Group2 Sterling Final-Research-Manuscript

LEVEL OF RESILIENCY OF MARKET OF VENDORS IN DAET, CAMARINES
NORTE
MARIEL E. VILLALUNA
JOHANNA M. HERMOGINI
ALYZZA KHIM E. EFFONDO
PAULINE DANE G. IBANA
FRANCISCA B. NUEVA
MICHAEL HERICO
ABM-STERLING
LEVEL OF RESILIENCY OF MARKET OF VENDORS IN DAET, CAMARINES
NORTE
An Undergraduate Thesis presented to the

Faculty of Senior High School Department
Mabini Colleges Inc, Daet, Camarines Norte
In Partial Fulfillment of the

Requirements for the subject
Inquiry, Investigation and Immersion
MARIEL E. VILLALUNA
FRANCISCA B. NUEVA
MICHAEL HERICO
ABM-STERLING
April 2022
RECOMMENDATION FOR ORAL EXAMINATION
This study entitled “LEVEL OF RESILIENCY OF MARKET OF VENDORS

IN DAET, CAMARINES NORTE” prepared and submitted by MARIEL E.
VILLALUNA, JOHANNA M. HERMOGINO, ALYZZA KHIM E. EFFONDO,
PAULINE DANE G. IBANA, FRANCISCA B. NUEVA, and MICHAEL
HERICO in partial fulfillment of the requirements of Practical Research has been
examined and is recommended for the acceptance and approval for Final Oral
Examination.
GAIL D. ABASOLO, MBA

Adviser
Research Committee
HAROLD D. ABASOLO, MBA

Chairman
GAIL D. ABASOLO, MBA ENG. ARIEL R. PAPARES

Secretary Co-Chairman
ACCEPTED and APPPROVED for ORAL EXAMINATION
ELMER A. DELOS ANGELES, JR., MM

Principal, High School Department
APPROVAL SHEET
Result of the Oral Examination for MARIEL E. VILLALUNA, JOHANNA M.
HERMOGINO, ALYZZA KHIM E. EFFONDO, PAULINE DANE G. IBANA,
FRANCISCA B. NUEVA, and MICHAEL HERICO Senior High School Students.
Thesis: Level of Resiliency of Market Vendors in Daet, Camarines Norte
Venue: Mabini Colleges, Inc.

High School Department
Daet, Camarines Norte
Date: April, 2019
This is to certify that MARIEL E. VILLALUNA, JOHANNA M. HERMOGINO,

ALYZZA KHIM E. EFFONDO, PAULINE DANE G. IBANA, FRANCISCA B.
NUEVA, and MICHAEL HERICO passed the oral examination.
ORAL EXAMINATION COMMITTEE: ACTION

HAROLD B. ABASOLO, MBA (Chairman) __________________
GAIL D. ABASOLO, MBA (Secretary) __________________
ENGR. ARIEL R. PAPARES (Member) __________________

CERTIFICATION OF THE SECRETARY

This is to certify that the suggestions given by the Panel of Examinees in
connection with the Oral Examination of MARIEL E. VILLALUNA, JOHANNA M.
FRANCISCA B. NUEVA, and MICHAEL HERICO, in defense of the thesis entitled
“Level of Resiliency of Market Vendors in Daet, Camarines Norte” were compiled
with
GAIL D. ABASOLO, MBA

Secretary, Oral Examination Panel
CERTIFICATION OF THE EDITOR
This is to certify that the thesis of MARIEL E. VILLALUNA, JOHANNA M.

FRANCISCA B. NUEVA, and MICHAEL HERICO, entitled “Level of Resiliency of
Market Vendors in Daet, Camarines Norte” was edited by the undersigned.
EDWIN DATAN
Thesis Editor
AUTHORIZATION PAGE
This thesis entitled “Level of Resiliency of Market Vendors in Daet,

Camarines Norte” submitted to the High School Library, is open for inspection, and is
to be used with due regard to the rights of the authors. The authors grant the privilege of
loan or photocopy to accredited borrowers provided proper credit is given in subsequent
written or published work.
Permission for extensive copying of this work for Scholarly purposes may be
granted by the Principal of the High School Department. It is understood that any
copying or publication of this paper for financial gain shall not be allowed without
written permission.
MARIEL E. VILLALUNA
FRANCISCA B. NUEVA
MICHAEL HERICO
ABM-STERLING

ACKNOWLEDGEMENT
First of all, we would like to give thanks to our Heavenly Father, as He
continuously guide and give us strength and knowledge to finish this research.
To Ma’am Gail D. Abasolo, our research adviser, for the unwavering
support and direction both before we began this research and when we were
putting together each chapter and section of this report. Thank you for constantly
encouraging us to do our best in order to make this work.
To Mr. Harold D. Abosolo and Mr. Ariel R. Papares for believing and
supporting our research study and giving advices when they see some problems
that is needed to be improve and correct.
To our classmates who have been our supporting system from the very
beginning of this study.
To our friends, who are always there to support and for encouraging us to
always move forward.
To the panelists who gave us patience, motivation, enthusiasm and immense
knowledge in making this research study. The guidance they bestow upon us is
really helpful and important.
Finally, we would like to express our gratitude to our parents and relatives
who gave their motivational, financial and moral support. Without their help, this
all will not be possible.

DEDICATION
This project is dedicated to entering Senior High School students who aspire to be
accountants one day. We truly want them to understand that selecting the correct strand
has a significant impact on their ability to understand the fundamentals of the courses
they choose to pursue, particularly in the Bachelor of Science in Accountancy.

ABSTRACT
LEVEL OF RESILIENCY OF MARKET VENDORS IN DAET, CAMARINES
NORTE
MARIEL E. VILLALUNA
FRANCISCA B. NUEVA
MICHAEL HERICO
ABM-STERLING
Unpublished Thesis
Mabini Colleges Incorporated
Daet, Camarines Norte
April, 2020
This study determines the Level of Resiliency of Market Vendors in Daet,

Camarines Norte. It answered the following questions: (1) What is the profile of
respondents in terms of; Capitalization, Educational Attainment, and length of operation.
(2) What is the level of resiliency of market vendors towards challenges along the aspects
of; physical, mental, emotional, social and financial. (3) Is there significance relationship
between the level of resiliency of market vendors based on profile. (4) What
recommendations can be suggested to improve the resiliency of the market vendors.
This study used purposive, convenience and quota sampling technique with the
use of frequency count, percentage, weighted mean and one-way anova to analyze and
interpret the results. Moreover, a survey questionnaire was used to gather the data.
The investigation shows that the profile of respondent in terms of capitalization is
that, majority of the market vendors has a small capitalization because they started with a
little amount and they just grew it. They all studied but most of them are high school
graduates. Almost all of them are just starting out in business and others have been
around for a long time.
The result of the study showed that the level of resiliency of the market vendors in
terms of physical, “I usually finish my work task adequately and on scheduled” is higher
than “I am healthy and fit most of the time since I run my business” and “I have a lot of
stamina almost every day since I run my business”. While in mental, “I am always clear
what to do regardless of the business problems I have” is higher than “I don’t let myself
neglect the daily running of business even though I’m preoccupied with many problems”.
In emotional, “I feel intrinsically rewarded when I can solve a business problem” is
greater than compared to “I am not affected when my customers express their feeling of
his/her satisfaction”. In social, “I accept my client(s) comments to improve my products”
is higher than “I keep giving assistance or encouragement to deeper social support to my
staff(s) when resolving conflict”. And lastly in financial, “the financial risk of my
business are still within my control” and “I feel that I can keep up with the current needs
of my business to expand” is greater than compared to “I accept that there is a cost to any
decisions that I take in my business activities.” The result in the level of resiliency of
market vendors in terms of physical has a verbal interpretation of strongly agree with
4.33 while in mental has a verbal interpretation of strongly agree with 4.41, in emotional
has a verbal interpretation of agree with a weighted mean of 4.16, in social it has a verbal
interpretation of strongly agree with a weighted mean of 4.21, and in financial it has a
verbal interpretation of agree with 4.04 of weighted mean. Moreover in order to give
solutions and information about the level of resiliency, the researchers decided to make a
research output that will help the market vendors to boost their level of resiliency in
terms of physical, mental, emotional, social and financial.
The study shows the importance of having the level of resiliency in terms of
physical, mental, emotional, social and financial to become successful and strong vendor.
Finally, the study advises future researchers to gain a better understanding of the issue
they wish to explore so that they can determine what information and data they should
collect and use in their research. Have patience and tenacity when conducting the
research, and hope that the results will
be valuable to future researcher as well.
TABLE OF CONTENTS
Titles
Pages
COVER PAGE …………………………………………. i
TITLE PAGE …………………………………………. ii
RECOMMENDATION FOR ORAL EXAMINATON …… ………….. iii
APPROVAL SHEET ………………………………………….. iv
CERTIFICATION OF THE SECRETARY ………………………... v
CERTIFICATION OF THE EDITOR ……………………………….. vi
AUTHORIZATION PAGE …………………………………….. vii
ACKNOWLEDGEMENT …………………………………… viii
DEDICATION ……………………………………… ix
ABSTRACT ………………………………………. x
TABLE OF CONTENTS ………………………………………. xiii
LIST OF TABLES ……………………………………….. xv
LIST OF FIGURES ……………………………………….. xvi
CHAPTER 1: THE PROBLEM
Introduction ………………………………………….. 1
Statement of the Problem ………………………………………….. 3
Hypothesis ………………………………………….. 4
Scope and Limitation ………………………………………….. 4
Significance of the Study ………………………………………….. 5
Definition of Terms ………………………………………….. 6
Notes ………………………………………….. 8
CHAPTER 2: REVIEW OF RELATED LITERATURE AND STUDIES
Related Literature ………………………………………….. 9
Related Studies ………………………………………….. 18
Synthesis of the State-of-the-Art ..…………………………………….. 25
Gap Bridged by the Study ………………………………………….. 27
Theoretical Framework ………………………………………….. 27
Conceptual Framework ………………………………………….. 32
Notes ………………………………………….. 34
CHAPTER 3: RESEARCH DESIGN AND METHODOLOGY
Research Design ………………………………………….. 37
Source of Data ………………………………………….. 37
Respondents of the Study ………………………………………….. 38
Sampling Design ………………………………………….. 38
Research Instrument ……………………………………….. 39
Data Gathering Procedure ………………………………………….. 39
Statistical Tool ………………………………………….. 39
Notes ………………………………………….. 42
CHAPTER 4: LEVEL OF RESILIENCY OF MARKET VENDORS IN
DAET, CAMARINES NORTE
Results and Discussions ………………………………………….. 43
Output ………………………………………….. 65
Notes ………………………………………….. 74
CHAPTER 5: SUMMARY, FINDINGS, CONCLUSIONS, AND
RECOMMENDATIONS
Summary ………………………………………….. 72
Findings ………………………………………….. 73
Conclusions ………………………………………….. 73
Recommendations ………………………………………….. 75
APPENDICES ………………………………………….. 77
CURRICULUM VITAE ………………………………………….. 92
LIST OF TABLES
Titles Pages
Table 1. Capitalization ……………. ………………. 43
Table 2. Educational Attainment ……………. ………………. 44
Table 3. Length of Operation ……………. ………………. 45
Level of Resiliency
Table 4. Physical Resiliency ……………. ………………. 47
Level of Resiliency
Table 5. Mental Resiliency ……………. ………………. 48
Level of Resiliency
Table 6. Emotional Resiliency ……………. ………………. 50
Level of Resiliency
Table 7. Social Resiliency ……………. ………………. 52
Level of Resiliency
Table 8. Financial Resiliency ……………. ………………. 54
Inferential Analysis
Significant Relationship
LIST OF FIGURES
Title
Pages
Figure 1. Theoretical Paradigm ……………………………………. 31
Figure 2. Conceptual Paradigm ……………………………………. 33
Figure 3. Proposed Output ……………………………………. 67
Level of Resiliency of Market Vendors in Daet Camarines Norte
An undergraduate research paper presented to the
Faculty of Mabini, Colleges Inc.
In partial fulfillments of the requirements for the
Subject Practical Research 2
VILLALUNA, Mariel E.
EFONDO, Alyzza Khim R.
IBANA, Pauline Dane G.
HERICO, Michael
HERMOGINO, Johanna M.
NUEVA, Francisca B.
October 2021
CHAPTER 1
The Problem
Introduction
The world is facing different challenges where everything is affected including
the health, economy and most especially the businesses. There are many circumstances,
like economic issues, natural disasters, personal problems, finance and more. And market
vendors are one among the foremost affected entrepreneurs because all of those said
scenarios can affect them. Despite those challenges entrepreneurs have different skills,
strategies and traits that they were implementing to stay in business despite many
challenges. Market could be a public place where consumers buy their basic needs which
are essential to each individual. Resiliency of the market vendors is the start line to
become a successful entrepreneur and serve the general public consumers perfectly.
Those that work for and in an exceedingly small business are confronting numerous
challenges but by having a positive attitude, they will survive and prosper within the
crisis. This implies they have to bear in mind the conflicts and dilemmas faced by atiny
low business by utilizing an entrepreneurial mindset (Ratten 2021). Entrepreneurs face
plenty of challenges and circumstances that are unusual to come back to, although every
problem encompasses a big impact on the tiny and medium enterprises. The Philippines
are one of the foremost prone countries when it involves natural disasters among the
opposite countries. And these market vendors don't expect to face these varieties of
challenges. Entrepreneurs make decisions about strategies to survive that determine
whether or not they are resilient to plug challenges (Moreno,2021). Market vendors earn
1
their income publically, and as of this date public markets are now available again. so as
to get goods within the advertisement still includes a lot of safety policies that ought to be
followed for the sake of everyone. Garett and Zettel (2021) stated that the practices that
entrepreneurs use to develop and deploy their capacities so as to adapt and answer
adversity experienced in their capacity as entrepreneurs are included in entrepreneurial
resilience. Entrepreneurial resilience is defined as a collection of psychological and
behavioral capacities or dispositions that allow an entrepreneur to beat hardship,
consistent with the concept of entrepreneurial resilience. In the study of managerial
competencies, competencies are to judge in terms of actual doings within the working
area and typically clarify with regards to primary characteristics like traits, knowledge,
skills and attitudes of the independent manager. A pleasant competency or good
managerial work define a successful business. Also resiliency is included within the
characteristics of a successful entrepreneur. Entrepreneurial resilience is defined because
the processes an entrepreneur utilizes to develop and deploy capabilities so as to adapt
and answer adversity encountered within the entrepreneurial role (Williams, Gruber,
Sutcliffe, Shepherd, & Zhao, 2017). Therefore, the studies about managerial
competencies and entrepreneurial competencies became more important. It's done to
create their businesses successfully. And nowadays, managerial competencies used isn't
the standard one, but it's exceptional, realistic and more creative to aim the entrepreneurs
goal. The markets are located publically places where the bulk of citizens buy their
everyday needs. This study provides the connection of the entrepreneurial skills and
resiliency of the market vendors that they were implementing that kept their businesses.
As of now businesses are setting out to rise again due to the vaccination program of our
2
government, and market vendors are included within the Philippines vaccine priority list.
Dealing within the market is now extra challenging, therefore it's up to the aptitude and
therefore the strategy of an entrepreneur. There's a difference between entrepreneurs
versus successful entrepreneurs. The difference between success and failure often comes
all the way down to who’s willing to stay; it gets into the neatest way, and that’s not
necessarily associated with talent, skill or education (Cristensen, D. 2018). Our research
aims to handle the link of the entrepreneurial competencies and therefore the resiliency of
market vendors in Daet, Camarines Norte.
Statement of the problem
This study aims to determine the Level of Resiliency of Market in Vendors in
Daet, Camarines Norte.
Specifically, it will seek answers to the following questions:
1. What is the profile of respondents in terms of:
a. Capitalization;
b. Educational Attainment; and
c. Length of operation?
2. What is the level of resiliency of the market vendors towards challenges along the
aspects of:
a. Physical;
b. Mental;
c. Emotional;
d. Social; and
3
e. Financial
3. Is there a significant relationship between the level of resiliency of market
vendors based on profile?
4. What recommendations can be suggested to improve the resiliency of the market
vendors?
Hypothesis
There is no significant relationship between the level of resiliency of market
vendors based on profile.
Scope and Delimitations
The study focused in Level of resiliency of Market Vendors towards various
challenges in Daet Camarines Norte. The process continues until at least 30 respondents
are willing to participate in this survey. 15 males and 15 female of the respondents must
have at least 3 years in being Market Vendor in Daet Camarines Norte. The scope of the
respondents in level of Resiliency required the following aspects: Physical, Emotional
and Mental towards different challenges. This study will be conducted on Daet Public
Market. This study aims to include participants with the criteria of selling dry goods only.
There is no age bracket in this research because they did not conduct an age limit to be a
market vendor.
Significance of the Study
The result of this study will benefit those who are involved in this research and
those who are affected by the problem that will be measured as the study continues. The
4
information that the study shall give will be advantageous for the market vendors,
consumers and other people related to the study.
Market Vendors. The result of this study will help the market vendors to know
the essential entrepreneurial competencies perceived by them in times of pandemic.
Customers. This study will guide the consumers to understand how market
vendors work during a pandemic and guide those consumers who are also considering
market vendors as their source of income.
Policy Makers. This study will help them to make rules and policies that can
improve entrepreneurship at Daet, Camarines Norte. This study can also help them to
identify the problems and dilemmas of every small entrepreneurs and/or market vendors
of Daet.
Local Government Unit of Daet. This study will help them to open more
opportunities to local entrepreneurship and to expand local businesses that may help the
Department of Tourism.
Aspiring Entrepreneurs. This study will guide and benefit those aspiring
entrepreneurs as their future reference in starting business.
Researchers, themselves. This study will benefit the researchers as an updated
source and/or reference of information.
To Future Researchers. This study can be used as guide and reference in their
future study and they can also get an idea for their topic like “Effectiveness of
entrepreneurial competencies as perceived by market vendors in times of pandemic".
5
Definition of terms
To help us understand the study better, the researchers used the following
conceptually defined terms to express the meanings simply and emphasized the specific
words used in this study.
Educational attainment. Is a phrase used by statisticians to describe an
individual's greatest level of education, as defined by the US Census Bureau Glossary.
Emotional Resiliency. Resiliency is the ability to bounce back from a variety of
challenges–trauma, tragedy, personal crises, and everyday life problems–stronger, wiser,
and more personally powerful.
Financial. Banking, advantage or debt, credit, capital markets, money, and
investments are all examples of finance operations. Finance, in essence, refers to money
management and the process of obtaining necessary funds. The oversight, development,
and study of money, banking, credit, investments, assets, and obligations that make up
financial systems are also included in finance.
Market Vendors. An individual or association in a market that sells goods or
services to someone else in the economic production chain.
Mental Resiliency. Is described as a person's ability to successfully adapt to life
tasks despite social disadvantage or extremely difficult circumstances. Adversity and
stress can manifest itself in a variety of ways, including family or relationship issues,
health issues, and professional or financial concerns, among others.
Physical Resiliency. Our body's ability to adapt to numerous changes and
demands while preserving stamina and strength is referred to as physical resilience. It's
6
considerably more than that; it's also our ability to grow or excel in the face of adversity.
In other words, the saying "no pain, no gain" holds some reality – we emerge from those
very trying moments a little bit better for it.
Resiliency. Resiliency is the ability to bounce back from a variety of challenges–
trauma, tragedy, personal crises, and everyday life problems–stronger, wiser, and more
personally powerful.
Social Resiliency. The ability of social entities to accept, absorb, cope with, and
adjust to varied environmental and social stressors is referred to as social resilience.
7
Notes
Ratten, Vanessa. (2021). COVID-19 and Entrepreneurship Challenges and Opportunities for
small bussiness. Routledge Company. Retrieve from. November 24, 2021.
https://books.google.com.ph/books?
id=f_wgEAAAQBAJ&printsec=frontcover&dq=entrepreneurial+competencies+during+p
andemic&hl=en&sa=X&ved=2ahUKEwjY15SY1a70AhUjBKYKHauRAiMQ6AF6BAg
GEAI
Garett, R., Zettel, L. (2021). Entrepreneurial Resilience. RetrievefromJanuary3, 2022.
https://doi.org/10.1093/acrefore/9780190224851.013.314
Whatls. (2015) Vendors. Retrieve October 26, 2021, from

