Natural Resource Campus, Razi University, Kermanshah, Iran2 Associate Prof, Agriculture and Natural Resource Campus, Razi University, Kermanshah, Iran* Corresponding author’s email: [email protected]

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IntroDuctIonAgricultural sectors providing food, raw ma-

terials and investment needed for economic de-velopment are particularly important, becauseprovide 75% of the food needs of the population,25% of GDP, 23% of employment and a signif-icant part of non-oil exports. It is the role andimpact of capable human resources that plays acrucial role in achieving the goals and ideals ofVision 1404 and sustainable development. Therole of capable farmers entrepreneurs is importantin achieving these goals, especially in resistanceeconomy. Yet, empowerment is the missing linkthat feeling “activists of agriculture”, in thosethrough formal organization by informal tech-niques, increased conjunction with self-efficiencythat needed gain for worthy place in entrepre-neurship. The current position of Iran in entre-preneurship, according to the capacities and onten index of business, is not in suitable condition.Accordingly, Iran is flourishing business, between144 countries rated 93 and between 20 countriesin the region has the sixteenth position in report2012-2013. Therefore, the belief that empow-erment of agricultural entrepreneurs strengtheningand prosperity of abilities, capacities and talentsof this forces has been activated and bring sig-nificant economic development in the agriculturalsector; one of the fundamental strategies is tocheck the appropriate fields to empower them.That necessarily improves their intelligence andprovides realistic understanding of their capacityand capacity. This aimed to propose strategieson the agricultural entrepreneurs empowerment.According to Chang et al. (2010) and Stewartet al. (2010) identification of the dimensions ofempowerment gives a clear image to planningand increases the efficiency of human resourcesand avoids waste of human resources. In identi-fication of the dimensions of empowerment,has not been done and the gap felt in the agri-cultural entrepreneurship research. Therefore,to achieve the wanted level and position in en-trepreneurship, especially in the agriculturalsector, it is essential to analyse effective structures,empowerment agricultural entrepreneurs andwith identification and analysis of strengths,weaknesses, opportunities and threats. Possibility

of designing and codification of efficient andapplied strategies to provide for those involvedin relevant sectors and to determine the perfectplatform to upgrade independence of social andeconomic for agricultural entrepreneurs.

If creativity and innovation in agriculture isintegrated with skill and managerial capabilitiesand performance the agricultural entrepreneurshipare grown significantly. Empowerment by chang-ing knowledge, attitudes, emotions and valuesskills performing activities leading to develop-ment. Ketchum & Trist (1992) believes thatempowerment is a key reason in reducing ruralpoverty. Richardson (2006) admitted that em-power villagers with behavioural characteristicssuch as having a positive outlook on work, highself-confidence, determination and follow-upactions, the capacity to adapt with the changingenvironment, initiative at work group, willingnessto learn and absorb new information, trying toseize the opportunity, believing in the absenceof impossible, innovation, originality and cre-ativity, willingness to diversify, feel progresstowards their work, counting himself as one ofthe groups, the capacity to use skills and theircapacities and risk taking to develop rural areasmore quickly. Storey (2007) argues that to bringmotivation and job satisfaction by empowermentand promotion knowledge leads to that villagersgain more confidence. He also quoted fromDaniel Denison statement that empowermentenabling progress such as work-shy and reducingthe lead to migration. In this context Haverkort& Engel (2006) argues the mobility and creativityof rural to bear sits by empowerment andcreates a new stimulus for rural developmentand Sivayojanathan (2003) believe that the mostimportant factors of empowerment, is to have knowl-edge, power management, coordination and partici-pation with others that increases with education.

