International Journal of Marketing & Human Resource Research e-ISSN 2746-4040 Vol.
07 No.
April 2026 The Effect of Resilience and Entrepreneurial Mindset on the Business Sustainability of Micro.
Small, and Medium Enterprises (MSME.
in Dayeuhkolot District Arfani Rahmasari1*.
Benny Bernadus2 Universitas Indonesia Membangun.
Bandung.
Indonesia Corresponding author: arfanirahmasari@student.
bernadus@inaba.
Article Information:
Received: March 06, 2026.
Accepted: March 14, 2026.
Published: April 03, 2026 Abstract MSMEAos hold a strategic role in national economic stability, even though the era of disruption has significantly changed the business landscape.
The complexity of the global economy poses challenges to MSME sustainability, particularly in Dayeuhkolot District, where economic uncertainty and intense competition prevail.
This study analyzes the influence of resilience and entrepreneurial mindset on business sustainability, both partially and simultaneously.
The approach employs a quantitative method using multiple linear regression analysis.
The sample size was 100 respondents, as per the Levene test.
Data were collected through a questionnaire containing a number of statements with a 1-5 Likert scale.
The analytical results show that the resilience and entrepreneurial mindset variables jointly account for 9% of the variation in business sustainability (R Square = 0.
p < 0.
Partially, resilience has a significantly positive effect ( = 0.
p < 0.
, indicating that a high level of resilience increases sustainable growth capacity.
Similarly, the entrepreneurial mindset has a significant positive effect ( = p < 0.
, supporting long-term business adaptation.
However, business sustainability remains a complex phenomenon influenced by external factors beyond the scope of this research model.
Keywords:
Resilience.
Entrepreneurial Entrepreneurs Mindset.
Business Sustainability.
SMEs.
Published by:
Page The strategic significance of the Micro.
Small, and Medium Enterprises (MSME.
sector within the global economic structure is evident in its contribution of 99% to the aggregate count of enterprises across various countries and its status as the largest employer internationally (Damiano & Valenza, 2.
According to 2021 statistics published by the Ministry of Cooperatives and Small and Medium Enterprises of the Republic of Indonesia, the MSME sector accounted for 61.
07% of the national Gross Domestic Product (GDP) and employed 97% of Indonesia's total labor force (Budiman, 2.
This highlights the strategic role of MSMEs in national economic stability, even though the era of disruption has significantly changed the business landscape.
Rapid technological developments and social changes require business actors to adapt and innovate in order to survive in an increasingly competitive market Introduction International Journal of Marketing & Human Resource Research e-ISSN 2746-4040 Vol.
07 No.
April 2026 (Bernadus & Prasetyaningtyas, 2.
In addition, changes in consumer behavior also encourage business actors to continue to provide innovative, sustainable products and services that are responsive to market needs (Cheruiyot, 2.
The complexity of global economic dynamics continues to create sustainability challenges, particularly amidst economic volatility, shifting consumer preferences, and increasing MSMEs are urged not merely to ensure survival but to implement adaptive strategies and strategic transformations aimed at sustaining competitiveness and guaranteeing long-term sustainability (Sitompul et al.
, 2.
The concept of business sustainability is not only interpreted as an orientation that goes beyond the mere achievement of profit, but also comprehensively considers the quality of life of stakeholders and environmental preservation (Prabawani, 2.
This strategy corresponds to the Triple Bottom Line paradigm developed by John Elkington, that simultaneously integrates three main dimensions, namely economic performance (Profi.
, social dimensions (Peopl.
, and environmental aspects (Plane.
(Alhaddi.
Recky et al.
revealed findings that are in line with the principles of the TBL in their research on the empowerment of the Cibaduyut community through innovation in the social and economic fields.
Strengthening skills capabilities and increasing active community participation, accompanied by the implementation of environmentally friendly technology and increased MSME sector income, has had a positive impact and opened up opportunities for sustainable growth.
This situation further reinforces the relevance of applying the TBL conceptual framework regarding community empowerment, given the strategic role of MSMEs in local economic development and community capacity building (Arifa et al.