https://whatis.techtarget.com/definition/vendor
Moreno, Donn Enrique. (2021). The Impact of Entrepreneurial Characteristics on the Business
Resiliency of Micro, Small and Medium Enterprises in the Philippines. IJMSSSR.
Retrieve from. December 14, 2021. https://www.ijmsssr.org/paper/IJMSSSR00425.pdf
Williams, T. A., Gruber, D. A., Sutcliffe, K. M., Shepherd, D. A., & Zhao, E. Y. (2017).
Organizational response to adversity: Fusing crisis management and resilience research.
Academy of Management Annals, 11(2), 733–769. Retrieve from. December 14, 202.
https://oxfordre.com/business/view/10.1093/acrefore/9780190224851.001.0001/acrefore-
9780190224851-e-314
Scott, E. (2020). Why Emotional Resilience Is a Trait You Can Develop. What Is Emotional
Resilience?. Retrieve from. December 15, 2021.
https://www.verywellmind.com/emotional-resilience-is-a-trait-you-can-develop-3145235
Hinwood, J. (2017). What is Mental Resilience? Retrieve from. December 14, 2021.
https://www.stresstostrength.com/what-is-mental-resilience/
Hurley, K. (2020). What Is Resilience? Your Guide to Facing Life’s Challenges, Adversities,
and Crises. Retrieve from. December 14, 2020.
https://www.everydayhealth.com/wellness/resilience/
Handerson, N. (2012). What is Resiliency and Why is it So Important? Retrieve from.
December, 14, 2021. https://www.resiliency.com/what-is-resiliency/
Sakdapolrak, P. (2018). What is Social Resilience? Retrieve from. December 14, 2021.
http://www.transre.org/index.php/blog/what-social-resilience
Wikipedia contributors. (2021, July 4). Educational attainment. Wikipedia. Retrieved from.
January 9, 2022. https://en.wikipedia.org/wiki/Educational_attainment
What Is Finance? (2021, April 2). Investopedia. Retrieved from. January 9, 2022.
https://www.investopedia.com/ask/answers/what-is-finance
8
Chapter 2
REVIEW OF RELATED LITERATURE AND STUDIES
This chapter provides an overview of the previous study and literature about:
Resiliency, Social Resilience, Emotional Resilience, Mental Resilience, Market vendors,
Small Businesses, skills, and impact of natural disasters to market vendors. These
discussions support the research and introduce the things that comprise the main focus of
the research described in this study to determine the best outcome and conclusions of the
current research.
Related literature
In the article of psychology and education (2021) a successful entrepreneur must
be endowed with sets of skills, attributes and competencies that transcend the commercial
component of owning and managing a business. To keep up with the Department of
Trade and Industry (DTI), one among the most challenging today is the dearth of
competent owners/managers. The way or behavior of an entrepreneur really reflects its
business. the premise explanation for these failures is entrepreneurial incompetence and
lack of experience, since all of the other factors essentially result from the two. A variety
of the controversial causes of failures related to the two general factors are: lack of
strategic management, poor financial control, lack of control, mismanagement,
inappropriate action, the others (PEA 2021). Competencies are viewed from two
perspectives. The first is that competencies are the behaviors that a non-public
9
demonstrates; and second, competencies are considered because of the minimum
standards of performance (Strebler, 2009). Another important component of the
managerial behavior competencies is the leadership qualities of the owner/manager of the
venture. Effective entrepreneurial leaders care about their organizations and their people.
This could result in a positive impact to a business.
The concept of “resilience” refers to the positive ability of individuals to beat
difficulties and accommodate changes encountered in their life, including their vocation.
This can be often defined because of the positive characteristics or traits of a private from
its previous experience or overcome different challenges and adapt to new changes. This
may be also said in numerous fields like engineering, environmental studies, sociology,
psychology and economy. Resilience is taken into consideration as a revolutionary
process that encompasses adaptive adjustments and dynamic processes. Aging, being a
lady and fear of failure is an example of personal characteristics or traits that lessen the
likelihood of becoming an entrepreneur, while the extent of data and skill contains a
positive impact on businesses. Zamfir, Mocanu, Grigoriscu (2018) claimed that resilient
enterprises are people who survive, adapt and grow in times of change and adverse
conditions. Entrepreneurial resilience has been demonstrated to be strongly influenced by
self-confidence in concern skills, network membership, and also the event of
entrepreneurial plans.
Resilience in business could also be appealing because it allows businesses to
position sustainability into perspective: business could be a contributing member of a
much bigger social ecological system on which their existence depends and their
activities have an impact – resilience allows the two-way relationship to be explored.
10
Because it allows businesses to position sustainability into perspective, resilience allows
them to explore the two-way relationship between business and society. Business isn't a
self-contained system, but rather a contributing member to the larger social ecological
system on which their existence relies and their activities have an impression. It helps
organizations to position risk into perspective so that they will adapt and predict danger:
all risks are systematic in nature coming from linked vulnerabilities that lay between
interactions and feedback of social and ecological factors of the system. The mixture of
risk management and decision-making for sustainable development within the framework
of a social ecological system's boundaries and thresholds enables organizations to form
actual value by integrating risk management and decision-making for environmental
sustainability (Haywood& Van der Watt, 2016).
An enormous number of informal workers lose 60% of their worldwide income
due to the pandemic (SET). A multistage probability sampling method was accustomed
to conduct a questionnaire survey. among local vendors in Malaysia, and so the findings
demonstrated that place attachment had a substantial effect on positive perception but not
on negative opinion of international tourist welcome. The findings show that
respondents’ positive perceptions of international tourists significantly and positively
mediate the link between area connectivity, economic benefits, and participation in
tourist reception. Moreover, the research concluded that vendors still have a positive
attitude towards receiving international tourists thanks to the economic benefit and their
attachment to the planet and levels of participation when times are hard.
The goal of this research is to see if a widely recognized conceptualization of
person level resilience can be used to predict entrepreneurial success, thus providing the
11
world with an operationalization of entrepreneur resilience. Entrepreneurs, scholars,
journalists, and bloggers are pointing to the relevance of resilience in entrepreneurship as
a fundamental phenomenon (Suster, 2009, Featherstone, 2009, Hedner et al., 2011,
Francis, 2014, Jozefak, 2011). However, because resilience has various definitions in
literatures as disparate as mechanics, scientific techniques, psychology, manufacturing,
social research, global natural action, and sustainability science, some have questioned its
status as a classy buzzword (Alexander, 2013). Entrepreneurial resilience is defined as a
phenomenon related with several facets of entrepreneurship, most typically the
individual, the business, and so the team (Hayward et al., 2010, Hedner et al., 2011,
Hmieleski and Carr, 2008). This multiplicity of conceptualizations mirrors that of other
domains and presents a challenge to the sphere in measuring, understanding and thus
enhancing entrepreneurial resilience for the advantage of the community.
In addition, as a pillar of a country’s economy, entrepreneurship improves
people’s quality of life. The study used a descriptive research methodology to guage the
entrepreneurial capabilities and readiness of extension and community service recipients
of a state university’s training on transferred technology in Negros Occidental,
Philippines. Data was collected from randomly selected respondents employing a
questionnaire created by the researcher. The results revealed intermediate entrepreneurial
competencies and good entrepreneurial preparedness when using the mean. Similarly,
when respondents were categorized by educational attainment and entrepreneurial
training, Kruskal Wallis results revealed substantial disparities in competency and
readiness. Furthermore, using Spearman rho, a substantial association between
12
entrepreneurial competencies and readiness was discovered. per the findings, an
individual’s economic advancement is extremely important.
The literature regarding entrepreneurship suggests that the resilience of
entrepreneurs may help to elucidate entrepreneurial success. During this article, they
conduct a test whether a connection exists between resilience dimensions and also the
success of established entrepreneurs within the Spanish tourism sector, and whether any
gender-specific differences exist. The subjects' resilience was assessed five years before
the follow-up data was gathered. The key to considering predicting the success of the
entrepreneur is resourcefulness. This might be said about both men and girls. However,
the power to predict entrepreneurial success of those who have hardiness and optimism is
different for men and ladies. The influence of optimism on the success of their businesses
is larger for girls than for men (Ayala and Manzano, 2016).
The first stage was to define the term "resilience" because it applied to
entrepreneurship. On reviews of the literature, the author discovered that there have been
no particular terms like, apart from the term 'business resilience,' which was new at the
time, there was no such thing as entrepreneurial resilience. Measured in terms of a
'business organization's performance,' like sales volume revenue and earnings the term
'emotional resilience' decided to be unsuitable to be used. Because it's a widely used
phrase within the field of psychology, and since it focuses on just one dimension is
employed. The term 'business resilience' was also not appropriate. Because it focuses on
the organization instead of those who work there. 'Social' may be a term wont to describe
a bunch of individuals.' Resilience' was also ruled out because it is a phrase used
13
frequently in sociology. The survival of a community within a population mentioned as
anthropology (Buang, 2016).
The existing literature on the nexus of resilience and entrepreneurship is
examined during this paper. Resilience within the face of failure as an entrepreneur, and
resilience as a recovery and transformation process. In step with the review, these
publications didn't adequately define constructs and only used a little number of them in
both entrepreneurship and stability; there are an oversized number of living scholars.
Originality/value this work integrates ideas about resilience and entrepreneurship to boost
future contributions (Korber, McNaughton (2018)). As a result, it serves should take a
more holistic approach to entrepreneurship and resilience, particularly within the context
of socio-ecological sustainability, by observing it from a multi-level and longitudinal a
spread of educational disciplines to point out how combining research from different
sectors might as a jumping off point for more complex debates about the connections
between various dialogues and therefore the role that entrepreneurs may play in
furthering a positive, long-term route in an exceedingly socio ecological system.
The study purpose is to empirically demonstrate a theoretically grounded strategy
for deciphering the underlying familial relational processes that contribute to resiliency
that sustains an entrepreneurial culture through generations, the study will try and
Sustainable closed corporation and Contextual group therapy ideas are used within the
research. a group of shared values, beliefs, norms, standards, and opinions held
collectively within a business is understood as an entrepreneurial culture (Fletcher,
Melin, & Gimeno, 2012; Zahra, Hayton, & Salvato, 2004). Within the short term and
over time through generations, a company's culture determines its willingness to support
14
and sustain entrepreneurship (Habbershon, Nordquist & Zellweger, 2010). Family
businesses, on the opposite hand, may grow less entrepreneurial with time (Jaskiewicz,
Combs, & Rau, 2015). As a result, a greater knowledge of how entrepreneurship is
promoted in family businesses is critical, yet research on entrepreneurship-fostering
processes is lacking within the literature.
According to Olawale Fatoki (2018), the term resilience doesn't have one
universally accepted definition and therefore the complexity of defining the construct of
resilience is broadly recognized. He added that several authors have defined resilience in
numerous ways. And for him, the word resilience originated from the Latin verb
“resilire”, or “to leap back”. He also defined that the tiny and medium enterprises
(SMES) have a significant role to play in a country's sustainable development. In African
nations they suffer from high unemployment, at a rate of 26.7%. The business
environment in African countries is extremely unstable and challenging, and plenty of
SMEs operate during a hostile instead of a benign environment. So it's vital to grasp how
entrepreneurs survive during uncertainty and what drives entrepreneurship during
challenging times. Entrepreneurial resilience, which might be described because the
ability to face up to and quickly overcome adversity, is a vital personal characteristic
within the pursuit of entrepreneurship and it could also be one in all the drivers of
entrepreneurial success.
In tough work circumstances, those that are more resilient have the next chance of
succeeding, all outcomes suffer from high-stress work situations (high demand, low
influence, and poor support). All outcomes are protected by resilience. Under low-stress
situations, stronger resilience incorporates a better protective impact for stress, burnout,
15
and sleep. When there's plenty of pressure on the task, resilience is more practical in
preventing depression, absenteeism, and productivity. The flexibility to use positive
mental skills to stay psychologically stable and focused when faced with challenges or
adversity in any business contributes significantly to how workers cope with stress and
perform at work. Employers are developing resilience to realize a competitive advantage,
just like how the military trains active duty soldiers (Shatté, 2017).
Recent research, on the other hand, has looked at how resilience affects how
people respond to more frequent life situations including illness and work stress.
Resilience is broadly defined as the ability to "bounce back" from adversity, and there is
evidence that it can be learned and developed, including emotional regulation, impulse
control, causal analysis, self-efficacy, and realistic optimism. In this framework,
resilience encompasses a set of acquired skills that reduce stress and speed up productive
responses when setbacks occur. These are essential considerations since working in a
stressful setting is a known serious health risk, there is some evidence that the significant
negative relationship between workplace stress and job satisfaction is moderated by
resilience. This shows that workers' acquired capacity to be resilient may have a
protective impact in stressful work environments. A deeper knowledge of how resilience
scores relate to crucial health and work outcomes, such as job satisfaction, intent to quit,
absenteeism and self-reported job performance is required by businesses in general.
Individual resilience must also be distinguished from aspects of the workplace, such as
social support, job expectations, and individual discretion. The purpose of this cross-
sectional study is to see if having more resilience reduces the harmful consequences of
stressful work situations.
16
According to Shen Lamson Lin 2018, This paper refers to the resilience strategies
of vendors in a changing regulatory policy environment from a strength -based and
entrepreneurial perspective. Vendors advocate subtle strategies centered on objective
resourcefulness and rigidity, and state here that traders are implementing and building
resilience in response to particularly challenging contexts including poverty, cost
inflation. In operation, I do not expect losses, market uncertainty, moreover the research
implications despite its limited generality, the result sheds light on crystallization of the
stability of vendors and informs the service and policy remedies.
The business today is dominated by small and medium enterprises which consist
more than ninety (90%) percent of the total number of establishments. These enterprises
play a very important role and critical role in the economic and social development of the
country. (SERDEF, 2007). It is imperative that attention must be given to the owners and
managers of these enterprises for them to be better equipped in facing the challenges of
this fast growing competitive business arena. It is important that entrepreneurs should
understand the principles and processes involved in managing a venture successfully. A
successful entrepreneur needs to be endowed with sets of skills, attributes and
competencies that go beyond the commercial component of owning and managing a
business. It is these attributes, this way of thinking and behaving, that needs to be
developed among the owners and managers of entrepreneurial ventures if they aim to
thrive in this type of endeavor.
According to Hendrik Bressembinder, Allen Carrion, Laura Tuttle and Kumar
Venkataraman 2016, In analyzing the economics of strategic trading, it is shown that the
profit maximization strategy for researchers of a monopolistic trader who knows a
17
pending liquidation is to sell in the easy word, the trader’s strategy is essentially forced to
capture everything of the balance portion of the arrangement. However, strategic traders
have an impact on the liquidation price of the trade. In addition, it has been shown that
resiliency in many strategic traders is beneficial compared to the situation when there is
no trading resiliency.
Related Studies
According to Bernard and Barbosa (2016), they focused on the significant life
circumstances that cause trauma and occur prior to the decision to start an entrepreneurial
project that created a resilience dynamic. It is obvious that not all entrepreneurs are
resilient, and that being an entrepreneur does not require going through a resilience
process or having suffered a traumatic incident. Resilience mentors provide the emotional
support needed to develop a social network; dedication to action allows for learning
experiences and connections; interim triumphs and self-esteem work provide the
legitimacy and self-confidence needed to become an entrepreneur later on. Their research
shows that the resilience dynamic might play a multifaceted function at the crossroads of
causal factors that contribute to entrepreneurism. It is a type of emotional and cognitive
capacity that is beneficial to entrepreneurs, especially when it comes to rebounding from
failures related to their entrepreneurial venture. Accordingly, resilience is valued when
faced with challenges rather than as a dynamic driving force strong enough to serve as a
catalyst for initiating the entrepreneurial process.
Starting with an examination of the term "resiliency" in various meanings, this
study examines the potential of businesses to be resilient. The economic research on
18
resilience is now quite extensive. Despite this, the methodologies used by researchers to
assess robustness at the organizational level remain hazy and inconclusive. (Sabatino,
2016) This study develops a logical model to evaluate the resiliency of manufacturing