Aqhlmand and Akbari (2005) argues that em-powerment are overcoming barriers to growth,encouraging commitment to the goals, encour-aging risk-taking, creativity and innovation, en-abling people to solve the problem, increase ac-countability and remove the fear. In other words,they believe the empowerment is end to anythingthat causes stunted growth, freedom, confidence,

SWOT Analysis of Strategies for ... / Karami and Agahi

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cooperation. Blanchard et al. (2002) believesthat empowerment means to empower people,to improve their sense of self-esteem, overcomeon inability or helplessness and creative yourenthusiasm activity and internal motives theymobilize to do our duty. World Bank (2002),knows empowerment as expansion of assets andpowers of people to participate in bargaining, in-fluence, control and establish effective institutionsto enable them in life. Abbot and Wales (2001)argues that empowerment pave its own or othersway for trying to achieve individual goals.Malhotra et al. (2002) stated that empowermenthave been describing to strengthen to reach thetarget, increasing the capacity to complete thedemands, the capacity to organize, promoteconfidence and to exercise their rights to freechoice and control over resources. Mafi (2006)knows empowerment as a process in which in-dividuals, groups and communities aware ofthe current state of their lives and try to changethis situation to better condition, proper planning,and organization. From the experts view, em-powerment has a variety dimensions, includingsocial, economic, mental and psychological thatwill be described below.

Social empowerment Shaditalab (2004) defined social empowerment

by variables of attitudes change toward people,participation in social affairs, integration andwilling to participate in public spaces. This em-powerment are included increased participationin social activities means active participation ingroups and social community and group activities(Shakori, 2008) enjoyment of the legal ownershiprights and antidiscrimination of the labour marketand remove traditional beliefs (Ketabi et al., 2003)and equality in society (Gholipour et al., 2008).

Economic empowerment Economic empowerment include acquisition

or increase income, capacity to repay loans andthe power of the saving (Shakori, 2008) and fi-nancial independence (Ketabi et al., 2003).

Mental empowermentPsychological empowerment are included self-

esteem increased such issues as (feel success inlife, having high capacity, sense satisfaction ofbeing, a sense of vitality and usefulness of thework, the ability to help others if you experienceproblems), independent thinking such issues as(people trust most in their decision, expressideas and opinions, participate in family dis-cussion) feel the power of such issues as (beliefin the ability to change fate, belief in the capacityto influence events in society, believing in thecapacity to remove poverty and needy) and in-creased self-effectiveness such issues as (feelwe can improve your and family future, believesolve the problem with trying on the face of it,self-efficacy in dealing with the problem, the ca-pacity to stay calm in dealing with problems andcan use the skills to handle life) (Shakori, 2008)increased dared to reach the target, increasingthe capacity to carry out wants, be able to organizeand improve self-esteem (Malhotra et al., 2002)and gaining the power to think, to develop asense of self-worth and Belief in your ability tomake favourable changes (Gholipour et al., 2008).

Psychological empowermentResearchers and scholars made features that

are allowed for capable people which on the basisthe individual features can be commented on ca-pacity or inability. Conger and Kanungo (1988)sense personal efficacy knows index individualempowerment. Yue Fook et al. (2011) statedPsychological Empowerment suggests withwords such as: self-actualization, charisma, self-confidence, empowerment or synergy. Tohidiand Jabbari (2012) with emphasis on the multi-dimensional empowerment stated five dimen-sions: sense of meaningful, sense of competence,sense of choice, sense of being effective andsense of trust that will be explained as follows:

Sense of meaningfulAppelbaum and Hongger (1998) believes that

meaningful is the opportunity to know thatpeople feel important and follow valuable jobobjectives; they feel that they are moving onthe road is that worth the time and energy.Mooghli et al. (2009) argue that strong peoplehave a sense of meaningfulthey have value for


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the purpose or objectives which employed. Theideals and standards are the same, as what isdone. Activity in their value system is important,they are accurate about what they produce, andthey believe it. Abdollahi (2005) meaningful,as the value of a career goals and person'sintrinsic interest in the job. Spreitzer (2007)also meaningful knows the balance betweenwork needs and beliefs, values and behaviour’s.

Sense of competence (self-efficacy)Abdollahi (2005) argues that competence is

the degree which a person can do the job taskswith skill and success. Mooghli et al (2009)also believes that strong people have a sense ofself-efficacy, and believes that they have powersand expertise necessary for a successful thesuccessful accomplishment of their work. Em-power people not only feel competence, butfeel confident that they can do so with efficiency.Bandura (1997) also knows competence as apersonal belief that a person feels capacity toperform their assigned duties successfully andthere are three conditions for the individual'ssense of self-efficacy: the belief in the capacityto perform work, believe the effort needed toapply capacity and lack of no external barrierthat they were prevented from doing the job.