, 2.
The implementation of sustainable practices, still faces various limitations and significant MSMEs, especially in rural areas, generally choose short-term strategies that provide immediate benefits over long-term transformations that require large capital (Nalini.
These resource constraints cause MSME actors to avoid complex sustainability strategies (Jalil et al.
, 2.
, including most MSMEs in Dayeuhkolot District.
Bandung Regency, which have not implemented long-term sustainability strategies.
Published by:
Page The challenges faced by MSME actors in Dayeuhkolot District are becoming increasingly complex due to increasingly dynamic changes in consumer behavior.
Putri & Mubarok .
state that repeat purchase interest is influenced by service quality and price effectiveness.
However, in practice.
MSME actors in Dayeuhkolot District are experiencing a decline in customer loyalty and difficulty in reaching new consumers due to changes in consumer MSMEs in Dayeuhkolot District are a dynamic business sector, but they are vulnerable to various changes in the business environment.
MSME actors often complain about obstacles in running a sustainable business.
They face various economic obstacles such as fluctuations in raw material prices, limited access to production financing, and income instability, which make it difficult to maintain production continuity, financial stability, and long-term planning.
addition, a lack of innovation, unstructured financial management systems, and business models that have not kept pace with the times have caused MSMEs to experience delays in their development and difficulty in moving up the ladder (Anggraeni et al.
, 2.
These conditions require business actors to be more innovative and adaptive in order to maintain and develop their businesses (Sajekti et al.
, 2.
International Journal of Marketing & Human Resource Research e-ISSN 2746-4040 Vol.
07 No.
April 2026 preferences towards competitors who offer products at more affordable prices and easier This condition ultimately increases the intensity of competition among business actors.
Limitations in adapting technology also pose a significant challenge for MSME actors in Dayeuhkolot District.
The inability to adopt this technology not only reduces competitiveness but also limits long-term sustainability potential (Ramadhani et al.
, 2.
Furthermore.
MSME actors find it difficult to maintain business partnerships due to concerns about the risk of loss.
This condition reflects the inability of MSME actors in Dayeuhkolot District to manage business risks and build trust with strategic partners, which ultimately limits access to external resources that support business sustainability (Mcdowell et al.
, 2.
These problems indicate that, in addition to limited external resources, low resilience and adaptive entrepreneurial mindset are also factors that influence the difficulties faced by MSMEs in Dayeuhkolot District in maintaining business sustainability.
Resilience in individuals is the ability to adapt, persevere, and recover from external pressures without compromising optimal performance (Tang, 2.
In the realm of entrepreneurship, resilience encompasses the capacity to face risks, flexibility in transformation, and the ability to maintain endurance amid the ever-changing dynamics of the business environment (Saad et , 2.
Empirical research by Angeles .
reveals that resilience, self-confidence, and openness to change among MSME entrepreneurs in Southeast Asia show a positive correlation with innovation and technological adaptation capabilities.
Research by Olaleye et al.
reinforces this finding by showing that resilience functions as a mediator in the relationship between innovation capability and sustainability.
Furthermore.
Harding et al.
emphasize that resilience, as an essential component of psychological capital, contributes significantly to the formation of an entrepreneurial mindset, especially in crisis situations.
Published by:
Page Various challenges and obstacles faced by MSMEs in Dayeuhkolot District have the potential to hinder business sustainability in the long term.
A number of previous empirical studies have revealed that resilience and entrepreneurial mindset have an influence on business sustainability, although in general these two variables have been studied separately and have not been analyzed simultaneously.
Additionally, to date, there is limited empirical evidence specifically investigating the interrelationships among these three variables within the MSME In response to this gap, the current study endeavors to assess the partial and simultaneous influences of resilience and entrepreneurial mindset on MSME sustainability within Dayeuhkolot District.
Utilizing the Triple Bottom Line paradigm, this research integrates the theoretical perspectives of resilience, entrepreneurial mindset, and business sustainability to foster a deeper comprehension of sustainability determinants.