companies by analyzing qualitative data and finding certain key factors. This study
proposes a logical method for determining a company's resistance to economic shocks,
therefore encouraging a new management culture based on adaptation, flexibility, and
creativity.
Based on a comprehensive evaluation of key publications among 339 articles,
books, and book chapters published between 1977 and 2014, this report examines the
evolution of and gaps in knowledge in business and management research on resilience.
A review of the records reveals that resilience research has evolved into five research
streams or lines of inquiry, each focusing on one aspect of the supply chain's
vulnerability and disruptions: (1) organizational responses to external threats, (2)
organizational reliability, (3) employee strengths, (4) business model adaptability, or (5)
design principles. Two significant conclusions emerge from an analysis of the five
streams: first, resilience has been conceived differently across studies, which means each
study has generated its own definitions, theories and knowledge of resilience. Second,
there are no insights into any possible generalizable principles for creating resilience, nor
have any parallels or distinctions across these streams been studied. Third, there are little
insights into the empirics for identifying resilience against future adversity since
resilience has been operationalized in a different way (or the absence thereof). There are
chances to integrate and expand on current knowledge, as well as areas for additional
19
examination of resilience in business and management studies, in this article, which
highlights growing research trends and paths for future research (Linnenluecke,2017).
Robert Wilson 2016, When resilience is lost and the individual or organization
eventually gives up, it can have at least four possible side effects. Individual resilience
features how people use positive coping skills to be more resilient and work even when
they are stressed. Individual stability, on the other hand, is not the only criterion for
organizational stability. It takes more than stable individuals in an organization to create a
stable organization.
As stated by Shah, Angeles & Harris (2017), the ability to withstand and
overcome socio-environmental stresses makes agricultural livelihoods resilient. They
evaluated multiple contextual intangible narrations of resilience, with a focus on emotive
and affective markers, based on in-depth fieldwork with rice farmers in a region of the
Philippines experiencing water-related threats. Farmers spoke of their courage in
overcoming loss and harm, as well as their optimism, faith, and hope for brighter futures
in farming and living in the futures of others. Naturalizing life’s hardships as cyclical,
strong belief in their own ability to persevere in difficulty and faith in God’s power to
protect hard-working families, these emotions define the resiliency of farmers and help
them cope through different challenges.
Adrian Micu, Angela-Eliza Micu, Alexandra Capatina, Nicoleta Cristache and
Rogdan George 2018, The ability to lessen the dangers of turbulence is referred to as
resiliency. Rearrange a company model as it is changing so that the perspective, structure,
and customer input remain the same. From the standpoint of sustainability, resilience is a
20
compelling paradigm for researchers and policymakers interested in learning how
corporate actors and socio-ecological systems adapt and modify their models in response
to environmental changes.
Traditional markets are one among the foremost important facilities for the
community to fulfill their daily grocery needs. Traditional markets are strictly forbidden
in an exceedingly few months due to the actual fact that it attracts crowds and might
become an area for viruses to spread. However, buying and selling activities of traditional
markets must meet the day-to-day needs of the community and still support the economic
sustainability of societies. Implementing health protocols is extremely difficult in a very
market environment. An example of the matter seen is the lack of community discipline
for laundry and sanitizing their hands in an exceedingly market environment, while hand
washing facilities are already installed in any respect entrances to the normal market.
People prefer to stock traditional markets because buying and selling are often negotiated
for cheaper prices and basic commodity freshness (Putra, Oktarini., 2021). Due to the
actual fact that markets are vulnerable to get crowded at a brief period of time, their
government thinks it is possible thanks to keeping the markets on run at the identical time
to maintain the safety of the entrepreneur and also the buyer.
Novio, (2016) stated that markets are stuffed with different vendors offering
distinct reasonably priced products that are utilized by most of the consumers in their day
to day living. Agricultural products are those primary goods which are most frequently
sought and sold by consumers in any public market. Like fish, meat, vegetable, poultry
and other products that's derived from a farm are the most sold publicly. But there is a
problem in terms of pricing of products especially when the demand and supply isn't
21
stable. To deal with these issues, the government approved the Department of Agriculture
(DA) Measures to mend the identified problem.
Feng, Chen, Feng, & Li, (2021) Stated that the Platform vendor pricing
promotional techniques vary with the Impact of market expansion and proportion of
price-sensitive consumers, redemption costs, commission rate charged in third-party sales
and selection of third-party sellers within the promotional campaign. If the impact of
market expansion charges a weak or the commission rate is low, the platform vendor will
pay the next regular price during the promotion. Furthermore, while the impact of market
expansion increases the dimensions of micro cases consumers, when the of market Price-
sensitive P expansion is little or moderate and also the commission rate is high, the
promotional campaign doesn't always lead to increasing demand for first-party products.
When the platform receives the third-party seller's promotional decision, the platform and
therefore the third-party seller are more likely to profit from the platform's promotional
campaign because the redemption amount decreases and the market expansion effect
increases. Finally, when the impact of market growth intensifies, after the end of
organizing the promotional decision of the third-party seller, the consequence that just
one player is more likely to occur in the promotion strategy.
The current research work examines the impact of the psychological capital of
householders and therefore the managers of budget hotels on the organizational resilience
during now. The travel and tourism business in India has been a significant contribution
to the country's economic progress. As a result, the people and also the sector's resilience
become even more important for the business's recovery from the pandemic moreover as
for the economic process. The word resilience comes from the latin word reziliere, which
22
suggests "to spring back." However, within the event of a calamity, the economy,
organizations, and society might not be able to return to their prior status. Additionally,
within the current context, where the calamity referred to as COVID-19 has badly
affected the complete world, the tourism sector will have a troublesome time returning to
normal. There has been no dearth of research on the health related crisis management
within the tourism industry (Hall et al., 2017; Shao et al., 2020) but most of the past
studies have focused on the impact of the epidemics on the economic revenue and flow of
tourists. However, less work has been done on how psychological capital of householders
and managers of budget hotels build resilience for the speedy recovery of their business
(Orchiston & Higham, 2016; Prayag et al., 2020). The concept of psychological capital
and organizational resilience hold special relevance for the organizations facing any quiet
changes (Prayag, 2018). With this phase of uncertainty, organizational growth and
sustainability is extremely passionate about the human capital (Luthans, 2002).
The purpose of this research is to look into self-help organizations' social
resilience and civic entrepreneurship. The goal is to figure out how entrepreneurial
activities might help promote societal resilience. Within the Kibera slum, the problem
was investigated in a very self-help group. The goal is to contribute to the conversation
on the most effective self-help organization techniques and, as a result, the major factors
that determine whether they succeed or fail in developing countries. The phrase "social
resilience" has been explored mostly at the community level in the social sciences. When
it was being applied to an organizational level, the assumption has been that an
organization has certain attributes that can contribute to the community’s resilience. An
organization's social resilience is seen in its ability to survive in a changing environment.
23
However, resilience, as well as other features of an organization, cannot be built without
people (Kuusikko, 2011).
This study was resilience is mainly depicted in the entrepreneurial literature as a
personality trait of entrepreneurship. Our approach is to consider it as a process and to
take a closer look at the role that resilience dynamics can play in deciding to become an
entrepreneur. We recorded the life stories of three resilient entrepreneurs and analyzed
their experiences in detail at a total of 206 key events. From this analysis, we created a
model based on trauma theory as a trigger for the resilience process and highlighted the
key factors that nourish this process. It turns out that some of these factors are precursors
to entrepreneurship. Resilience mentors provide the emotional support that individuals
need to socialize. Commitment to action enables experience and interaction that is the
source of learning. The work of intermediate victory and self-esteem brings essential
justification and self-confidence to later entrepreneurship. Finally, a search for meaning
and consistency reveals a gap between an individual's personal values and the leadership
practices of an employer's organization, thus allowing the individual to have an
entrepreneurial spirit and to launch his or her startup project. Helps shape. Therefore, our
research shows that resilience dynamics in the interface of causal factors that lead to
entrepreneurship can play a multifaceted role (Bernard, & Barbosa, 2016).
Training social entrepreneurs and innovators is becoming more common in
business schools around the world, emphasizing the importance of good educational
practices. Based on social identity theory and self-efficacy research, we provide a social
identity and self-efficacy approach to social entrepreneurship education that focuses on
helping students create identities as social entrepreneurs and gain confidence in their
24
potential to impact good social change. We provide four case examples to highlight the
enormous impact group social entrepreneurship projects can have on both students and
society, as well as examples of pedagogical devices and relevant content that have been
used in the classroom to promote such an approach. Many of the potential problems faced
when attempting to do so are also identified, and we offer suggestions for overcoming
them to teach social entrepreneurship and innovation in a university setting (Warner
Woodworth & Isaac Smith (2012).
Synthesis of the State-Of-The-Art
This chapter describes the major findings and some similarities from the review of
related studies that were identified with the present today. Previous studies that are
conducted have a similar aspect to the present study as it is both questioning the level of
resiliency of the market vendors towards challenges in terms of physical, mental,
emotional, social and financial.
Much of the studies claimed that every entrepreneur especially the market
vendors has a level of resiliency along the aspect of physical (Bernard & Barbosa 2016),
(Munishi, & Casmir 2019), (Orchiston & Higham, 2016; Prayag et al., 2020) (James and
Gudmundsson 2011), (Wilson, 2016), & (Micu, Micu, Capatina, Cristache, & Dragan
(2018)), mental (Bernard & Barbosa (2016) & Shah, Angeles, & Harris (2017)),
emotional (Shah, Angeles, & Harris (2017)), social (Shah, Angeles, & Harris (2017)) &
(Hernandez-Rodriguez (2017)), and financial (John Scott & Devesh Nirmul (2020)).
Most of the study shows that physical resiliency is a dedication to action allows
for learning experiences and connections; interim triumphs and self-esteem work provide
25
the legitimacy and self-confidence needed to become an entrepreneur later on (Bernard &
Barbosa (2016)), managed to develop reactive and less proactive capacities of coping
with inadequate capital threat mainly based on the individual, household, community
level and to a lesser degree national levels (Munishi & Casmir (2019)), however, less
work has done on how psychological capital of owners and managers of budget hotel
build resilience for the speedy recovery of their business (Orchiston & Higham, 2016;
Prayag et al., 2020) but entrepreneurs must have access to resources that allow them to
adapt to change in both their business and personal lives in order to survive (James and
Gudmundsson 2011)), individual resilience features how people use positive coping skills
to be more resilient and work even when they are stressed (Wilson, 2016) and the ability
to lessen the dangers of turbulence is referred to as resiliency (Micu, Micu, Capatina,
Cristache, & Dragan, 2018).
Some study said that mental resilience is when they focused on the significant life
circumstances that cause trauma and occur prior to the decision to start an entrepreneurial
project (Bernard & Barbosa, 2016) and naturalizing life’s hardships as cyclical, strong
belief in their own ability to persevere of difficulty and faith in God’s power to protect
hard-working families (Shah, Angeles & Harris, 2017).
Emotional resiliency is when they spoke of their courage in overcoming loss and
harm, as well as their optimism, faith, and hope for brighter futures in farming and living
in the futures of others (Shah, Angeles, & Harris, 2017).
Some study shows that social resiliency is the ability to withstand and overcome
socio- environmental stresses makes agricultural livelihoods resilient (Shah, Angeles &
26
Harris 2017) and developed an understanding of the intricate systems in which they
participate, and they strive for continuous adjustment and renewal (Hernandez-
Rodriguez, 2017). Financial resiliency is when they characterize the rising importance
and effect of climate change-induced risks and impacts on investment decisions across
the building investment (John Scott & Devesh Nirmul, 2020).
Gap Bridged by the Study
This study aims to determine the level of resiliency of market vendors. All these
studies are done for researchers to have an idea about the resilience of vendors. They
cannot predict the future of what will happen to their business. There is a possibility that
their business will go down or close. To fill this gap, the researcher will determine what
factors are changing for the respondent in terms of their personal entrepreneurship skills
and the level of stability of the vendors in the market towards the challenges in the
aspects of physical, mental, emotional, and social. Based on the researcher's initial
analysis of the relevant literature, by interviewing the respondent, it will serve as a gap-
bridge from our previous study to the current study.
Theoretical Framework
This study is supported toward the Resilience Theory of Dr. Dorman Garmezy
(1991) and also the Resilience processes in development of Ann Masten (2001).
Dr. Dorman Garmezy may be a psychologist and infrequently noted as a founder
in research in resilience. He defined resilience as “not necessarily impervious to fret.
Rather, resilience is intended to reflect the capacity for recovery and maintained adaptive
27
behavior which will follow initial retreat or incapacity upon initiating a stressful event”
(Garmezy, 1991).
Garmezy took an ecological approach to resilience, arguing that protective
measures were necessary. Individual and familial characteristics, yet as environmental
influences, all have an impression on resilience. Some of these influences are: (1)
Individual variables may be a dispositional characteristic, like temperament (activity
level) Cognitive talents and the way one responds to new situations (positive reaction to
others). (2) Factors within the family, family cohesion and heat (despite poverty or
marital strife), within the absence of responsive parents, the presence of a caring adult.
(3) External support elements included the supply and usage of outdoor assistance. a
robust maternal substitute, and a supportive environment. This stated that stress is simply
a straightforward thing that offers great lessons to everyone that may build their
personality and grow more.
The researchers used the second theory, which is that the Resilience Processes
Therory Masten(2001).
Resilience refers to a category of phenomena characterized by good outcomes in
spite of significant threats to adaptation or development. Research on resilience aims to
know the processes that account for these good outcomes (Masten, 2001). Individuals are
not regarded as resilient if they have never faced a significant threat to their development;
the decision covers the threat side of the conclusion; there must be current or past hazards
judged to possess the potential to derail normative development.
28
During periods of specialization in risk, problems, pathology, and therapy,
psychology has overlooked significant phenomena in human adaptability and
development. Attention to human capabilities and adaptive systems that promote healthy
development and functioning have the potential to tell policy and programs that foster
competence and human capital and aim to boost the health of communities and nations
while also preventing problems. The study of resilience rekindled positive psychology,
and now the renewed focus on effective human functioning could help elucidate the
fundamental processes that underpin resilience in development (Masten, 2001).
"The capacity of a dynamic system to successfully adjust to disruptions that
threaten system function, viability, or development," according to the 2014 definition
(Masten, 2014). According to Masten, to be termed resilient, there must be two
requirements present: a measure of positive adaptation or development, and the presence
of variables that threaten positive adaptation in the past or present. Positive adaptation or
development, according to her, is defined as meeting developmental tasks and underlying
human adaptation systems.
Developmental tasks are the expectations of a given society or culture in an
exceedingly historical context for the behavior of kids in several age periods and
situations (e.g. visiting school, getting employment, romantic relationships). Fundamental
human adaptation systems include attachment relationships and parenting, pleasure in-
mastery motivational systems, self-regulatory systems for emotion, arousal and behavior,
families, formal education systems, cultural belief systems, religion and spirituality
(Masten et al., 2009).
29
Resilience is that most appropriately conceptualized as a developmental process
or a dynamic capacity instead of as a static outcome or trait. Resilience is a term that
applies to a wide range of systems, from children and families to organizations and
societies. It refers to a dynamic system's ability to adjust successfully to shocks that
threaten its function, viability, or development (Masten, 2014). Positive psychology
emphasizes the study of human strength and virtue to grasp and facilitate positive
developmental outcomes.
30
Level of Resiliency
Physical Mental Emotional Social Financial
Year Achievement
Profile of Respondents
Capitalization Length of Educational