Sense of choice (Autonomy)Thomas and Velthhouse (1990) believes that

choice right means freedom and independenceto decide the activities necessary to perform jobduties. Breeding (2008) also believes that em-powerment is facilitated when people learn toself-determination behavior. Self-determinationis actively engaged in work and the belief thatdepends individual performance can lead tosuccess. Mooghli et al. (2009) argue that whenpeople rather than force to participate, voluntarilyengage in their duties, they feel having a choicein their work. Research shows that this feelingis accompanied with less work alienation in en-vironment, greater job satisfaction, higher levelsof performance, greater entrepreneurship andcreativity, higher levels of job involvement andless work pressure. According to Gagne andDeci (2005) this sense include action which is

associated with sense of freedom and experience.Dickson and Lorenz (2009) also believes senseof choice related to the efforts of individualsand groups to increase control over the qualityand personal satisfaction.

Gibbs (2009) also believes the right choicebecause of their participation in the programsand support in various fields, causing organiza-tional goals, human resources and priorities toconnect to each other.

Sense of being effectiveSpreitzer (2007) believes, the impact or ac-

cepting personal outcome is the degree to whicha person may be affected the result of strategic,administrative and operational jobs. Accordingto Mooghli et al. (2009) empowering peoplebelieve they can influence the work environmentor results to bring about change. They believeobstacles can be managed, in fact they are feelingactive control. Wetten and Cameron (1998) Be-lieve this depends on the ability to recognizeareas of influence as much as the same amountof capacity to manage and change the externalenvironment in order to increase its domination.According to Moye et al. (2005) A sense of ef-fectiveness, is feelings that one would be influencestrategic, managerial strategies, outcomes andjob results and Dickson and Lorenz (2009)argued that sense of being effective is to begiven an individual.

Sense of trustMishra and Spreitzer (1999) know this sense

as trust between subordinates and elites that re-lated to the interest and competence, opennessand trust in another.

Given that Iran's position in entrepreneurshipby the existing capacity and competences, isnot ideal.

This study, structural analysis affecting the ofagricultural entrepreneurs to empowerment iden-tify opportunities and threats as both externalfactors and the strengths and weaknesses as in-ternal factors was performed analysis, validationand engagement with them offered strategies toincrease those Agricultural entrepreneurialabilities and capacities (Figure 1).


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The general objective was identify strategiesto agricultural entrepreneurs empowerment.

This was followed with specific goals toachieve the aim:

1. Identify the strengths and weaknesses ofagricultural entrepreneurs empowerment;

2. Identify opportunities and threats of agri-cultural entrepreneurs empowerment;

3. Assess the validity and importance of eachinternal and external structures of agriculturalentrepreneurs empowerment and

4. Provide suitable strategies for agriculturalentrepreneurs empowerment.

MAtErIALS AnD MEtHoDSIn this study mix research method, the combi-

nation of qualitative and quantitative techniquesapplied. Access to agricultural entrepreneursviews and collect data for seven weeks, by theresearch team (specializing in the extension anddevelopment of agriculture) was performedusing different qualitative techniques; accordingto the nature of observational and interview,this advantage was, the strengths, weaknesses,opportunities and threats, once checked, andthe effects each of them was seen interactingwith each other. Data from observations and in-terviews analysed, using SWOT model, thenbased on the above analysis, a questionnairewas given to determine the weight and rating ofthe entrepreneurship experts and finally thematrix of strengths, weaknesses, opportunitiesand threats in four different states: SO, WO, ST,WT were considered to provide adaptation, de-fensive, aggressive and contingency strategies.

The Study population was agricultural entrepre-

neurs in Javanrod, Salasebabajani, Ravansar andPaveh counties of Kermanshah province. Theoreticalsampling continued until, theoretical saturationwhich 45 people of agricultural entrepreneurs,with repeated structures, were included.