The findings are expected to enrich the literature on entrepreneurial psychology and serve as a basis for MSME Entrepreneurial Mindset is defined as the tendency of business actors to identify, evaluate, also take advantage of opportunities through a series of processes of searching for and developing new opportunities.
(Bosman & Fernhaber, 2.
Based on the perspective put forward by McGrath and MacMillan, individuals with an entrepreneurial mindset tend to prefer to accept uncertainty rather than avoid it, have a tendency to view things from a simpler perspective, and have a high motivation to learn from the experience of taking risks (Purba, 2.
Ardana et .
found that entrepreneurial mindset positively correlates with and significantly affects business sustainability.
Collectively, these findings indicate that business sustainability is not autonomous, but rather a manifestation of the dynamic interaction between the psychological resilience of business actors and an adaptive entrepreneurial mindset.
International Journal of Marketing & Human Resource Research e-ISSN 2746-4040 Vol.
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April 2026 practitioners and the Dayeuhkolot District Government in strengthening empowerment strategies and programs to support the langfrist sustainability of the MSME sector.
Literature Review 1 Sustainable Development According to the 1987 framework of the World Commission on Environment and Development, sustainable development is conceptualized as a developmental trajectory that satisfies contemporary requirements while preserving the capability of future generations to fulfill their own (Dari, 2.
The concept of sustainability, is not merely understood as a longterm concept, but also as a process that requires the system's capability to respond to the dynamics of change.
Based on the perspective proposed by Folke, a sustainable system is characterized by its ability to maintain stability when faced with various disturbances, along with its capability to adapt dynamically to an ever-changing business environment.
The system's capability to learn from experience, adjust management patterns, and respond to environmental pressures are crucial elements in maintaining long-term sustainability.
Thus, sustainable development requires a system that is not rigid, but adaptive and responsive to change (Folke et al.
, 2.
Beyond adaptive capacity, stakeholder engagement is a crucial aspect that needs attention in supporting the sustainable development process.
The sustainable development process cannot be carried out unilaterally, but requires the active involvement of various stakeholders in all stages of planning and implementation.
Based on this perspective, sustainable development emphasizes the importance of integrating stakeholders in all aspects that require action and effectively manifesting their roles (Dari, 2.
The micro, small, and medium enterprise (MSME) sector has a strategic role as an integral component of the socio-ecological system that interacts directly with local communities and the surrounding environment.
Beyond its main function of driving economic growth, the MSME sector also has significant potential to reduce social inequality in society through the optimization of local resource utilization and the creation of employment opportunities (Novianti et al.
, 2.
2 Business Sustainable The conceptual framework of Triple Bottom Line was first propounded by Elkington.
This conceptual framework emphasizes three main dimensions, namely economic value .
, environment .
, and society .
Profit is defined as consistent business growth in Published by:
Page 3 Triple Bottom Line Sustainable development in the business sector is conceptualized as an effort to meet the needs of stakeholders at present without compromising their needs in the future.
A business entity can be categorized as sustainable if it is not only capable of generating profit, but also simultaneously improves the quality of life of stakeholders who interact with the business while maintaining environmental sustainability.
The concept of business sustainability differs fundamentally from the conventional business paradigm, in that it places corporate profit on an equal footing with environmental and social considerations (Prabawani, 2.
Sustainable practices in a business require careful attention to all aspects of business activities, including the input, output, handling process, and after-sales phases (Dari, 2.
Based on these considerations, the concept of business sustainability emphasizes a simultaneous balance between achieving economic profit, social responsibility towards stakeholders, and environmental preservation as the foundation for business continuity in the long term.
International Journal of Marketing & Human Resource Research e-ISSN 2746-4040 Vol.
07 No.
April 2026 the long term without sacrificing other dimensions of life, such as environmental and social Based on the perspective put forward by Baumgratner & Ebner, the sustainability dimension of profitability can be identified through several elements, including technology and innovation, strategic cooperation, quality, knowledge and product management, supply chain, and sustainability reporting.
People refers to business practices that provide benefits and are fair to workers, social capital, and society at large (Dari, 2.