Operation Attainment
Figure 1
Theoretical Framework
31
Conceptual Framework
This study follows the Proposed Original Model. When an unexpected situation
happens, the business owner, particularly the Market Vendors in Daet, Camarines Norte
should apply the traits of being resilient. We are going to measure the level of resiliency
of the market vendors when it comes to Physical, Mental, Emotional, Social, and
Financial. We expect that these five different aspects will help us to find out what is the
Level of Resilience of the Market Vendors. On how they become more creative, and
resourceful towards challenges.
Being resilient may help the entrepreneurs to become successful. There are
market vendors who do not attend any business courses but are successful in the field of
business and there are others who study entrepreneurship and it has helped them even
more to be ready in the field of business, this is another variable we also want to know.
While at the same time the capitalization and Length of Operation on how these two are
connected to keep the business on run despite many challenges.
32
Resilience Theory Resilience Processes Theory
Level of Resiliency of Market Vendors in

Figure 1
Daet Camarines Norte
Theoretical Paradigm
Figure 2
Conceptual Paradigm
33
Notes
Ratten, Vanessa. (2021). COVID-19 and Entrepreneurship Challenges and Opportunities for
small bussiness. Routledge Company. Retrieve from. November 24, 2021.
https://books.google.com.ph/books?
id=f_wgEAAAQBAJ&printsec=frontcover&dq=entrepreneurial+competencies+during+p
andemic&hl=en&sa=X&ved=2ahUKEwjY15SY1a70AhUjBKYKHauRAiMQ6AF6BAg
GEAI
Yates, T. M., Tyrell, F. A., &Masten, A. S. (2015). Resilience theory and the practice of positive
psychology from individuals to societies. Positive psychology in practice: Promoting
human flourishing in work, health, education, and everyday life, 773-
788.https://adlab.ucr.edu/wp-content/uploads/2019/08/Yates-Tyrell-Masten-2015.pdf
A Shatte, A Periman, B Smith (2017): The positive effect of resillience on stress and business
outcomes in difficult work environments. Retrieved from. December 15, 2021.
ncbi.nlm.nih.gov
W. Woodworth, I Smith (2012): A social identity and self-efficacy method to developing social
entrepreneurs and social innovators. Retrieved from.15, 2021,
https://scholar.google.com/scholar?
hl=en&as_sdt=0,5&q=effectiveness+entrepreneur+of+so
%C3%A7ial+resilience+in+Philippines+market+vendors#d=gs_qabs&u=%23p
%3DOw8E32Ew_AEJ
Kerr, H. (2016). Organizational resilience. Quality, 55(7), 40-43. Retrieved from. December 15,
2021. https://www.bsigroup.com/LocalFiles/En-VN/Organizational-Resilience/
whitepaper-harnessing-experience-embracing-opportunity.pdf.
Kuusikko, N. (2011). Social resilience and civic entrepreneurship in self-help organizations: case
study of the Kibera slum project. Retrieved from. December 15, 2021,
https://jyx.jyu.fi/bitstream/handle/123456789/40103/URN%3aNBN%3afi%3ajyu-
201210262792.pdf?sequence=1&isAllowed=y
Bernard, M. J., & Barbosa, S. D. (2016). Resilience and entrepreneurship: A dynamic and
biographical approach to the entrepreneurial act. M@ n@ gement, 19(2), 89-123.
Retrieved from. December 15 2021. https://www.cairn-int.info/journal-management-
2016-2-page-89.htm
JC Ayala, G Manzano - Journal of Economic Psychology, 2014: The resilience of the
entrepreneur. Influence on the success of the business. A longitudinal analysis. Retrieved
from. December 15, 2021. https://doi.org/10.1016/j.joep.2014
Korber, S., & McNaughton, R. B. (2017). Resilience and entrepreneurship: a systematic
literature review. International Journal of Entrepreneurial Behavior & Research.
Retrieved from December 12
2021.https://www.emerald.com/insight/content/doi/10.1108/IJEBR-10-2016-0356/full/
html?fullSc=1
34
Fatoki, O. (2018). The impact of entrepreneurial resilience on the success of small and medium
enterprises in South Africa. Sustainability, 10(7), 2527. Retrieved from. December 15,
2021. https://www.mdpi.com/317526.
Sabatino, M. (2016). Economic crisis and resilience: Resilient capacity and competitiveness of
the enterprises. Journal of Business Research, 69(5), 1924-1927. Retrieved January 13,
2022. http://researchspace.csir.co.za/dspace/handle/10204/9124.
Linnenluecke, M. K. (2017). Resilience in business and management research: A review of
influential publications and a research agenda. International Journal of Management
Reviews, 19(1), 4-30. Retrieved January 13, 2022, https://doi.org/10.1111/ijmr.12076.
Shatté, A., Perlman, A., Smith, B., & Lynch, W. D. (2017). The positive effect of resilience on
stress and business outcomes in difficult work environments. Journal of occupational and
environmental medicine, Retrieved January 12, 2022,
https://www.ncbi.nlm.nih.gov/pmc/articles/pmc5287440/.
Haywood, L. K., & Van der Watt, C. (2016). Building resilience into business strategy,
management and reporting: Principles and maturity tool to facilitate resilience in
business, 2016. Retrieved January 11, 2022,
http://researchspace.csir.co.za/dspace/handle/10204/9124.
Shah, S. H., Angeles, L. C., & Harris, L. M. (2017). Worlding the intangibility of resilience:
The case of rice farmers and water-related risk in the Philippines. World Development,
98, 400-412. Retrieved from. January 10, 2022.
https://www.sciencedirect.com/science/article/pii/S0305750X17301675
Zamfir, A. M., Mocanu, C., & Grigorescu, A. (2018). Resilient entrepreneurship among
European higher education graduates. Sustainability, 10(8), 2594. Retrieved from.
January 9, 2022. https://doi.org/10.3390/su10082594
Bernard, M. J., & Barbosa, S. D. (2016). Resilience and entrepreneurship: A dynamic and
biographical approach to the entrepreneurial act. M@ n@ gement, 19(2), 89-123.
Retrieved from. January 10, 2021. https://www.cairn-int.info/journal-management-2016-
2-page-89.htm
Aguilar, E. (2018). Onward: Cultivating emotional resilience in educators. John Wiley & Sons.
Retrieved from. January 10, 2022. https://books.google.com/books?
hl=en&lr=&id=v_9QDwAAQBAJ&oi=fnd&pg=PP9&dq=emotional+resilience+&ots=0
9vUPjBCez&sig=spEDzHuLx6MtPYcmL4L8c06jX4A
Lin, S. L. (2018). “We work like ants… we avoid being troublemaker”: An exploratory inquiry
on resilience of Chinese street vendors in the urban village. International Journal of
Sociology and Social Policy. Retrieved from January 10 2022,
https://www.emerald.com/insight/content/doi/10.1108/IJSSP-01-2018-0008/full/html
Wilson, R. L. (2016). Organizational resilience as a human capital strategy for companies in
bankruptcy. Work, 54(2), 309-323. Retrieved from January 20
2022.https://content.iospress.com/articles/work/wor2302
35
Bessembinder, H., Carrion, A., Tuttle, L., & Venkataraman, K. (2016). Liquidity, resiliency
and market quality around predictable trades: Theory and evidence. Journal of Financial
economics, 121(1), 142-166. Retrieved from January 20 2022.
https://www.sciencedirect.com/science/article/pii/S0304405X16300113
Micu, A., Micu, A. E., Capatina, A., Cristache, N., & Dragan, B. G. (2018). Market
intelligence precursors for the entrepreneurial resilience approach: The case of the
Romanian eco-label product retailers. Sustainability, 10(1), 190. Retrieved from January
10 2022. https://www.mdpi.com/256032
Pathak, D., & Joshi, G. (2021). Impact of psychological capital and life satisfaction on
organizational resilience during COVID-19: Indian tourism insights. Current Issues in
Tourism, 24(17), 2398-
2415.https://www.tandfonline.com/doi/pdf/10.1080/13683500.2020.1844643.
Yang, Y., & Danes, S. M. (2015). Resiliency and resilience process of entrepreneurs in new
venture creation. Entrepreneurship Research Journal, 5(1), 1-
30.https://www.deepdyve.com/lp/de-gruyter/resiliency-and-resilience-process-of-
entrepreneurs-in-new-venture-ELtKnE0Fhd.
Hanson, S. K., Hessel, H. M., & Danes, S. M. (2019). Relational processes in family
entrepreneurial culture and resilience across generations. Journal of Family Business
Strategy, 10(3),
100263.https://www.sciencedirect.com/science/article/abs/pii/S1877858517300700
Fisher, R., Maritz, A., & Lobo, A. (2016). Does individual resilience influence entrepreneurial
success? Academy of Entrepreneurship Journal, 22(2),
39.https://www.academia.edu/31316272/DOES_INDIVIDUAL_RESILIENCE_INFLUE
NCE_ENTREPRENEURIAL_SUCCESS
Shean, M. (2015). Current theories relating to resilience and young people. Victorian Health
Promotion Foundation: Melbourne, Australia. Retrieved from. January 3,2021.
https://evidenceforlearning.org.au/assets/Grant-Round-II-Resilience/Current-theories-
relating-to-resilience-and-young-people.pdf
Masten, A. S. (2001). Ordinary magic: Resilience processes in development. American
psychologist, 56(3), 227. Retrieved from. January 13, 2022.
https://psycnet.apa.org/journals/amp/56/3/227.html?uid=2001-00465-004
Yates, T. M., Tyrell, F. A., & Masten, A. S. (2015). Resilience theory and the practice of
positive psychology from individuals to societies. Positive psychology in practice:
Promoting human flourishing in work, health, education, and everyday life, 773-788.
Retrieved from. January 13, 2022.
https://adlab.ucr.edu/wp-content/uploads/2019/08/Yates-Tyrell-Masten-2015.pdf
36
Chapter 3
Research Design and Methodology
This chapter presents the design and method that was used in undertaking this
research, and also the sources of data, respondents of the study, research instrument, data
gathering procedure and the statistical tools that will be used to achieve the researchers’
goal.
Research Design
In this study, the researcher will utilize a descriptive comparative research design,
which investigates and describes the variables without the researcher controlling or
manipulating any of them. The purpose of this design is to identify the characteristics,
frequencies, trends, categories and the relationship of the level of resiliency of market
vendors in Daet, Camarines Norte. This design was used in this study, to examine if the
skills, traits, and characteristics of market vendors affect their capability and resiliency by
conducting a survey, questionnaires, and interviews. Furthermore, this design used to
examine the level of resiliency of market vendors. The market vendors should be in 3
years of business to qualify as a respondent of a study.
Sources of Data
In the study, the researchers will use both primary and secondary. The primary
source of data will be from the respondents of this research which is the dry goods vendor
of Daet Public Market through survey. The questionnaires will be provided by the
37
researchers. The secondary sources of data are the written works that can be found from
the articles, journals, published books and internet.
Respondents of the Study
The respondents of this study are the market vendors of dry goods in Daet Public
Market located at Barangay 6, Daet, Camarines Norte. The target number of respondents
are thirty (30) market vendors of dry goods. The criteria set by the researchers in order
for a market vendor to qualify as respondents include: (1) they must be a market vendor
for at least three years, (2) they must be selling within Daet Public Market, and (3) their
business must be under the category of dry goods.
Sampling Design
This research will use Quota, Purposive, and Convenience sampling techniques; it is a
non-probability sampling method. Quota sampling is a procedure that restricts the
selections of the sample by controlling the number of respondents. We choose the Quota
sampling technique because it allows the researchers to sample a subgroup that is of great
interest to the study. Purposive sampling is also a type of non-probability sampling in
which researchers choose people of the public to participate in their surveys based on
their own assessment. We choose the Purposive sampling technique because it allows the
researchers to extract a large amount of information from their acquired data. This helps
researchers to describe the population-wide impact of their results. Convenience
sampling is another form of non-probability sampling strategy that collects data from
people of the population who are readily available to participate in the study. We choose
the Convenience sampling because it's quick and easy to deliver the results. Our study
38
aims to investigate a characteristic of a certain subgroup that's why we need 15 male and
15 female respondents. The researcher will conduct a face to face interview for the
participants of this research. We will not use emails for the survey because not all market
vendors have a cellphone or access in email.
Research Instrument
In this study, the researcher will use a questionnaire, the questionnaire is a neat
question carefully prepared to be answered by a group of people to collect facts and
information, the first question Is the level of resiliency of market vendors with challenges
in physical, emotional and social, the second part is the questions that will use
unstructured they are free to give whatever answer they want.
Data Gathering Procedure
In order to gather some information, the researchers will conduct a survey to the
market vendors in Daet, Camarines Norte using questionnaires, survey forms and
interviews. The researchers will analyze the data gathered from the questionnaires.
The researchers used survey forms to identify and gather the data needed in
conducting this research. Laptop, mobile phones and internet also used in this study for
searching some related studies as a reference.
Statistical Tools
The researcher will use the following quantitative analysis method to tabulate data
that will be collected:
39
Frequency count. is an attempt to count the number of times certain units appear in
specific contexts of language use, such as primary words in texts. Counts like these are
usually done to provide a statistical foundation for word lists used in courses like
shorthand and English as a second language (efl). It is the calculation of how many
people belong to a specific group or how often a particular attribute occurs. In this
calculation, the absolute (actual number) and relative (percentage) totals are used.
Percentage. One of the most common ways to represent statistics is with percentages.
Percentage is symbolized by the sign percent, which simply means "per hundred." One
percent (or 1 percent) is one hundredth of the total or whole number and is determined by
multiplying the whole or whole number by 100. They can be useful for analyzing a
difference compared to a benchmark or initial value, as well as being especially useful
when making comparisons.
Weighted Mean. This is a sort of mean that is derived by multiplying the weight (or
probability) associated with a certain event or outcome by the associated quantitative
outcome, then summing the results. The essential aspect that distinguishes the weighted
mean from the arithmetic mean is that it is highly useful for calculating a theoretically
expected outcome where each event has a distinct probability of occurring. this will be
used in the second research question which deals with the level of resiliency of the
market vendors towards challenges along the aspects of Physical, Mental, Emotional and
Social.
40
One-Way ANOVA. This examines the means of two or more independent groups and
will see if the related population means differ statistically. A parametric test is a one-way
ANOVA.
41
Notes
Bhandari, P. (2021). An introduction to correlational research. Scribbr. Retrieved from. December