Identification and analysis of strengths, weak-nesses, opportunities and threats was performedby focus group interviews, and observation.According to data from the qualitative phasequestionnaire was designed to determine thevalidity of structural affecting the agriculturalentrepreneurs empowerment, with the coefficientof importance Rate 1 to 5, were used.

rESuLtSBased on the findings, demographic data

showed the average age of agricultural entre-preneurs in this study was 33 years old, theoldest 69 years old and the youngest 18 yearsold. %73.3 were male and the rest of them werefemale. In regard to level of education modewas middle schools. %82.2 have an experienceof participation in the working group and %17.8had no experience of participation in the workinggroup (Table 1).

To achieve the strengths and weaknesses ofagricultural entrepreneurs empowerment (internalstructures), based on the documentary, obser-vation and interviews, viewpoints and perspec-tives of agricultural entrepreneurs, based onthe Strategic SWOT, was detected an effectivestructures including the strengths and weaknessesmajor agricultural entrepreneurs empowerment(Table 2).

To identify opportunities and threats agriculturalentrepreneurs empowerment (external structures),


Figure 1. Conceptual framework of the research

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according to the documentary, observation andinterviews, viewpoints and perspectives of agri-cultural entrepreneurs, were identified as itshown in Table 3, Structures external, opportu-nities and threats affecting major agriculturalentrepreneurs empowerment.

In the next step, a questionnaire was prepared,which according to this, the validity of anystructure, with the coefficient of importancerate 1 to 5, were evaluated (Tables 4 and 5).And finally, the weight of each structure wascalculated and by determining the weightvalidity of each construct, and allows quantitativecomparisons strengths and weaknesses, oppor-

tunities with threats were provided. Accordingto the internal structure evaluation matrix, thecredibility of weight, it was determined themost effective strengths: adoption of social re-sponsibilities increasing with weighted score"0.305", knowledge, attitudes and values in-creasing in the agricultural entrepreneurs"0.300", power increasing "0.300", social capitalreinforcement "0.290", positive vision increasingto agricultural entrepreneurship "0.232", self-confidence increasing "0.228" and self-esteemincreasing "0.220". The most effective weak-nesses include: lack of enough capital withweighted score "0.260", lack of entrepreneurial

SWOT Analysis of Strategies for ... / Karami and Agahi Table 1Demographic Characteristics of Agricultural Entrepreneurs

Item Frequency Percent Mode

Age (years)

Gender

Level of Education

Experience of Participation

<2020-3030-4040-5050>Male

FemaleIlliterate

Elementary SchoolsMiddle SchoolsHigh Schools

AboveExperience of Participation

No Experience of Participation

37

19115

331217

151210378

6.715.642.224.411.173.326.72.2

15.633.326.722.282.217.8

33

Male

Middle schools

Experience ofParticipation

Table 2Matrix of Strengths and Weaknesses of Agricultural Entrepreneurs Empowerment (Internal Structures)

Strengths Weaknesses

S1:Family support increasingS2:Local support increasingS3:Social capital reinforcementS4:Self-Esteem increasingS5:Social responsibilities increasingS6:Knowledge, attitudes and values increasingS7:Positive vision increasing to agricultural entrepreneurshipS8:Self-Confidence increasingS9: Compliance with conditions and living conditionsS10: Having FacilitiesS11: Feel of progress and PromotionS12: Increasing the diversity of lifeS13: Welfare increasingS14:Power increasing

W1:Lack of entrepreneurial cultureW2: Lack of riskW3:Lack of enough capitalW4:Lack of skillW5:Poor decision-making powerW6:Lack of quality of collective life

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culture "0.208", lack of quality of collectivelife "0.180", and lack of skill "0.132". Accordingto the survey evaluation matrix of structuresexternal (opportunities and threats) by the

credit weight, it was determined the most ef-fective empowerment facing opportunities agri-cultural entrepreneurs: supporting ideas andprojects "0.330", entrepreneurial skills trading


Table 3Matrix of Strengths and Weaknesses of Agricultural Entrepreneurs Empowerment (Internal Structures)