The human framework is seen as the company's responsibility not only to shareholders but also to employees, business partners, customers, and communities in their operational areas (Phu Giang et al.
, 2.
Meanwhile, according to Edeigba & Arasanmi, planet emphasizes the effectiveness of companies in managing their operational footprint on the environment (Dari, 2.
This environmental dimension includes the minimization of ecological impacts, efficient use of energy resources, and reduction of greenhouse gas emissions and waste (Baumgartner & Ebner, 4 Resilience In an applied context, resilience is relevant in supporting business sustainability.
Based on the definition put forward by Connor & Davidson Resilience is conceptualized as the ability to adapt positively in the face of failure, pressure, and challenging situations.
Entrepreneurial resilience, conceptualized as a multidisciplinary construct, delineates the capacity of an entrepreneur to react and adjust constructively to adverse, unpredictable, and demanding economic environments, with the specific aim of sustaining business continuity under such conditions (Cheruiyot, 2.
According to Tang .
Resilience is fundamentally described as an internal ability to adapt, endure, and restore equilibrium amidst external pressures, thereby ensuring that optimal performance standards are maintained.
Five dimensions of resilience are identified by Connor & Davidson .
, which include self-competence, standards and perseverance, trust in their own instincts, negative emotion tolerance, stress strengthening effects, positive change acceptance, secure attachment, control, and spiritual The five dimensions proposed by Connor & Davidson were then adapted and implemented by Ayala & Manzano .
in the context of entrepreneurship.
Based on this, three dimensions were identified as having higher relevance for entrepreneurs.
The first dimension, hardiness, is the individual's ability to integrate behavior with goal setting, uncertainty, frustration, commitment and the ability to make decisions when faced with unexpected events or situations, and failure.
The second dimension, resourcefulness, is an individual's resilience in facing challenges and unpleasant situations so that they can achieve their goals and obtain support from external and internal sources that prioritize individuals in their efforts.
Individuals feel in control of their lives to manage unpleasant events and situations.
The third dimension, optimism, refers to an individual's positive attitude when facing unpleasant and risky situations.
Individuals who have an optimistic attitude and mindset are able to control all the risks they will face in order to achieve their goals.
Individuals strive to improve the situation by doing more than expected and are able to control unpleasant feelings (Fitriani, 2.
Published by:
Page Entrepreneurial mindset, is defined as an individual's tendency to identify, evaluate, exploit opportunities through a series of processes of searching for also developing new opportunities (Bosman & Fernhaber, 2.
Based on the perspective put forward by McGrath and MacMillan, individuals with an entrepreneurial mindset tend to prefer accepting uncertainty 5 Entrepreneurial Mindset International Journal of Marketing & Human Resource Research e-ISSN 2746-4040 Vol.
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April 2026 rather than avoiding it, tend to view things from a simpler perspective, and have a strong motivation to learn from the experience of taking risks (Purba, 2.
An entrepreneurial mindset encompasses a set of values, attitudes, and skills necessary for success as an entrepreneur, and it can vary among businesspeople.
A number of empirical studies reveal that some entrepreneurs have a stronger entrepreneurial mindset, which significantly affects their business success (Manafe et al.
, 2.
According to the conceptual framework proposed by McGrath and MacMillan, entrepreneurial mindsets are classified into seven types.
The first type, action-oriented, sees entrepreneurship as a challenge that must be faced and conquered, even in situations fraught with uncertainty.
The second type, focus on execution, is characterized by entrepreneurs with an entrepreneurial mindset who manifest their ideas through concrete actions rather than overanalyzing new The third type, simple thinking, enables entrepreneurs to see problems clearly and solve them sequentially with a simple approach.
The fourth type, creative entrepreneurs, develop innovative sales methods, are highly willing to learn new things, are open to alternative approaches, actively explore new options, and optimize the benefits of new methods generated through creativity.
The fifth type, integrity, entrepreneurs create business opportunities and apply high discipline in their work.
The sixth type, seizing opportunities, is for entrepreneurs who only take the best opportunities available.
The seventh type.