16, 2021. https://www.scribbr.com/methodology/correlational-research/.
Sousa, V.D. (2007). An overview of research designs relevant to nursing: Part 1: quantitative
research designs. Retrieved from. December 17, 2021.
https://www.scielo.br/j/rlae/a/7zMf8XypC67vGPrXVrVFGdx/?
lang=en#:~:text=Descriptive%20correlational%20studies%20describe%20the,of
%20another%20variable%20(s).
Corporate Finance Institute. (2020). Weighted Mean.
https://corporatefinanceinstitute.com/resources/knowledge/other/weighted-mean/
QuestionPro (2020). Pearson correlation coefficient: Introduction, formula, calculation, and
examples. https://www.questionpro.com/blog/pearson-correlation-coefficient/
Finding and Using Statistics: Using basic statistical techniques. (2021). Finding and Using
Statistics: Using Basic Statistical Techniques. Retrieved January 22, 2022, from
https://www150.statcan.gc.ca/n1/pub/11-533-x/using-utiliser/4072258-eng.htm
LibGuides: SPSS Tutorials: One-Way ANOVA. (2021). LibGuides. Retrieved January 22, 2022,
from https://libguides.library.kent.edu/spss/onewayanova
Carol Culpepper, J. (2006). 1911 Encyclopedia Britannica20061211911 Encyclopedia Britannica.
Burlingame, CA: LoveToKnow Corporation 2003‐. URL: www.1911encyclopedia.org
Last visited October 2005 Gratis. Reference Reviews, 20(3), 9.
https://doi.org/10.1108/09504120610655222
42
CHAPTER 4
Level of Resiliency of Market Vendors in Daet Camarines Norte
This chapter presents the data gathered by the researchers using survey
questionnaires. These are presented in tables following the sequence of the specific
research problem regarding the Level of Resiliency of the Market Vendors in Daet,
Camarines Norte.
Profile of Respondents
In this part, the profile of the respondents was analyzed. They are identified based
on their capitalization, educational attainment, and length of operation.
Table 1
Distribution of Respondents Based on the Capitalization
Capitalization Frequency Count Percentage (%)

50,000 and below 15 50
50,001 - 100,000 9 30
100,001 - 250,000 3 10
250,001 - 500,001 3 10
Total 30 100
The data gathered in table 1 showed the capitalization of the caputalization of the
respondents. Out of the 30 market vendors in Daet, Camarines Norte, 15 or 50 percent
said that their capitalization is 50,000 and below, while 9 or 30 percent of them have
50,001 to 100,000 capitalization. Three or 10 percent of the respondents had a
capitalization of 100,001 to 250,000. And also 3 or 10 percent of them said that they have
a capitalization of 250,001 to 500,000.
43
Majority of the market vendors has a capitalization of 50,000 and below because
of the fact that they started with a little amount of capital and they just grew it. However,
least of them has a capitalization of 100,001-250,000 and 250,001-500,000 because they
need a large amount of capital for their business and/or to start their business.
According to Amadeo (2021), small-cap companies have greater growth potential
because they have a smaller operational and financial base, it is easier for them to
expand. And Hofstrand (2022), believes that the financial needs of a business will vary
according to the type and size of the business.
Table 2
Distribution of Respondents Based on the Educational Attainment
Educational Attainment Frequency Count Percentage

High School 15 50
Vocational 3 10
College 12 40
Total 30 100
As indicated in table 2 which showed the educational attainment of the
espondents. Out of the 30 market vendors in Daet, Camarines Norte, 15 or 50 percent of
them claimed that high school is their educational attainment. As for 3 respondents who
belong to the vocational bracket, they composed of 10 percent of the total population.
And 12 of them said that their educational attainment is college which has a percentage
of 40.
Base on the result shown, majority of the respondents had an educational attainment
in high school. This could be due to the fact that they are more focused on
entrepreneurship due to the hardships of life and having to world hard rather than
44
continuing their education. However, least of the market vendors claimed that their
educational attainment is vocational because of the fact that they would rather go on to
take business courses in college than taking vocational courses.
Juang (2017), believes that a solid quarter of independent business owners had up to
a high school diploma because according to Farhadis (2020), entrepreneurship education
empowers students to think creatively, to seek problems - to solve opportunities, to
empathise with others, to take risks, to accept failure as part of the growth process, and to
appreciate the correlation between hard work and success. However, according to
Rohmania and Nuryuono (2021), many vocational graduates are still unemployed. And
Xiangyue Liu et al. (2019), believes that college students with entrepreneurial intention
or potential, entrepreneurial education can help them develop entrepreneurial knowledge
and skills, and improve their success rate of starting a business.
Table 3
Distribution of Respondents Based on the Length of Operation
Length of Operation Frequency Count Percentage

1year to 3 years 11 36.67
4years to 6 years 8 26.66
7 years and above 11 36.67
Total 30 100
The data gathered in table 3 show the distribution of respondents based on the
length of Operation. To elaborate, there are a total of 30 market vendors who responded
to the questionnaire. 11 of them are 1year to 3 years and accumulated to 36.67% of the
total of the respondents. And also 11 of them are 7 years and above with 36.67% of the
total, and lastly 8 of them are 4years to 6 years in the market with a 26.66% of the total.
45
Based on the result shown, two of the classification got an accumulated result of
36.67%. These are 1year to 3years and 7years and above. The reason could be the items,
foods, things that they were selling and also the location because of the fact that the
market place is a public place where the basic needs of people will be found here so that
the majority of individuals buy their necessities here. So, small business entrepreneurs
realize that markets are a great place to locate their business. And the reason of getting
the lowest count of 4 years to 6 years because these are the person who inherit and
continue to keep selling to grow their family business even challenges came.
As reported by Boiko et al. (2019), wholesale markets are one of the most
significant components of the system of products flow from the producer to the consumer
in a market economy. Ward (2016) has supplied this advice in order to maintain the
family business strong. The following strategies could be formed through family
meetings and company planning. They are critical to the survival of the family business
across the generations.
The Resiliency of the Market Vendors
In this part, the level of different aspects of resiliency of the market vendors were
analyzed, and the results are presented in the following tables.
46
Table 4
Physical Resiliency of Market Vendors of Dry Goods
Physical Resiliency Weighted Verbal

Mean Interpretation
1.I usually finish my work task adequately and on 5.00 Strongly Agree
schedule.
2. I am healthy and fit most of the time since I run 4.03 Agree
business.
3. I have a lot of stamina almost everyday since I 4.03 Agree
run my business.
4. I believe in working not more than eight (8) hours 4.4 Strongly Agree
a day regardless of how much work to do.
5. I accept sudden workload in last minute (i.e., 4.17 Strongly Agree
customers’ orders, projects, change of timeline, etc.)
Weighted Mean 4.33 Strongly Agree
Legend: 1:00-1.80 – Strongly Disagree, 1.81-2.60 – Disagree, 2.61-3.40 – Neither, 3.41-4.20 – Agree, 4.21-5.00
Strongly Agree.
In this table 4 indicates the physical resiliency of market vendors who're selling
dry goods. In order to elaborate, there are 30 respondents who answered our survey. It
has an average Weighted mean of 4.33 who interpret as Strongly Agree. In 5 questions 3
of these get a verbal interpretation of strongly agree. These are question 1 “I usually
finish my work tasks adequately and on schedule” this got the highest average of 5.00,
question 4 “I believe in working not more than eight hours a day regardless of how much
work to do” with an average of 4.4 and question 5 “I accept sudden workload at the last
minute” with an average of 4.17. And 2 of these got a verbal interpretation of Agree.
These are question 2 “I am healthy and fit most of the time since I run business” and
question 3 “I have a lot of stamina almost everyday since I run my business”. Both of
these got the same average of 4.03.
Based on the data presented, all of the market vendors strongly agree with most of
the questions in line with their physical resiliency and some agree. This is due to their
47
dedication to their job, willingness to sell and gain profit. This defines that their ability to
adopt sudden changes that can lead to stress are well handled and give a positive
action. Somehow both question 3 and 4 got the least number of result and both of this
question is about health the reason could be, they prioritize their business than their
health. Because they may be afraid to lost their business if they not give too much effort
to it.
In accordance with Hanseen (2020), the cumulative knowledge, attitudes, and
abilities that underpin well-being are known as resilience. Resilient people have much
more reserves to pull on during difficult circumstances, which leads to less anxiety and
depression, as well as improved physical health and function. And Parker (2019) stated
that failure in business it is widespread and can result in not just financial losses, but also
physical harm. Grief, shame, and self-blame, as well as low self-esteem, are all evoked.
Table 5
Mental Resiliency of Market Vendors of Dry Goods
Mental Resiliency Weighted Verbal

mean Interpretation
1. I respond to adverse situation in my business 4.33 Strongly Agree
with positive attitude.
2. I don't let myself neglect the daily running of 4.3 Agree
business even though I'm preoccupied with
many problems.
3. I have to think myself during critical times 4.17 Agree
and let my stuff to take care of my business.
4. I courageously face potentially disruptive 4.6 Agree
changes by turning adversity into advantageous
opportunity.
5. I am always clear what to do regardless of 4.67 Strongly Agree
the business problem I have.
Strongly Agree.
48
The table below shows the five levels of mental resilience in the dry run exercise
respondents to the questions I respond to adverse situation in my business with positive
attitude is 4. 33 which means they strongly agree. In the matter of don't let myself
neglect the daily running of business even trough I'm preoccupied with many
problems, the respondent responds with a weighted mean of 4.3 which means they agree.
In i have to think myself during critical times and let my stuff to take care of my business
agree with a weighted mean of 4.17. In the matter of I courageously face potentially
disruptive change by turning advertising into advantageous opportunity, respondents
replied that they agree with a weighted mean of 4.6. The overall level of awareness of the
respondents on i am always clear what to do regardless of the business problem i have is
4.67 means strongly agree.
Based on the data, most market sellers agree, according to questions related to
their mental stability, that they have experienced mental stability, while others strongly
agree. As a result, respondents are able to establish positive conduct regardless of their
future problem. And the least weighted mean is 4.3 not neglecting oneself in running the
Business even though busy with many problems, the respondents show a correlation with
the systems that facilitate the health of a mind of the individuals because stress can affect
mental health.
According to Lantman, Mackus, Verster (2017) people who exhibit these traits
are considered to be in higher mental health. Mental resilience is a personality trait that
allows a person to recover from a stressful situation and look forward to the next
planning. According to Elder and Paul (2020), critical thinkers seek creative progress and
need to comprehend thinking habits at any level of thinking.
49
Table 6
Emotional Resiliency of Market Vendors of Dry Goods
Emotional Resiliency Weighted Verbal

Mean Interpretation
1. I tell my feelings of doubts to my business 4.23 Strongly Agree
partner(s) or staff.
2. I am not affected when my customers express 3.77 Agree
their feelings of dissatisfaction.
3. I feel intrinsically rewarded when I can solve a 4.43 Strongly Agree
business problem.
4. I don’t act impulsively wherever I face stressful 4.20 Agree
moments with my clients or staff.
5. I am able to ignore my dear of failure and future 4.17 Agree
results to continue working hard for my business.
Weighted Mean 4.16 Agree
Strongly Agree.
As indicated in the table, the Emotional Resiliency of market vendors who are
selling dry goods shows that in 30 respondents who answered our survey questionnaire
has an average weighted mean of 4.16 that is mean Agree. In Emotional Resilience we
have 5 questions, in question 1 “I tell my feelings of doubts to my business partner(s) or
staff(s).” got an average of 4.23 that interpret strongly agree and in question number 2 “I
am not affected when my customer(s) express their feelings of dissatisfaction.” Has an
interpretation of agree that got 3.77 average, in question number 3 “I feel intrinsically
rewarded when I can solve a business problem.” got an average of 4.43 that interpret
strongly agree and in question number 4 “I don’t act impulsively whenever I face
stressful moments with my clients and staff(s).” got an average of 4.20 that interpret
agree and in question number 5 “I am able to ignore my fear of failure and future results
to continue working hard for my business.” Got an average of 4.17 that also interpret
agreement.
50
Based on the results shown, in terms of Emotional Resiliency the verbal
interpretation of market vendors, most of them agree and some strongly agree. We can
see in the result that the market vendors will not lose the ability to interact with others
and share their feelings even if it is not easy for them. They don’t let their feelings come
to their work. But, the question number 2 “ I am not affect when my customers express
their feeling of dissatisfaction” obtained the least average in weighted mean based in our
survey results. This means their feelings is strong and they putting aside their emotions
and it also says most likely they are not affected when customers says or express
negatively.
According to Matheson, at el. (2016) professional resilience is defined as the
ability to keep performing well, adapt to changing circumstances, and maintain a sense of
professional and personal fulfillment. Characteristics of high self-determination, tenacity,
and low harm avoidance are likely to underlie resilience in primary care workers. Positive
and negative emotions, according to Balaji et al. (2017), buffer the link between
perceived injustice and consumer pleasure. Customers' emotion control through
suppression and revaluation influences the effects of contentment on both unfavorable
word-of-mouth and repurchase intentions.
51
Table 7
Social Resiliency of Market Vendors of Dry Goods
Social Resiliency Weighted Verbal

Mean Interpretation
1. I accept my client(s) comments to improve my 4.57 Strongly Agree
products.
2. I can accept other people’s views for my business. 4.4 Agree
3. I believe in working as a team with my business 4.33 Strongly Agree
partner(s) or staff(s) to accomplish task.
4. I hand over to someone I trust to handle my 3.73 Agree
staff(s) work problem(s).
5. I keep giving assistance or encouragement to 4.03 Agree
deeper social support to my staff(s) when resolving
conflict.
Strongly Agree.
Table 7 shows the social resiliency of the market vendors of dry goods. It has an
average weighted mean of 4.21 which has an interpretation of Strongly Agree. Out of the
5 questions, 3 got a verbal interpretation of Strongly Agree. These are question 1 “I
accept my client(s) comments to improve my products” with an average of 4.57 ,
question 2 “I can accept other people’s views for my business” with an average of 4.4.
And question 3 “I believe in working as a team with my business partner(s) or staff(s) to
accomplish tasks” with an average of 4.33. And 2 got a verbal interpretation of Agree.
These are question 4 “I hand over to someone I trust to handle my staff(s) work
problem(s)” with an average of 3.73 and question 5 “I keep giving assistance or
encouragement to deeper social support to my staff(s) when resolving conflict” with an
average of 4.03.
Based on the data presented, most of the market vendors agree on the questions.
Majority of them stated that they accept their client(s) comments to improve their
52
products. This is simply due to the fact that they believe in the saying “customers are
always right” and they value the opinion of their clients or customers. Based on the data
presented, we can see that the least results is a about the relationship between the staffs
and the owners. This is simply because they have nothing to rely on or to entrust their
staff but only themselves.
According to Fader (2019), customer centricity is a strategy to fundamentally
align a company's products and services with the wants and needs of its most valuable
customers. That strategy has a specific aim: more profits for the long term. In addition,
these customers give you a strategic advantage over your competitors; it's a strategic
advantage that could be the best path forward for many businesses. According to Brower,
Lester, and Korsgaard, a gap in trust between managers and employees can have
profoundly negative effects on works. Executives and managers invest a lot of effort and
time building trust in their teams: both establishing trust in their employees and ensuring
that their employees trust them in return. But many employees say they do not feel
trusted by their managers. And when employees don’t feel trusted, workplace
productivity and engagement often suffer. It’s up to managers to signal trust in their
employees in consistent and thoughtful ways.
53
Table 8
Financial Resiliency of Market Vendors of Dry Goods
Financial Resiliency Weighted Verbal