Opportunities Threats

O1:Technical skills trading credit (the capacity to organize,completing tasks and administration)O2: Entrepreneurial skills trading (the capacity to identifyopportunities, problems and solutions)O3:Ideas gain sources tradingO4:Supporting ideas and projectsO5:Low-interest loansO6: Educational programming suitable governmentO7:Government and university cooperationO8:Access to business networksO9: Access to needed resources, especially financial andtraining resourcesO10: Create Applications exhibitions and conferences O11: The use of new technologies rather than traditionalO12: Being of ICT infrastructure

T1:Lack of useful skills training

T2:Impossibility to create diverse jobopportunitiesT3:Appropriate market lack for productsT4:Lack of needed facilitiesT5:Lack of economic securityT6: Legal obstaclesT7: Office bureaucracyT8: difficulty of authorization process

Table 4Internal Structures Evaluation

Strengths Rating Weight Weightedscore

Social responsibilities increasingKnowledge, attitudes and values increasingSocial capital reinforcementPower increasingPositive vision increasing to agricultural entrepreneurshipSelf-Confidence increasingSelf-Esteem increasingFamily support increasinglocal support increasingCompliance with conditions and living conditionsFeel of progress and PromotionIncreasing the diversity of lifeWelfare increasingHaving FacilitiesTotal

Weaknesseslack of enough capitallack of entrepreneurial culturelack of quality of collective life lack of skillLack of riskPoor decision powerTotal

Total weighted score

55554443332211

Rating544333

0.0610.0600.0600.0580.0580.0570.0550.0540.0540.0530.0530.0530.0500.0500.722Weight0.0520.0520.0450.0440.0440.0410.278

1

0.3050.3000.3000.2900.2320.2280.2200.1620.1620.1590.1060.1060.0500.0502.670

Weighted score0.2600.2080.1800.1320.1320.1231.0353.705

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(the capacity to identify opportunities, problemsand solutions) "0.315", technical skills trading(the capacity to organize, completing tasksand administration) "0.310", ICT infrastructureexistence "0.300" and access to business net-works "0.256", and the most effective threats,include: lack of economic security with weightedscore "0.265", suitable market lack for products"0.250", difficulty of authorization process"0.235", lack of needed facilities "0.180" andlack of useful skills training "0.172".

To prioritize strengths, weaknesses, opportu-nities and threats agricultural entrepreneurs em-powerment, were shown (Figure 3).

In the next step, adaptation, defensive, ag-gressive and contingency strategies were pre-sented, which the planning, development andimplementation of these strategies can be practicalsuggestions for planners and policy makers(Table 6).

DIScuSIon AnD concLuSIonS Empowerment is a process which human are

beings empower of organizing itself and usingby self-confident of your capacities and talentsto free choice and control resources. In the em-powerment process, people were strengthenedventured out to reach the target and benefitingthe capacity to complete their wants. Therefore,it is necessary with a general understanding ofthe role of agricultural entrepreneurship in theeconomy of rural communities and their needsas effective members in the process of rural de-velopment and agricultural producers considerand implement strategies to empower them.

The final goal of research will be presentedstrategies which the planning, development andimplementation of these strategies can be practicalsuggestions for planners and policy makers(Table 6).

In line with the first aggressive strategy, Kumar

SWOT Analysis of Strategies for ... / Karami and Agahi Table 5External Structures Evaluation

Opportunities Rating Weight Weightedscore

Supporting ideas and projects Entrepreneurial skills trading (the capacity to identify opportunities,problems and solutions)Technical skills trading (the capacity to organize, completing tasksand administration)Being of ICT infrastructure Access to business networksIdeas gain sources tradingEducational programming suitable governmentGovernment and university cooperationAccess to needed resources, especially financial and training resourcesCreate Applications exhibitions and conferences The use of new technologies rather than traditionalLow-interest loansTotal

ThreatsLack of economic security Suitable market lack for productsDifficulty of authorization processLack of needed facilitiesLack of useful skills trainingLegal obstaclesImpossibility to create diverse job opportunitiesOffice bureaucracyTotalTotal weighted score

55

5

544433322

Rating5554443 3

0.0660.063

0.062

0.0600.0590.0570.0560.0550.0530.0520.0510.0490.683Weight0.0530.0500.0470.0450.0430.0410.0380.0360.317

1

0.3300.315

0.310

0.3000.2560.2480.2240.1650.1590.1560.1020.1022.667

Weighted score0.2650.2500.2350.1800.1720.1640.1140.1081.4884.155

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and Ali (2010) has been stressed keeping up-to-date job skills and workshops and trainingcourses in entrepreneurship development.