Building Networks, entrepreneurs tend to involve other parties in realizing business opportunities, both from within and outside the organization (Purba, 2.
Research Method 1 Research Design The present investigation employs a quantitative methodology characterized by a causalassociative design.
This framework serves to examine hypotheses and causal associations among variables, particularly the effects of resilience and entrepreneurial mindset on business sustainability, assessed both partially and simultaneously.
The hypothesis testing process is carried out through numerical measurement of the research variables and rigorous statistical analysis to produce conclusions that can be generalized (Sugiyono, 2.
2 Operational Variables In this study, variables are classified into independent and dependent categories.
Independent variables are conceptualized as determinants that affect or induce changes in dependent In contrast, dependent variables are regarded as outcomes resulting from the influence of independent variables (Sugiyono, 2.
Based on this, the variable relationships pertinent to this study are delineated as follows:
Entrepreneurial Mindset (Independent variable.
Figure 1.
Operational Variables Published by:
Business Sustainability (Dependent variable.
Y) (Independent variable.
Page Resilience International Journal of Marketing & Human Resource Research e-ISSN 2746-4040 Vol.
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April 2026 3 Measurement and Research Instrument Variable measurements in this study were conducted using instruments adapted from those previously validated and applied in previous studies.
The adaptation of measurement instruments was carried out by considering and adjusting the research context, culture, respondent characteristics, and research objectives.
The selection and adjustment of statement items were based on theoretical studies and expert judgment to ensure that each statement accurately represented the construct under study.
The revised measurement instruments were then rigorously tested for validity and reliability to ensure they met the criteria for construct validity, internal consistency, and suitability for use in this study.
Table 1.
Measurement of Variable and Indicators Indicators Resilience (X.
Hardiness.
Resourcefuln ess, and Optimism Entreprene Mindset (X.
Actionoriented, focus on and building Profit.
People, and Planet Achieving goals, commitment, decision making, ability to handle unfavorable situations, ability to achieve goals, having control over one's life, positive attitude and optimistic outlook, ability to control negative feelings, and confidence in facing challenges.
Seizing opportunities.
seeing issues solving problems step by step.
taking action.
realizing ideas.
willing to learn.
being open-minded.
having high discipline.
business opportunities.
being able to change direction.
following the most potential opportunities.
involving others in realizing opportunities.
maintaining relationships with partners.
Business Sustainability (Y) Providing economic value for local community infrastructure development.
providing social security for employees.
employee training.
involvement in decision-making.
use of environmentally friendly raw materials.
use of green technology.
reduction of water and energy consumption.
management of recyclable waste.
Total Item Original Reference Adaptation of the CD-RISC model by Manzano and Ayala Purba Dari .
4 Data Type.
Source, and Data Collection Techniques Adopting a quantitative approach, this research utilizes numerical data processed through statistical techniques (Sugiyono, 2.
The research data structure incorporates both primary Published by:
Dimensions Page Construct International Journal of Marketing & Human Resource Research e-ISSN 2746-4040 Vol.
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April 2026 and secondary sources, with primary data collected from MSME practitioners in Dayeuhkolot District through questionnaire dissemination.
Conversely, secondary data were compiled from established literature, including scholarly books, journals, previous research, and pertinent The data collection instrument consisted of questionnaires featuring specific statements, which respondents assessed using a 5 point Likert scale to denote their extent of 5 Sampling Techniques and Sample Size The research subjects were micro, small, and medium enterprises (MSME.
located in Dayeuhkolot District.
A representative subset, referred to as the sample, was drawn from this population to mirror its overall characteristics (Riadi, 2.
This study applied purposive sampling, a method of selecting research subjects based on specific criteria that had been determined in advance (Sugiyono, 2.
Selection criteria mandated that participants be MSME owners operating within Dayeuhkolot District.
The minimum sample size was determined using the Lemeshow formula, applicable to quantitative research with a 95% confidence level, and a 10% margin of error.
Consequently, the calculated minimum was 97 respondents, which was subsequently increased to 100 to optimize the research procedure and strengthen data representativeness.