Mean Interpretation
1.The financial risks of my business are still within 4.05 Agree
my control.
2. The cost of winning my business is reasonable. 4.04 Agree
3. I feel that I can keep up with the current needs of 4.05 Agree
my business to expand.
4. I accept that there is a cost to any decision that I 4.00 Agree
take in my business activities.
5. There is a possibility of earning more income from 4.04 Agree
new opportunities that my business had identified.
Weighted Mean 4.04 Agree
Strongly Agree.
The financial resiliency of market vendors selling dry goods is shown in table 7.
To be more specific, there were 30 people that responded to the survey. It has an average
weighted mean of 4.04, which indicates that it is agree. All of these earn a verbal
interpretation of agree in all five questions. These are the questions 1 “The financial risks
of my business is still within my control.” and question 3 “I feel that I can keep up with
the current needs of my business to expand.” this got the same highest average of 4.05,
question 2 “The cost of winning my business is reasonable.” and question 5 “There is a
possibility of earning more income from new opportunities that my business had
identified.” also got the same average of 4.04, question number 4 “I accept that there is a
cost to any decision that I take in my business activities.” got the average of 4.00.
According to the information gathered, all of the market vendors agree on the most
of the questions in terms of their financial stability. it is also stated here that one of the
financial risk of the business is within the control of the owner and the owners need to
54
keep up the currents need of the business to expand. This is simply due to the fact that
some of the owners are committed to their businesses, yet they are experiencing financial
difficulties. However, only a minority of them say they accept that there is a cost to any
decision they take in their business activities because it is difficult for them to accept all
of the consequences or negative outcomes of their decisions.
As stated by Eniola and Entebang (2016) by such knowledge (resource) has
implications for effectiveness of financial decision and strategy the firm adapts. This is
especially so in SMEs where the owner-manager often has the ultimate power, in making
strategic decisions. Financial decision is one of the central decisions that owner-managers
have had to make in the running of their businesses. The outcome of such decisions
impacts significantly on the profitability, growth and survival of their ventures. SMEs use
idiosyncratic, immobile tangible and intangible resources as the bases to sustain
competitive capability that brings about superior performance. The tangible resources
include financial capital (e.g., equity capital, debt capital, retained earnings) and physical
capital (e.g., machinery and buildings). However, according to Holiawati &
Murwaningsari (2019), ownership theory states that if the company has good human
resources in the form of human capital, physical capital, and structural capital it will
encourage investors to be interested in investing and the value of the firms will increase.
The possibility of risks such as interest and tax penalties that are the visible and the loss
of the corporate reputation negatively influence the long-term sustainability of the
corporate business.
55
Relationship between the level of resiliency of the market vendors based on profile
In this part, the relationship between the level of resiliency of the market vendors
based on profile were analyzed, and the results are presented in the following tables.
Table 9
Relationship between the Level of Resiliency of Market Vendors based on
Capitalization
Capitaliz F Physical Mental Emotion Social Financial GM

ation Resilienc Resilienc al Resilienc Resilienc
y (WM) y (WM) Resilienc y (WM) y (WM)
y (WM)
50,000 15 4.18 4.27 4.23 4.25 4.39 4.26

and
Below
50,001- 9 4.24 4.53 3.87 4.04 4.24 4.18

100,000
100,001- 3 3.87 4.4 4.40 4.13 4.2 4.2

250,000
250,001- 3 4.60 4.60 4.45 4.60 4.74 4.60

500,000
GM 4.22 4.45 4.24 4.26 4.39 4.31
Table 9 showed the relationship between the level of resiliency of market vendors
based on capitalization. Out of the 30 respondents, 15 have a capitalization of 50,000 and
below which has a weighted mean of 4.18 in physical resiliency, 4.27 in mental
resiliency, 4.23 in emotional resiliency, 4.25 in social resiliency, 4.39 in financial
resiliency, and has a grand mean of 4.26. Nine (9) of the respondents have a
capitalization of 50,001 to 100,000 which has a weighted of 4.24 in physical resiliency,
56
4.53 in mental resiliency, 3.87 in emotional resiliency, 4.04 in social resiliency, 4.24 in
financial resiliency, and has a grand mean of 4.18. Three (3) of the respondents have a
capitalization of 100,001 to 250,000 which has a weighted mean of 3.86 in physical
resiliency, 4.4 in mental resiliency, 4.40 in emotional resiliency, 4.13 in social resiliency,
4.2 in financial resiliency, and has a grand mean of 4.2. While there are also 3
respondents that have a capitalization of 250,001 to 500,000 which has a weighted mean
of 4.60 in physical, mental, and social resiliency, 4.45 in emotional resiliency, 4.74 in
financial resiliency, and has a grand mean of 4.60. The grand mean of physical resiliency
is 4.22, mental resiliency is 4.45, emotional resiliency is 4.24, social resiliency is 4.26,
financial resiliency is 4.39, and overall resiliency is 4.31.
Based on the result shown, respondents with a capitalization of 250,001 to 500,000
have the highest level of resiliency in terms of physical, mental, emotional, social and
financial because of the fact that they are more competitive and have a high need for
achievement.
According to Gitman, McDaniel, Shah, et al., (2018), most entrepreneurs are
ambitious, they are competitive and have a high need for achievement.
Table 10
57
Relationship between the Level of Resiliency of Market Vendors based on
Educational Attainment
Educatio F Physical Mental Emotion Social Financial GM

nal Resilienc Resilienc al Resilienc Resilienc
Attainme y (WM) y (WM) Resilienc y (WM) y (WM)
nt y (WM)
High 15 3.89 4.17 3.93 4.12 4.16 4.05

School
Vocation 3 4.67 4.85 4.67 4.67 4.53 4.68

al
College 12 4.5 4.5 4.32 4.27 4.57 4.43
GM 4.35 4.51 4.31 4.35 4.42 4.39
based on educational attainment. Out of the 30 market vendors, 15 had an educational
attainment in high school which has a weighted mean of 3.89 in physical resiliency, 4.17
in mental resiliency, 3.93 in emotional resiliency, 4.12 in social resiliency, 4.16 in
financial resiliency, and has a grand mean of 4.05, while 3 of them said that their
educational attainment is vocational with a weighted mean of 4.67 in physical, emotional,
and social resiliency, 4.85 in mental resiliency, 4.53 in financial resiliency, and has a
grand mean of 4.68. Twelve (12) of the respondents claimed that their educational
attainment is college which has a weighted mean of 4.5 in physical and mental resiliency,
4.32 in emotional resiliency, 4.27 in social resiliency, 4.57 in financial resiliency, and has
a grand mean of 4.43. The grand mean of physical resiliency is 4.35, mental resiliency is
4.51, emotional resiliency is 4.31, social resiliency is 4.35, financial resiliency is 4.42,
and overall resiliency is 4.39.
58
Based on the result shown, respondents who had an educational attainment in
vocational have the highest level of resiliency in terms of physical, mental, emotional,
and social, this is due to their ability to develop and utilize their competencies in order to
adapt and respond to adversity. However, respondents who had an educational attainment
in college have the highest level of resiliency in terms of financial because they have a
broader knowledge when it comes to financing.
According to Garret and Zettle (2021), entrepreneurial resilience includes the
processes entrepreneurs utilize to develop and deploy their capabilities in order to adapt
and respond to adversity encountered in their role as an entrepreneur. And also according
to Huang (2016), if college graduates have the correct knowledge and motivation about
personal finance when starting out, they can get control of their finances by making wise
decisions and avoiding common pitfalls.
59
Table 11
Relationship between the Level of Resiliency of Market Vendors based on Length of
Operation
Length F Physical Mental Emotion Social Financial GM

of Resilienc Resilienc al Resilienc Resilienc
Operatio y (WM) y (WM) Resilienc y (WM) y (WM)
n y (WM)
1 year - 3 11 3.91 4.07 3.95 3.98 4.22 4.03

years
4 years - 8 4.38 4.66 4.23 4.25 4.45 4.39

6 years
7 years 11 4.4 4.56 4.33 4.42 4.44 4.43

and
Above
GM 4.23 4.43 4.17 4.22 4.37 4.28
based on length of operation. Out of the 30 respondents, 11 said that their length of
operation is 1 year to 3 years which has a weighted of 3.91 in physical resiliency, 4.07 in
mental resiliency, 3.95 in emotional resiliency, 3.98 in social resiliency, 4.22 in financial
resiliency, and has a grand mean of 4.03, while 8 of them said that their length of
operation is 4 years to 6 years which has a weighted mean of 4.38 in physical resiliency,
4.66 in mental resiliency, 4.23 in emotional resiliency, 4.25 in social resiliency, 4.45 in
financial resiliency, and has a grand mean of 4.39. Eleven (11) of the respondents
claimed that their length of operation is 7 years and above which has a weighted mean of
4.4 in physical resiliency, 4.56 in mental resiliency, 4.33 in emotional resiliency, 4.42 in
social resiliency, 4.44 in financial resiliency, and has a grand mean of 4.43. The grand
60
mean of physical resiliency is 4.23, mental resiliency is 4.43, emotional resiliency is 4.17,
social resiliency is 4.22, financial resiliency is 4.37 and the overall resiliency is 4.28.
Based on the results shown, respondents with a length of operation of 4 years to 6
years have the highest level of resiliency in terms of mental and financial, this may be
due to the fact that because of their length of operation, they are able to adapt the issues
they have encountered to themselves, resulting in emotional and financial resilience.
However, respondents with a length of operation of 7 years and above have the highest
level of resiliency in terms of physical, emotional, and social because they have been in
business for a long time, they are aware of the difficulties that come with beginning and
running a business and are confident in their abilities to address problems.
According to DeMers (2020), successful entrepreneurs are also willing to adapt to
solve a problem; they aren’t beholden to the image, processes, or lines of thinking that
got them into the problem in the first place. And also according to Gitman, McDaniel,
Shah, et al., (2018), entrepreneurs understand the challenges of starting and operating a
business and are decisive and confident in their ability to solve problems.
Result of Inferential Analysis
61
Table 12
Significant Relationship Between the Level of Resiliency of Market Vendors Based
on Capitalization
The f-ratio value is 8.53383. The computed p-value is 0.000044 that is less than
p=0.05. Therefore, there is a significant relationship between the level of resiliency of
market vendors based on capitalization. It reveals that those who have a capitalization of
250,001 to 500,000 (m=4.60, s=0.19) scored significantly higher than those who have a
capitalization of 50,000 and below (m=4.26, s=0.21), p<.05. Also those who have a
capitalization of 250,001 to 500,000 scored significantly higher than those who have a
capitalization of 50,001 to 100,000 (m=4.19, s=0.40), p<.001. Moreover, those who have
a capitalization of 250,001 to 500,000 also scored significantly higher than those who
62
have a capitalization of 100,001 to 250,000 (m=4.2, s=0.45), p<.001. These findings
show that capitalization significantly affects the level of resiliency of market vendors.
Table 13
on Educational Attainment
The f-ratio value is 25.16059. The computed p-value is less than .00001 that is less
than p=0.05. Therefore, there is a significant relationship between the level of resiliency
of market vendors based on educational attainment. It shows that those who had an
educational attainment of vocational (m=4.68, s=0.39) scored significantly higher than
those who had an educational attainment in high school (m=4.06, s=0.28), p<.001. Those
who had an educational attainment in college (m=4.43, s=0.26) scored significantly
higher than those who had an educational attainment in high school (m=4.06, s=0.28),
63
p<.001. Moreover, those who had an educational attainment of vocational (m=4.68,
s=0.39) also scored significantly higher than those who had an educational attainment in
college (m=4.43, s=0.26), p<.05. These findings show that educational attainment
significantly affects the level of resiliency of market vendors.
Table 14
on Length of Operation
The f-ratio value is 13.93614. The computed p-value is <.00001 that is less than
p=0.05. Therefore, there is a significant relationship between the level of resiliency of
market vendors based on length of operation. It shows that those who are in business of 4
years to 6 years (m=4.39, s=0.23) scored significantly higher than those who are in
64
business of 1 year to 3 years (m=4.03, s=0.31), p<.001. And also, those who are in
business of 7 years and above (m=4.43,s=0.35) scored significantly higher than those
who are in business of 1 year to 3 years, p<.001. These findings show that the length of
operation significantly affects the level of resiliency of market vendors.
Research Output
Proposed research output to help the market vendors:
Based on the results gathered from the survey and statistical analysis, the
researchers have produced this pamphlet that will help the market vendors. The proposed
pamphlet consists of information which will serve as a comprehensive guide to maintain
and boost the level of resiliency of the market vendors in terms of physical, mental,
emotional, social and financial.
Market Vendors
65
Physical Mental Emotional Social Financial
Resiliency Resiliency Resiliency Resiliency Resiliency
Have a healthy Have a positive Don’t exhibit Get connected Talk and
lifestyle while mindset excessive to your inquire to some
running a negative customers experts in
business emotions terms of
during difficult handling
times finance
Maintain being Watch Conduct a self- Don't act Separate

physically fit motivational evaluation impulsive in personal funds
by conducting video honestly front of your from business
exercises and customer income
proper diet.
Keep the store Participate in Don't put Be open Spend only