The findings of Wang and Costello (2009)also show growing up-to-date with changes intechnology is effective in to develop entrepre-neurship and business small units.

In accordance with the fourth aggressive strat-egy, Gumus et al. (2007) that pointed the skillsand the training courses for entrepreneurs asbusiness climate index.

In line with the fifth aggressive strategy,Aqajani et al. (2005) also focused on to create

exhibitions and applications conferences.Executive solutions proposed to use of strengths

and take advantage of opportunities, focusedon the areas of development of infrastructures,training, developing entrepreneurial skills andtechnical. Thus organization in charge of entre-preneurship development, rural developmentand agricultural development and practical useof aggressive strategy to agricultural entrepreneursempowerment, is suggested by this study.

In accordance with the first adaptation strategy,in this context (Cole & Bachayan, 2007) alsobelieve that lack of education and skills, is


Figure 2. Climate of agricultural entrepreneurs’ empowerment

Figure 3. Prioritize SWOT of agricultural entrepreneurs’ empow-erment

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denied the opportunity of social participation.In line with the results Anand Singh and Krishna(1994) in India who are emphasis on tradingand technical with entrepreneurial skills.

In line with the Sconed adaptation strategy, in

this context Aqajani et al. (2008) in their study,stated that requirement for carrying out entre-preneurial ideas needs to know the prerequisites.To provide this requirement is the government’sduty such as creation of exhibition and applied

SWOT Analysis of Strategies for ... / Karami and Agahi Table 6Strategies to Agricultural Entrepreneurs Empowerment SWOT

Strategies to Agricultural Entrepreneurs Empowerment

Threats Opportunity

Strengths

Weaknesses

Contingency Strategies (S-T)1. Increased self-confidence andself-esteem can be used to reducethreats lack of diverse career op-portunities 2. Family support increasing, localsupport increasing and reinforce-ment of social capital can be usedto reduce threats administrative of-fice bureaucracy and the difficultyof licensing 3. Social capital reinforcement andhaving the means can be used toreduce threats lack of productssuitable market

Defensive Strategies (W-T)1. By reducing the weaknesses ofempowerment, such as lack of en-trepreneurial culture it can be ben-efit to reducing threats to creatediverse career opportunities.2. By reducing the weaknesses thelack of capital can be used to re-duce threats as in economic inse-curity.3. By reducing the lack of entrepre-neurial culture and poor decision-making power can be used toreduce threats the impossibility tocreate diverse career opportuni-ties, and lack of market products asa defence strategy.

Aggressive Strategies (S-O)1.By changes in knowledge, attitudes and values; canbe as aggressive strategy to opportunistic tools forteaching and trading of entrepreneurial skills (the ca-pacity to identify opportunities, problems and solu-tions), teaching and trading of technical skills (thecapacity to organize, completing tasks and adminis-tration) and identify the sources of ideas.2. Through power increased, self-confidence and self-esteem increased can be used to opportunistic toolsto use new technologies 3. By increasing positive view to the work and facilitiesEnjoyment can be acted to create opportunity to in-crease access to needed resources, especially finan-cial resources and training.4. Increasing to feel progress and development canbe used to create opportunities to develop their skills.5. By reinforcement of social capital can be used toaccess to business networks and creation exhibitionsand applications conferences.Adaptation Strategies (W-O)1. Lack of the necessary skills in the cause of the lossof many opportunities including community involve-ment and understanding own real needs. Therefore,through adaptation strategy can be provided the useof opportunity to trading and teaching entrepreneurialskills (the capacity to identify opportunities, problemsand solutions), trading and training with technicalskills (the capacity to organize, completing tasks andAdministration).2. Lack of entrepreneurial culture is the cause of theloss of many opportunities such as the use of newtechnologies. So it can be possible by adaptive strate-gies to provide the requirement of the use of exhibi-tions and application conferences.3. The Lack of adequate capital, leads to the loss ofthe opportunities. Therefore, can be provided moreopportunities to adequate capital.4. Poor decisions-making power is causing the lossof many opportunities, including sources familiar withthe ideas. Therefore, can be provided more opportu-nities to recognize the sources of business idea foragricultural entrepreneurs.