6 Validity and Reliability Testing Validity denotes the extent to which a measurement tool yields precise data and effectively serves its intended purpose (Azwar, 2.
An indicator is categorized as valid, if the calculated r value exceeds the table r value.
For this research, instrument validity was assessed via Pearson's product-moment correlation, facilitated by IBM SPSS software.
The analysis involved comparing the computed r against the table r, with a degree of freedom .
of n-2 at a significance level of 5% (Riadi, 2.
Reliability assessment aims to verify that the data collection tool exhibits sufficient precision and stability, indicating whether it yields consistent results upon repeated application (Sugiyono, 2.
The present study employed the Cronbach's Alpha coefficient, and evaluate An indicator is deemed reliable if an alpha () coefficient is Ou 0.
6 (Riadi, 2.
7 Data Analysis Techniques Published by:
Page Once the regression model was confirmed to satisfy the classical assumptions, the analysis advanced to multiple linear regression and hypothesis testing.
This phase encompassed t-tests .
F-tests .
, and the coefficient of determination (RA).
The regression equation for this study is formulated as Y = 1X1 2X2.
Hypothesis validation was conducted by evaluating significance values derived from the t-test and F-test.
A significance Researchers use multiple linear regression to determine the influence of two independent variables on a single dependent variable.
Classical assumption testing is conducted before analysis to validate the suitability of the regression model.
The specific tests conducted included assessments for normality, heteroscedasticity, and multicollinearity.
Normality was evaluated using the Kolmogorov-Smirnov test with a Monte Carlo approach to assess the normality of the residuals.
Heteroscedasticity was assessed by examining the scatterplot of the predicted values (ZPRED.
Standard Predicted Valu.
and residuals (SRESID.
Studentized Residual.
Multicollinearity was assessed through values of VIF (Variance Inflation Facto.
and Tolerance.
The model is considered free from multicollinearity if the Tolerance is Ou 0.
and the VIF is O 10.
(Ghozali, 2.
International Journal of Marketing & Human Resource Research e-ISSN 2746-4040 Vol.
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April 2026 level below 0.
05 indicated hypothesis acceptance, whereas a value exceeding 0.
05 led to Additionally, the coefficient of determination (RA) quantifies the degree to which independent variables influence the dependent variable (Ghozali, 2.
Findings and Discussions 1 Findings A study was conducted on 100 research samples with respondent characteristics that included criteria such as gender, age, education, length of business operation, and annual sales turnover.
Table 2.
Characteristics Respondent Based on Gender.
Age.
Education.
Length Of Business Operation, and Annual Sales Turnover.
Education Length of Business Operation Annual Sales Turnover Based on the data obtained, the gender demographics show that women dominate the population at 63%, while men make up 37%.
This condition indicates that women's contribution to business activities in this study, particularly in their capacity as business actors, is highly significant.
Based on age distribution, business actors are dominated by individuals aged 25-40, with a 50% share.
Followed by the 41-55 age range, with a proportion of 31%.
Respondents aged 25 or under accounted for only 16%, and those aged 55 or older accounted for only 3%.
These data indicate that most of the business actors in this study fall into the productive age category.
Based on education, respondents were dominated by high school graduates, with a proportion of 79%.
Then, junior high school graduates accounted for 16%, bachelor graduates for 4%, elementary school graduates for 1%, and postgraduate graduates for 0%.
These findings show that the business actors in this study generally have a secondary Published by:
Age Men Women Total Under 25 years old 25-40 years old 41-55 years old Over 55 Years Old Total Elementary School Junior High School High School Bachelor's Degree Postgraduate Total Less than 2 years 2Ae5 years 6Ae9 years Over 9 years Total Less than 300 Million 300 Million Ae 2.
5 Billion More than 2.
5 Billion Total Percent Page Gender Frequency International Journal of Marketing & Human Resource Research e-ISSN 2746-4040 Vol.
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April 2026 education level.
Based on the length of time the business has been running, most participants have been operating their businesses for 2 to 5 years, with 59% of participants.