neat as possible good pressure on minded about your money
entrepreneurship yourself try to the opinion of when necessary
programs to rely on the customers such as rent or
increase someone you other materials
knowledge can trust to needed
66
Notes
Amadeo, K. (2021). Small-Cap Stocks and Their Effect on the Economy. Retrieved from. March
27, 2022. https://www.thebalance.com/what-are-small-cap-stocks-examples-and-effect-
on-economy-3305889.
Juang, M. (2017). A secret many small-business owners share with Mark Zuckerberg. CNBC.
com. Retrieved from. Mach 26, 2022. https://finance.yahoo.com/news/secret-many-
small-business-owners-131010875.html.
Boiko, V., Kwilinski, A., Misiuk, M., & Boiko, L. (2019). Competitive advantages of wholesale
markets of agricultural products as a type of entrepreneurial activity: the experience of
Ukraine and Poland. Retrieved from. April 5, 2022.
https://www.ceeol.com/search/article-detail?id=791637.
Jim Purcell. September 3, 2020. Resilience: The Key To Future Business Success. Forbes,
Retrieved from. March 30, 2022.
https://www.forbes.com/sites/jimpurcell/2020/09/14/resilience-the-key-to-future-
business-success/#:~:text=Resilience%20enables%20employees%20to%20protect,of
%20debilitating%20stress%20or%20depression.
Lantman, M. V. S., Mackus, M., Otten, L. S., de Kruijff, D., van de Loo, A. J., Kraneveld, A.
D., ... & Verster, J. C. (2017). Mental resilience, perceived immune functioning, and
health. Journal of Multidisciplinary Healthcare, 10, 107. Retrieved from. April 2, 2022.
https://www.ncbi.nlm.nih.gov/pmc/articles/PMC5367578/.
Robertson, H. D., Elliott, A. M., Burton, C., Iversen, L., Murchie, P., Porteous, T., & Matheson,
C. (2016). Resilience of primary healthcare professionals: a systematic review. British
Journal of General Practice, 66(647), e423-e433. Retrieved from. January 31, 2022.
https://scholar.google.com/scholar?
output=instlink&q=info:HvAnqZEpPBUJ:scholar.google.com/
&hl=en&as_sdt=0,5&scillfp=14150066211724293670&oi=lle.
Fader, P. (2020). Customer centricity: Focus on the right customers for strategic advantage.
University of Pennsylvania Press. Retrieved from April 5, 2022.
https://books.google.com/books?
hl=en&lr=&id=F5VKEAAAQBAJ&oi=fnd&pg=PA7&dq=
%E2%80%9Ccustomers+are+always+right
%E2%80%9D&ots=jjozb5ipdO&sig=uark8WNxaDZ7UcvB36bTBQ9E_p8.
Agyapong, D., & Attram, A. B. (2019). Effect of owner-manager’s financial literacy on the
performance of SMEs in the Cape Coast Metropolis in Ghana. Journal of Global
Entrepreneurship Research, 9(1), 1-13. Retrieved from. April 4, 2022.
https://l.facebook.com/l.php?u=https%3A%2F%2Ffanyv88.com%3A443%2Fhttps%2Fjournal-jger.springeropen.com
%2Farticles%2F10.1186%2Fs40497-019-0191-1%3Ffbclid
%3DIwAR0rsWpPWR5dh7be136vx0RwrS17cvlethBGZ9LW8O9PH3jWawC9qu5iYYk
&h=AT1qNYmEuwFD3AX2fgB-
CPD7aPq2LgmNy8EqjrUZb0r3N6gGDWsYia2Z35dEMNeHDMcKmV4bI5pszve3a6Pr
0nwbRlidi9rteZUbURvwuk0OGRLXtxSMyVIqxcNAb4zsVk6mNg.
67
Ward, J. (2016). Keeping the family business healthy: How to plan for continuing growth,
profitability, and family leadership. Springer. Retrieved from. May 8, 2022.
hl=en&lr=&id=QtwYDAAAQBAJ&oi=fnd&pg=PR9&dq=keeping+business+supportin
g+article&ots=-Xu3MvaBYb&sig=ru3gilluu7BY1ZACRNXTmeA0aqg
Rohmania, Q. N., & Nuryuono, D. (2021). Pelatihan Startup untuk Menyiapkan Pengusaha Muda
Berbasis Pendidikan. SAP (Susunan Artikel Pendidikan), 6(2). Retreived from April 30,
2022. https://journal.lppmunindra.ac.id/index.php/SAP/article/view/9305.
Liu, X., Lin, C., Zhao, G., & Zhao, D. (2019). Research on the effects of entrepreneurial education
and entrepreneurial self-efficacy on college students’ entrepreneurial intention. Frontiers
in psychology, 10, 869. Retreived from April 30, 2022.
https://www.frontiersin.org/articles/10.3389/fpsyg.2019.00869/full. Parker, S. C. (2019).
The economics of self-employment and entrepreneurship. Cambridge: Cambridge
University Press. ISBN: 9780511493430. Retrieved from. May 8, 2022.
https://doi.org/10.1017/CBO9780511493430.
Elder, L., & Paul, R. (2020). Critical thinking: Tools for taking charge of your learning and
your life. Foundation for Critical Thinking. Retrieved from may 4, 2022.
hl=en&lr=&id=yBzzDwAAQBAJ&oi=fnd&pg=PR5&dq=I+hav
e+to+think+myself+during+critical++times+and+let+my+stuff+to+take+care+
+of+my+business.&ots=O6EzLpmLie&sig=XvZT4XynTA8yU9KEUYIRTIil
Zjc
Makam S Balaji, Sanjit Kumar Roy, Ali Quazi European Journal of Marketing, (2017).
Customers’ emotion regulation strategies in service failure encounters. Retrieved from.
May 4, 2022. https://scholar.google.com/scholar?
hl=tl&as_sdt=0%2C5&q=customers+cope+with+service+failure
%3F+customer+dissatisfaction&oq=customers+cope+with+service+failure
%3F+customer+disatissfactio#d=gs_qabs&t=1651644604213&u=%23p
%3DWDZ01h0Sze0J
Kadim, A., Sunardi, N., & Husain, T. (2020). The modeling firm's value based on financial ratios,
intellectual capital and dividend policy. Accounting, 6(5), 859-870. Retrieved from. May
4, 2022. http://m.growingscience.com/beta/ac/4052-the-modeling-firms-value-based-on-
financial-ratios-intellectual-capital-and-dividend-policy.html
Gitman, L. J., McDaniel, C., Shah, A., Reece, M., Koffel, L., Talsma, B., & Hyatt, J. C. (2018).
Entrepreneurship: Starting and Managing Your Own Business. Introduction to Business.
Retrieved from May 11, 2022. https://www.google.com/url?
sa=t&source=web&rct=j&url=https://opentextbc.ca/businessopenstax/chapter/
characteristics-of-successful-entrepreneurs/
&ved=2ahUKEwii3sjC99b3AhXFIqYKHV8TCXAQFnoECAYQAQ&usg=AOvVaw3G
Y-56TC6xZ1SBe33VIFVn
68
Garrette, R., & Zettel, L. (2021). Entrepreneurial Resilience. Retrieved from May 11, 2022.
https://www.google.com/url?sa=t&source=web&rct=j&url=https://oxfordre.com/
business/view/10.1093/acrefore/9780190224851.001.0001/acrefore-9780190224851-e-
314&ved=2ahUKEwi3oLuN8tb3AhVbEogKHUvEBNUQFnoECAcQAQ&usg=AOvVa
w1KRfYOfMT-RgDthOSxyTKc.
Huang, L. (2016). Personal Financial Planning for College Graduates. Retrieved from May 11,
2022. https://www.google.com/url?sa=t&source=web&rct=j&url=https://www.scirp.org/
journal/paperinformation.aspx%3Fpaperid
%3D70249&ved=2ahUKEwjhudOlk9f3AhV5IqYKHfrnDn4QFnoECAgQAQ&usg=AO
vVaw0saRjuY2yzXo6JAuHfok7r.
DeMers, J. (2020). 6 Ways Entrepreneurs Solve Problems Differently. Retrieved from May 11,
2022.
https://www.google.com/url?sa=t&source=web&rct=j&url=https://jaysondemers.medium
.com/6-ways-entrepreneurs-solve-problems-differently-
2f13c7b941b7&ved=2ahUKEwjK25y5idf3AhUVAaYKHYn6DvQQFnoECAYQAQ&us
g=AOvVaw3QQfjjBgAingNNc8NMeFSa.
Gitman, L. J., McDaniel, C., Shah, A., Reece, M., Koffel, L., Talsma, B., & Hyatt, J. C. (2018).
Entrepreneurship: Starting and Managing Your Own Business. Introduction to Business.
Retrieved from May 11, 2022. https://www.google.com/url?
sa=t&source=web&rct=j&url=https://opentextbc.ca/businessopenstax/chapter/
characteristics-of-successful-entrepreneurs/
&ved=2ahUKEwii3sjC99b3AhXFIqYKHV8TCXAQFnoECAYQAQ&usg=AOvVaw3G
Y-56TC6xZ1SBe33VIFVn.
Image1.https://www.google.com/imgres?imgurl=https%3A%2F%2Ffanyv88.com%3A443%2Fhttps%2Fuploads-ssl.webflow.com
%2F598a208f22e8860001acd41a
%2F598a208f22e8860001acd424_IMG_0447final.jpg&imgrefurl=https%3A%2F
%2Fmilwaukeepublicmarket.org
%2F&tbnid=LyNQSdoARCjgQM&vet=12ahUKEwjz_fH-
x9f3AhWATPUHHcgTCmQQMyg0egQIARBh..i&docid=WIP-utR-
2CurbM&w=3888&h=2592&q=public%20marketplace&ved=2ahUKEwjz_fH-
x9f3AhWATPUHHcgTCmQQMyg0egQIARBh
Image2.https://www.google.com/imgres?imgurl=https%3A%2F%2Ffanyv88.com%3A443%2Fhttps%2Fcdn1.vectorstock.com%2Fi
%2F1000x1000%2F56%2F95%2Frules-of-healthy-lifestyle-vector-
4785695.jpg&imgrefurl=https%3A%2F%2Ffanyv88.com%3A443%2Fhttps%2Fwww.vectorstock.com%2Froyalty-free-
vector%2Frules-of-healthy-lifestyle-vector-
4785695&tbnid=_TRD0TK6oh4vQM&vet=12ahUKEwi-
qIeTydf3AhWuTPUHHdyrCEQQMygFegUIARDmAQ..i&docid=haMoy-
4Pi73J2M&w=1000&h=1034&q=healthy%20lifestyle&ved=2ahUKEwi-
qIeTydf3AhWuTPUHHdyrCEQQMygFegUIARDmAQ
Image3.https://www.google.com/url?sa=i&url=https%3A%2F%2Ffanyv88.com%3A443%2Fhttps%2Fyoorekka.com%2Fmagazine
%2Fmetro-manila%2F2018%2F01%2F12%2F5-public-markets-in-the-philippines-
worth-checking-out&psig=AOvVaw20aEqCG4NWt42-
69
llnvuREe&ust=1652362908557000&source=images&cd=vfe&ved=0CAwQjRxqFwoTC
PDvhtbJ1_cCFQAAAAAdAAAAABAD
Image4.https://www.google.com/url?sa=i&url=https%3A%2F%2Ffanyv88.com%3A443%2Fhttp%2Fmystarjob.com%2Farticles
%2Fstory.aspx%3Ffile%3D%2F2012%2F11%2F24%2Fmystarjob_careerguide
%2F12309817%26sec
%3Dmystarjob_careerguide&psig=AOvVaw2KNRf6ZHQFRadZf_myHIqs&ust=165236
2335763000&source=images&cd=vfe&ved=0CAwQjRxqFwoTCJDehcbH1_cCFQAAA
AAdAAAAABAD
Image5.https://www.google.com/imgres?imgurl=https%3A%2F%2Ffanyv88.com%3A443%2Fhttps%2Fzuyder.files.wordpress.com
%2F2014%2F06%2Flisten1.jpg&imgrefurl=https%3A%2F%2Ffanyv88.com%3A443%2Fhttps%2Fzuyder.wordpress.com
%2F2014%2F06%2F30%2Fhow-to-gather-insights-from-customer-satisfaction-feedback
%2F&tbnid=wk3Uc3ogDdlgxM&vet=12ahUKEwjJ077Aytf3AhU8TPUHHWHkAYwQ
MygOegUIARDTAQ..i&docid=4A-iTmIDaotLyM&w=694&h=263&q=listen%20to
%20customer
%20feedback&ved=2ahUKEwjJ077Aytf3AhU8TPUHHWHkAYwQMygOegUIARDTA
Q
Image6.https://www.google.com/url?sa=i&url=https%3A%2F%2Ffanyv88.com%3A443%2Fhttps%2Fwww.accountingweb.com
%2Fpractice%2Fclients%2F16-financial-planning-questions-to-answer-in-
2021&psig=AOvVaw1xaXdmv2Bk5cugLoUJYsqe&ust=1652363658190000&source=i
mages&cd=vfe&ved=0CAwQjRxqFwoTCIDR5sfM1_cCFQAAAAAdAAAAABAS
Image7.https://www.google.com/imgres?imgurl=https%3A%2F
%2Fmarkallenassets.blob.core.windows.net%2Fccinform
%2F2019%2F09%2Femotional-intelligence-AdobeStock_178784859-harunyigit-
760.jpg&imgrefurl=https%3A%2F%2Ffanyv88.com%3A443%2Fhttps%2Fadults.ccinform.co.uk%2Fpractice-guidance
%2Fguide-developing-social-workers-emotional-resilience
%2F&tbnid=SULPyJFydWhjkM&vet=12ahUKEwj5rsCbxNf3AhUIR5QKHcUeBhAQ
MygXegUIARCGAg..i&docid=O1iaMewDH81TpM&w=760&h=344&q=emotional
%20resilience&ved=2ahUKEwj5rsCbxNf3AhUIR5QKHcUeBhAQMygXegUIARCGAg
Holly Henderson B. , Scott Wayne L. , Audrey K. Want Your Employees to Trust You? Show
You Trust Them. (2017) Retrieved May 11, 2022. https://hbr.org/2017/07/want-your-
employees-to-trust-you-show-you-trust-them
70
CHAPTER 5
SUMMARY, FINDINGS, CONCLUSIONS, AND RECOMMENDATIONS
This chapter presents the summary of the study, findings, the conclusions drawn
from the findings, and recommendations made regarding the study entitled the “Level of
Resiliency of Market Vendors in Daet Camarines Norte”.
Summary
This research aims to find out how resilient market vendors of dry goods in
Camarines Norte are in different situations. Thirty (30) market sellers selling dry items
responded to our survey or have been our respondents. This group of thirty (30) market
vendors offering dry goods answered to our survey, which included four questions. The
first question is “what is the profile of respondents in terms of capitalization, Educational
AttainmentandLength of operation?” And the second one is “what is the level of
resiliency of the market vendors towards challenges along the aspects of Physical,
Mental, Emotional, Social and financial.’’ And the third question is “is there a significant
relationship between the level of resiliency of market vendors based on profile?” and for
the last question is “what recommendations can be suggested to improve the resiliency of
the market vendors?”
This study took place in the school year 2021-2022. The data for this study was
collected using a nominative survey and a descriptive correlational research style. The
questionnaire was used as the data collection tool. In this study, the quota sampling
technique was chosen as the sample design.
71
Findings
In terms of the year of stability of vendors, the respondents have the same data
for 1 year to 3 years and 7 years to above and the lowest is 4 years to 6 with only 8 or
26.66%of the respondents responding. respondent. In capitalization there are 15 or 50%
of the respondents are the ones with larger capital used in business. Equally 10% used
only 100,000 to 250,000. In terms of education attainment, 12 or 40 percent of the
respondents are college graduates, 15 or 50% of the respondents are high school
graduates and 3 or 10% of them have completed a vocational course.
And the 30 respondents, 4.33 weited mean physical strongly agrees with the
highest percentage and has the least 4.03 agree, 4.41 weited mean mental and has the
least 4.3, and emotional has 4.21 weited mean strongly agree with the most low 4.23 in
social is 3.73 agree, while financial has 4.04 weighted mean and the lowest is 4.00 and in
terms of data stability, there appear to be two divisions in the data: strongly agree, agree,
highest and lowest indicating that the respondents are knowledgeable about marketing
methods for the sale of dry goods.
There is a significant relationship between the level of resiliency of market vendors
based on the profile of the responded.
Conclusions
The researchers look at the respondents’ profiles in terms of capitalization, finding
that 15 to 50 percent prefer high capitals and only ten percent only use 100,000 to
250,000. They all start with a suitable amount of capital, but the majority start with a
large amount of capital. In terms of educational attainment, they had all previously
72
studied, but the majority of them had only completed high school levels, because in
business, no matter what their educational attainment is, if they are hardworking and their
strategies are sufficient to attract customers, their business will be successful. Also, in the
year of vendor stability, respondents have the same data for 1 to 3 years, 7 years and
above, and the lowest is 4 to 6 years, with only 8 or 26.66 percent of respondents
responding. The replies reveal that it is more than just short-term or long-term reactions;
it is a coordinated effort to reclaim what has been lost and put protections in place to
prevent future loss.
Because most market vendors have a physical resiliency that allows them to fulfill
their jobs competently and on time, the 4.33 weighted mean physical strongly agrees with
the highest percentage of the 30 respondents. And mental resiliency received a 4.41
weighted mean os strongly agree because they always know what to do no matter how
bad the situation is because they can establish positive behavior independent of future
problems. and emotional 4.21 weighted means strongly agree since certain market
vendors believe they can meet and exceed their customers' expectations in their business.
Financial risks are still under their control because they are committed to their enterprises
despite financial challenges, exhibiting their financial resiliency.
As a result in our research it is show that there is a significant relationship between
the level of Resiliency of market vendors based on the profile of responded and the data
that we gathered. It include the survey questionnaire that the Respondents answered to
get the result of this research. The market vendors shows that it is not just defined by
short-term responses, rather, it is an organized movements towards regaining what was
lost putting safeguards to prevent further loss in the future.
73
Recommendations
Following a careful examination and consideration of the study's previous results
and conclusions, the following suggestions are made:
To market vendors. Improved the strategies, conduct a simple promotion of the
products by consistently selling fresh, good and safe products. Also maintain or improve
the characteristics as market vendors in every way like handling the body, emotion and
other things that keep you strong.
Customers should adhere to the IATF health protocols to ensure their safety
during the transaction between them and the vendors. To help vendors increase their