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conferences. Crane and Meyer (2009) also con-firmed that the lack of culture support as abarrier to entrepreneurship climate. Kline (2007)also referred to domination of social and culturalclimate and positive and significant and positiverelationship between individual entrepreneurialactivities.

In accordance with the third adaptation strategy,Aqajani et al. (2007) stated that low-interestloans as the primary requirement for entrepreneur,which is the principle government duty. Thisfinding is in line with Crane and Meyer (2009)that they insisted on the lack of capital as oneof the barriers to entrepreneurship.

In line with the fourth adaptation strategy,Rezvani & Najarzadeh (2009) that stated sourcesfamiliar with the business idea is known as theprocess of entrepreneurship development forrural people. Bulut and Alpkan (2006) also haveconfirmed that support to develop opinions andideas and projects as an important factors forentrepreneurial climate.

Proposed executive solutions to deal withweaknesses and take advantage of opportunities,focused on the areas of training, developmentof social skills, developing entrepreneurialskills and development facilities. In this contextit is necessary policymakers and planners topay special attention to methods benefit fromthe facilities and Stakeholders in differentsectors including rural development and agri-culture with the practical application from ad-justment strategies to agriculture entrepreneursempowerment.

In accordance with the second contingencystrategy, Roxas et al. (2007) that are emphasizedon indexes such as social support system,informal networks, and family support as suitableentrepreneurial climate.

In line with the third contingency strategy,Agahi and Karami (2012) that stated the man-agement of social capital in society is due toproducts quality and attention to developmentof new products in conjunction with awarenessabout global market and interact with influentialcommunity.

To reduce the threat by reinforcement strengths,the most implementation strategy that will offer

is comprehensive participation of the ruralpeople and agricultural sector entrepreneurs atdifferent stages of policy making, planning andimplementation.

In accordance with the first defensive strategy,Crane and Meyer (2009) which examines to de-velop entrepreneurship on Canadian entrepre-neurs, believes that cultural barriers comparedwith other barriers, have a larger role in policieschange and government policies on entrepre-neurial climate.

In line with the second defensive strategy,Tansel (2002) agrees and Aqajani et al (2007)stated low-interest loans as a necessary fieldsof entrepreneurship. Gumus et al. (2007) alsohave stressed the lack of capital in the entrepre-neurial climate as a serious threat.

In accordance with the third defensive strategy,Agahi and Karami (2012) that shows, manage-ment of social capital at the individual level,personal motivation and desire to promote jobknowledge, at the grope level, active participation,cooperation, courtesy, mutual honestly, sharedvision of the future, at the community level, at-tention upgrade product quality, attention to de-velop new products, awareness of global marketsand interaction with community and organiza-tional level, connection with other cooperatives,use and sharing experiences with other cooper-atives have significant effect to their ability todevelop.

The boost implementation strategy to proposein order to deal with weaknesses and mitigatethreats is focused on the areas of culture anddevelopment facilities. In this context it is nec-essary that policy-makers and planners considerpromoting an entrepreneurial culture in a specialform. Also benefit from convenient and easybanking facilities in this group of strategies isimportant. So custodians of various sectors withthe application of defence strategies can takeaction, in order to empower agricultural entre-preneurs.

AcknowLEDgEMEntSThe authors gratefully acknowledge from agri-

cultural entrepreneurs for cooperate them inthis research.


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How to cite this article:Karami, S., & Agahi, H. (2018). SWOT analysis of strategies for agricultural entrepreneurs empow-erment. International Journal of Agricultural Management and Development, 8(2), 307-320.urL: http://ijamad.iaurasht.ac.ir/article_541795_ad472e2ca4edf8368ca6151dd3951c35.pdf

Swot Analysis of Strategies for Agricultural Entrepreneurs ...

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