Participants who have been running their businesses for 6-9 years account for 19%, while those who have been running their businesses for less than 2 years and more than 9 years each account for 11%.
Based on annual sales turnover, 88% of businesses in this study had turnover of less than 300 million per year, placing them in the micro business category.
12% were businesses with sales turnover ranging from 300 million to 2.
5 billion, which falls into the small business category.
Furthermore, none of the participants had sales turnover exceeding 2.
5 billion, indicating the absence of medium-sized businesses in this study.
Validity and Reliability Testing Table 3.
Validity and Reliability Test Variable Resilience (X.
Entrepreneurial Mindset (X.
Business Sustainability (Y) Numbers of Items Validity Reliability 0,258 Ae 0,627 0,235 Ae 0,696 0,311 Ae 0,710 0,859 0,918 0,835 Based on the validity test results, several items were identified as invalid in the entrepreneurial mindset and business sustainability measurement instrument because the Pearson correlation coefficient .
was smaller than the table r .
In the entrepreneurial mindset measurement instrument, the following items are categorized as invalid: 5, 12, 20, 21, and 35.
Then, in the business sustainability measurement instrument, item 15 is categorized as invalid.
Based on these considerations, the items were subsequently excluded from further analysis.
Thus, the validity test results table presented only contains items that are categorized as valid and meet the eligibility criteria for application in research.
The reliability assessment results indicate that all variables are reliable, as evidenced by Cronbach's Alpha coefficients exceeding 0.
The resilience, entrepreneurial mindset, and business sustainability scales show high internal consistency.
This condition indicates that participants responded to the items in each scale with a relatively consistent pattern.
Lower Bound
Upper Bound
0,102
0,118
The statistical outcomes indicate a Monte Carlo significance value .
-taile.
110, which is above of 0.
These findings show that the data is normally distributed and fulfills the necessary normality assumptions, making it suitable for subsequent analysis.
Heteroscedasticity Test Published by:
Monte Sig.
Carlo Sig.
-taile.
99% confidence interval Unstandardized Residual 0,110d Page Table 4.
Normality Test One-Sample Kolmogorov Smirnov Test International Journal of Marketing & Human Resource Research e-ISSN 2746-4040 Vol.
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April 2026 Figure 2.
Testing Result of Heteroscedasticity Using the Scatterplot method for heteroscedasticity testing, the results indicate that the data points are randomly distributed above, below, and around the zero point, without any clear These findings that the research model is deemed free of heteroscedasticity, signifying that the regression model exhibits adequate stability.
Multicollinearity Test Table 5.
Result of Multicollinearity Test
Collinearity Statistic Tolerance VIF
0,707
0,707
Resilience Entrepreneurial Mindset The results of multicollinearity testing show that the tolerance value for resilience and entrepreneurial mindset are at 0.
707 and above of 0.
10, respectively.
Furthermore, the VIF (Variance Inflation Facto.
values for both are at 1.
415 and below of 10, respectively.
It is concluded that the research model does not exhibit excessive correlation among the independent variables, confirming the absence of multicollinearity.
Multiple Linear Regression Analysis Table 6.
Multiple Linear Regression Analysis Result (Constan.
Resillience Entrepreneurial Mindset
Coefficientsa
Unstandardized B
5,331
0,334
0,134
Coefficients Std.
Error
7,768
0,085
0,036
Published by:
Page The value of 5.
331 indicates that if resilience and entrepreneurial mindset remain constant, then the level of business sustainability (Y) will remain at 5.
The coefficient value for the resilience variable (X.
, which is recorded at 0.
334, indicates a positive effect on business sustainability.
An increase in the resilience of business actors directly correlates with an increase in business sustainability, assuming the entrepreneurial Y = 5,331 0,334X1 0,134X2 International Journal of Marketing & Human Resource Research e-ISSN 2746-4040 Vol.
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April 2026 mindset variable remains constant.
The coefficient value for the entrepreneurial mindset variable (X.
recorded at 0.
indicates a positive influence on business sustainability.
An increase in the quality of the entrepreneurial mindset held by business actors directly correlates with an increase in business sustainability, assuming that the resilience variable remains constant.
Hypothesis Test Table 7.
t Test
Coefficientsa
3,937
3,743
Resillience Entrepreneurial Mindset Sig.
0,000
0,000
According to the results of partial hypothesis testing using the t-test, both resilience (X.
and entrepreneurial mindset (X.
showed p-values of 0.
This value is below the 0.
05 threshold, indicating rejection of the null hypothesis (H.
and acceptance of the alternative hypothesis (H.
These findings partially confirm that the variables of resilience and entrepreneurial mindset have a significantly positive effect on business sustainability (Y).
Table 8.
F Test
ANOVAa
32,183
Regression Sig.
0,000
Furthermore, the simultaneous test (F-tes.
results yield a p-value of 0.
000, which is also below 05, thus rejecting H0 and accepting H1.
This confirms that the variables of resilience (X.
and entrepreneurial mindset (X.
simultaneously have a statistically significant effect on business sustainability (Y).
Coefficients Determination Test Table 9.
Coefficients Determination Test Result R Square 0,632 0,399 Model Summary Adjusted R Square 0,386 Std.
Error of the Estimate According to the determination coefficient test results, the correlation coefficient was 0.
and the determination coefficient was 0.
The correlation coefficient indicates a strong relationship among resilience, entrepreneurial mindset, and business sustainability.
Meanwhile, the determination coefficient indicates that 39.
9% of the variability in business sustainability can be explained by the resilience and entrepreneurial mindset variables included in this research model.
Published by:
Page The statistical test results confirm that the resilience variable has a significant t-value .
and a positive effect on business sustainability.
This finding implies that an increase in the level of resilience among business actors is positively correlated with the capacity for sustainable business development.
This is consistent with the perspective of (Folke et al.
, 2.
, who assert 2 Discussion International Journal of Marketing & Human Resource Research e-ISSN 2746-4040 Vol.
07 No.
April 2026 that the essence of system sustainability lies in maintaining stability amid various disturbances and in adapting to the dynamics of the business environment.
The entrepreneurial mindset showed a significant t-value .
, indicating a positive and significant effect on business sustainability.
This finding implies that the stronger the entrepreneurial mindset of business actors, the greater their ability to develop business Entrepreneurial mindset in this context includes a tendency to focus on exploring new opportunities, discipline in exploiting the most valuable opportunities, and optimizing all available resources in the business development process (Purba, 2.
Resilience and an entrepreneurial mindset simultaneously influence business sustainability.
The R value .
indicates a fairly strong correlation between the related variables.
This means that the variables of resilience and entrepreneurial mindset are closely related in explaining the variation in business sustainability among business actors.
The R Square value .
with F value (<0,.
, indicates that resilience and entrepreneurial mindset simultaneously affect business sustainability.
These two variables account for 39.
9% of the explanation of business sustainability.
Meanwhile, the remaining 60.
1% is determined by other aspects such as financial and social literacy, competence in entrepreneurship, innovation capabilities, and other factors (Surya et al.
, 2.
Conclusion According to the study results, it can be inferred that resilience and entrepreneurial mindset play a strategic role in supporting the sustainability of MSMEAos in Dayeuhkolot District.
The ability of business actors to maintain business continuity, adapt, and recover from business environment pressures, empirically, has been proven to have a substantial impact on maintaining longevity of business.
Meanwhile, the mindset orientation of business actors towards exploring opportunities, managing risks, and creating sustainable value encourages business actors to demonstrate a higher level of adaptation to the dynamics of change in the business landscape and preserve the longevity of their businesses in the long term.
Comprehensively, although resilience and the entrepreneurial mindset together influence and are crucial factors in explaining some of the variations in business sustainability among MSME entrepreneurs in Dayeuhkolot District, business sustainability remains a complex phenomenon and is influenced by various other factors beyond the scope of this research model.
Based on these considerations, future studies are expected to explore business sustainability through alternative variables and apply more varied approaches to obtain a more holistic understanding of the various factors that influence the sustainability of MSME, particularly for those located in rural areas.
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