income, consumers must purchase seasonal, local, and in-demand products.
To policy makers. Vendors from Daet Public Market who lack the rules and
policies to be able to develop entrepreneurship can study the changing environment in
favor of entrepreneurship and adopt policies that will allow more individuals to
participate in the process. Entrepreneurial to identify the problem of every small business
and retailers in the daily market need to develop a plan of cooperation with anyone's
programs, and participation in the business program can be considered a factor towards
skill improvement.
Local Government Units (LGU), should increase access to public utilities, spaces,
and resources to the market vendors. Since they face problems of bribe payment, inability
to access various government facilities, lack of facilities such as toilets, lighting, lack of
social security and other similar hurdles. Revise laws about the product registration,
product standard, environmental and labeling requirements place restrictions on certain
74
products. Because the market-vending economy should ensure equitable distribution of
economic gains across its production and distribution in its value.
To Aspiring Entrepreneurs. Ask someone who’s well experienced in terms of
business before engaging into one. Don’t decide rapidly without enough knowledge about
it.
To researchers, themselves. In this study the researcher encounters a lot of
difficulties, doing research is really hard. That's why you really need to know time
management for you to balance the schedule that you have. Focus on your study and
make sure that at the end of the study you have knowledge. Always do your task on time
so that you can have more time for the other subjects that you have.
To future researchers. Studying the level of resiliency of market vendors requires
a lot of time and double effort. Keep an open mind and be prepared to discover things
you never imagined you'd learn. And always remember to “expect the unexpected”
because everything can happen during an interview or survey.
75
APPENDICES
Sample Letter to Participants/Respondents
Dear Respondents,
Greetings!
We are the Accountancy and Business Management students of Mabini Colleges
Inc. Presently, we are conducting a study entitled “Level of Resiliency of Market
Vendors in Daet Camarines Norte”.
In this regard, we are asking for your precious time, and effort to answer all the
questions in the questionnaire that are important and helpful for the completion of the
study.
Rest assured that all data gathered from you will be kept in the highest level of
confidentiality.
Your positive response in this request will be a valuable contribution for the
success of the study and will be highly appreciated.
Thank you very much for your cooperation.
Respectfully Yours,
Mariel E. Villaluna
Johanna M. Hermogino
76
Alyzza Khim R. Efondo
Pauline Dane G. Ibana
Francisca Nueva
Michael E. Herico
Researchers
Noted by:
Ma’am Gail Dan Abasolo
Research Adviser
77
Survey Questionnaire
Respected Market Vendors,
A pleasant day to you, we are from Grade 12 ABM student-researchers of Mabini
Colleges Inc. who are conducting a research study about the level of resiliency of market
vendors as partial fulfillment of the requirements for the subject of Practical Research 2.
As one of the qualified respondents, we’d like to inquire if answering this survey
questionnaire is not bothering you. This will serve as the main data gathering tool for the
study we’re undertaking. Thank you for taking your time assisting us in this research.
(Isang magandang araw po sainyo, kami ay magaaral na ABM na nasa ika-12
Baitang mula sa Mabini Colleges Inc. na nagsasagawa ng isang pagaaral tungkol sa
Antas ng Katatagan ng mga magtitinda sa pamilihan ng Daet, Camarines Norte. Bilang
isa sa mga pasok na magtitinda sa aming pagaaral, gusto sana po naming itanong kung
kami ba’y nakakaabala sainyo. Ito ang pangunahing kailangan sa pagkakalap ng mga
impormasyon tungkol sa pagaaral. Maraming salamat po sa pakikiisa at pagbibigay oras
sa aming lahat.)
Sincerely,
The Researchers
78
Part 1. Profile of the Respondents
Instructions: Please answer the following questions/statements below honestly. Choose
the option that best describes your business by putting a checkmark (✔) on the box.
(Panuto: Mangyaring sagutin nang matapat ang mga sumusunod na tanong/pahayag sa
ibaba. Piliin ang angkop na naglalarawan sa iyong negosyo sa pamamagitan ng
paglalagay ng checkmark (✔) sa kahon.)
1. What is the profile of respondents in terms of:
a. Capitalization;
(Pamumuhunan)
 50,000 and below
 50,001- 100,000
 100,001- 250,000
 250,001-500,000
 500,001 and above
b. Educational Attainment; and
(Natapos sa pag-aaral)
 Elementary
79
 High School
 Vocational
 College
 Others, please indicate__________
c. Length of operation?
(Katagalan sa pag-nenegosyo)
 1 year-3 years
 4 years-6 years
 7 years and above
Part 2. Level of the resiliency of the market vendors towards challenges along the
aspects of:
Instructions:
1. This questionnaire consists of 25 resilient items altogether in terms of Physical,
Mental, Emotional, Social, and Financial.
2. Select one of the numbers to indicate how well the statement describes you:
1 = Strongly Disagree 2 = Disagree 3 = Less Agree 4 =Agree 5=
Strongly Agree
80
3. Put a checkmark (✔) on the rating column next to each statement.
4. Some statements may be similar but no two are exactly alike.
5. Please answer all questions.
A. Physical Resiliency of market vendors
Indicators 5 4 3 2 1
1.I usually finish my work task adequately and on schedule.
(Karaniwan kong tinatapos ang aking gawain sa trabaho nang sapat at
ayon sa iskedyul.)
2. I am healthy and fit most of the time since I run business
(Maganda ang aking pangangatawan halos sa lahat ng oras mula
noong aking pinatakbo ang aking negosyo)
3. I have a lot of stamina almost everyday since I run my business.
(Marami akong lakas halos araw-araw mula ng patakbuhin ang aking
negosyo)
4. I believe in working not more than eight (8) hours a day regardless of
how much work to do.
(Naniniwala ako sa pagtatrabaho bilang isang team kasama ang aking
(mga) kasosyo sa negosyo o(mga) kawani upang magawa ang isang
gawain)
5. I accept sudden workload in last minute (i.e., customers orders,
projects, change of timeline, etc.)
(Kaya kong tumanggap ng mga biglaang mabibigat na trabaho(tulad
81
ng order ng mga customer, pagbabago ng mga timeline ng proyekto,
atbp.)
B. Mental Resiliency of market vendors
1. I respond to adverse situation in my business with positive attitude.
(Tumutugon ako sa masasamang sitwasyon sa aking negosyo na may
positibong pag-uugali.)
2. I don’t let myself neglect the daily running of business even though
I'm preoccupied with many problems.
(Hindi ko hinahayaang kaligtaan ng sarili ko ang araw-araw na
pagpapatakbo ng negosyo kahit abala ako sa maraming problema.)
3. I have to think myself during critical times and let my stuff to take
care of my business.
(Kailangan kong isipin ang aking sarili sa mga kritikal na oras at
hayaan ang aking mga taohan na pangalagaan ang kanilang mga
sarili)
4. I courageously face potentially disruptive changes by turning
adversity into advantageous opportunity.
(Buong tapang kong hinaharap ang mga problema at biglaang
pagbabago hanggang sa maging ikakabuti ng aking negosyo.)
5. I am always clear what to do regardless of the business problem I
have.
82
(Lagi saking maliwanag kung ano ang gagawin anuman ang mga
problema ko sa negosyo)
C. Emotional Resiliency of market vendors
1. I tell my feelings of doubts to my business partner(s) or staff(s).
(Sinasabi ko ang aking nararamdamn at pagduda sa aking (mga)
kasosyo sa negosyo o sa aking (mga) tauhan.)
2. I am not affected when my customer(s) express their feelings of
dissatisfaction.
(Hindi ako apektado kapag ang aking (mga) customer ay
nagpahayag ng kanilang mga damdamin ng kawalang-kasiyahan.)
3. I feel intrinsically rewarded when I can solve a business problem.
(Pakiramdam ko ay talagang ginagantimpalaan ako kapag nalutas ko
ang isang problema.)
4. I don’t act impulsively whenever I face stressful moments with my
clients and staff(s).
(Hindi ako umaaktong masama sa tuwing ako ay humaharap habang
may mabigat na problema sa aking mga kliyente at tauhan.)
5. I am able to ignore my fear of failure and future results to continue
working hard for my business.
(Nababalewala ko ang takot ko sa kabiguan at mga resulta sa
hinaharap para patuloy na magsikap para sa aking negosyo.)
83
D. Social Resiliency of market vendors
1. I accept my client(s) comments to improve my products.
(Tinatanggap ko ang (mga) komento ng aking kliyente upang mapabuti
ang aking mga produkto.)
2. I can accept other people’s views for my business.
(Maaari kong tanggapin ang pananaw ng iba para sa aking negosyo.)
3. I believe in working as a team with my business partner(s) or staff(s)
to accomplish task.
(Naniniwala ako sa pagtatrabaho bilang isang team kasama ang aking
(mga) kasosyo sa negosyo o (mga) kawani upang magawa ang gawain.)
I hand over to someone I trust to handle my staff(s) work problem(s).
(Ibinibigay ko sa isang taong pinagkakatiwalaan ko na humawak ng
problema ng aking mga tauhan sa trabaho.)
5. I keep giving assistance or encouragement to deeper social support to
my staff(s) when resolving conflict.
(Patuloy akong nagbibigay ng tulong o panghihikayat sa mas malalim
na suportang panlipunan sa aking (mga) tauhan kapag niresolba ang
problema.)
E. Financial Resiliency of market vendors
84
1. The financial risks of my business is still within my control.
(Ang mga panganib sa pananalapi ng aking negosyo ay akin paring
kontrolado.)
2. The cost of winning my business is reasonable.
(Ang halaga ng pagkapanalo sa aking negosyo ay makatwiran.)
3. I feel that I can keep up with the current needs of my business to
expand.
(Pakiramdam ko ay makakaya kong kamitin ang mga kasalukuyang
pangangailangan upang mapalawak ang aking negosyo.)
4. I accept that there is a cost to any decision that I take in my business
activities.
(Tinatanggap ko na may bayad ang anumang desisyon na gagawin ko
sa aking mga aktibidad sa negosyo.)
5. There is a possibility of earning more income from new oppurtunities
that my business had identified.
(May posibilidad na makakuha ng mas maraming kita mula sa mga
bagong pagkakataon na natukoy ng aking negosyo.)
Reliability Test Result
NEW FILE.
85
DATASET NAME DataSet1 WINDOW=FRONT.
RELIABILITY
/VARIABLES=physicalresiliency mentalresiliency emotionalresiliency
socialresiliency financialresiliency
/SCALE ( ‘ Resiliency ’ ) ALL
/MODEL=ALPHA
/STATSITICS=DESCRIPTIVE SCALE CORP
/SUMMARY=TOTAL MEANS CORP.
Reliability
[DataSet1]
Scale: Resiliency
Case Processing Summary
N %
Cases Valid 10 100.0
Excluded 0 .0
Total 10 100.0
a. Listwise deletion based on all variables in the procedure.
Reliability Statistics
Cronbach’s Alpha Cronbach’s Alpha Based on Standardized Items N
86
.822 .843 5
Item Statistics
Mean Std. Deviation N
physicalresiliency 4.2000 .57349 10
mentalresiliency 4.4200 .47563 0
emotionalresiliency 4.1600 .59479 10
socialresiliency 4.5200 .34254 10
financialresiliency 4.6000 .51640 10
Inter-Item Correlation Matrix
physicalresilien mentalresilien emotionalresilien socialresilien
cy cy cy cy
physicalresilienc 1.000 .538 .547 .520
mentalresiliency .538 1.000 .364 .911
emotionalresilien .547 .364 1.000 .244
cy
socialresiliency .520 .911 .244 1.000
financialresilienc .420 .778 .318 .528
87
Inter-Item Correlation Matrix
financialresilie
ncy
physicalresiliency .420
mentalresiliency .778
emotionalresiliency .318
socialresiliency .528
financialresiliency 1.000
Summary Item Statistics
Mea Minimum Maximum Range Maximum / Variance
n Minimum
Item Means 4.380 4.160 4.600 .440 1.106 .038
Inter-Item .517 .244 .911 .667 3.729 .039
Correlations
Summary Item Statistics
N of Items
Item Means 5
Inter-Item 5
Correlations
88
Item-Total Statistics
Scale Mean Scale Corrected Item- Squared
if Item Variance if Total Multiple
Deleted Item Deleted Correlation Correlation
physicalresiliency 17.7000 2.331 .640 .477
mentalresiliency 17.4800 2.375 .804 .958
emotionalresilienc 17.7400 2.552 .460 .399
socialresiliency 17.3800 2.875 .678 .926
financialresiliency 17.3000 2.500 .621 .810
Item-Total Statistics
Cronbach’s Alpha if Item Deleted
physicalresiliency .782
mentalresiliency .735
emotionalresilienc .843
socialresiliency .788
financialresiliency .786
Scale Statistics
Mean Variance Std. Deviation N of Items
89
21.900 3.780 1.94422 5
90
Curriculum Vitae of Researchers
Mariel E. Villaluna
Purok-1 Barangay Sta.Cruz Labo, Camarines Norte
09205719012
[email protected]
PERSONAL INFORMATION_____________________________________________
NICKNAME: Maye
BIRTHDAY: July 21, 2004
BIRTHPLACE: Labo, Camarines Norte
AGE: 17 years old
NATIONALITY: Filipino
RELIGION: Catholic
CIVIL STATUS: Single
FATHERS NAME: Felix P. Villaluna
MOTHERS NAME: Bella E. Villaluna
EDUCATIONAL BACKGROUND __
ELEMENTARY: E. Obmaña Elementary School
SECONDARY: Camarines Norte College
91
Alyzza Khim R. Efondo
Purok-5 Baragay Daculang Bolo, San Lorenzo Ruiz
Camarines Norte
093052467064
[email protected]
PERSONAL INFORMATION _
NICKNAME: Khim
BIRTHDAY: June 3, 2004
BIRTHPLACE: Provincial Hospital Daet , Camarines Norte
AGE: 17 years old
RELIGION: Roman Catholic
FATHERS NAME: Glenn B. Efondo
MOTHERS NAME: Kristine R. Efondo
EDUCATIONAL BACKGROUND
Elementary: Pandan Elementary School
Secondary: Our Lady of Lourdes College Foundation
92
Pauline Dane G. Ibana
Purok 9 Barangay IV Daet, Camarines Norte
09702150479
[email protected]
PERSONAL INFORMATION
NICKNAME: Pao
BIRTHDAY: April 30, 2003
BIRTHPLACE: Talisay, Camarines Norte
AGE: 18 years old
FATHERS NAME: Dante M. Ibana
MOTHERS NAME: Mary Jane G. Ibana
ELEMENTARY: Mantagbac elementary school
SECONDARY: Moreno Integrated School
93
Michael Herico
Mambalite, Daet Camarines Norte
09384354197
[email protected]
NICKNAME: King-king
BIRTHDAY: May 26, 2000
BIRTHPLACE: Talisay, Camarines Norte
AGE: 21 years old
FATHERS NAME: Ramon Carbonell Rodriguez
MOTHERS NAME: Maybel Carniyan Herico
Elementary: Zantua Abordo Elementary Education
Secondary: Porfirio R Ponayo
94
Johanna Moya Hermogino
Capacuan Paracale Camarines Norte
09512787857
[email protected]
NICKNAME: Hanna
BIRTHDAY: April 11, 2004
BIRTHPLACE: Provincial Hospital Daet , Camarines Norte
AGE: 17 years old
FATHERS NAME: Johnny S. Hermogino
MOTHERS NAME: Imelda M. Hermogino
ELEMENTARY: Calaburnnay Elementary School
SECONDARY: Maximo Manarang High School
95
Francisca Nueva
Calintaan Talisay, Camarines Norte
09109477608
[email protected]
NICKNAME: Cisca
BIRTHDAY: March 11, 2004
BIRTHPLACE: Quitang, Camarines Sur
AGE: 18 years old
RELIGION: LDS
FATHERS NAME: Jose Nueva
MOTHERS NAME: Emelinda Nueva
ELEMENTARY: Talisay Elementary School
SECONDARY: St. Francisc Parochial School
96
97

Group2 Sterling Final-Research-Manuscript

Uploaded by

Copyright:

Available Formats

Group2 Sterling Final-Research-Manuscript

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Group2 Sterling Final-Research-Manuscript

Uploaded by

Copyright:

Available Formats

LEVEL OF RESILIENCY OF MARKET OF VENDORS IN DAET, CAMARINES

An Undergraduate Thesis presented to the

In Partial Fulfillment of the

This study entitled “LEVEL OF RESILIENCY OF MARKET OF VENDORS

GAIL D. ABASOLO, MBA

HAROLD D. ABASOLO, MBA

GAIL D. ABASOLO, MBA ENG. ARIEL R. PAPARES

ACCEPTED and APPPROVED for ORAL EXAMINATION

ELMER A. DELOS ANGELES, JR., MM

Venue: Mabini Colleges, Inc.

Date: April, 2019

This is to certify that MARIEL E. VILLALUNA, JOHANNA M. HERMOGINO,

ORAL EXAMINATION COMMITTEE: ACTION

ELMER A. DELOS ANGELES, JR., MM

CERTIFICATION OF THE SECRETARY

GAIL D. ABASOLO, MBA

This is to certify that the thesis of MARIEL E. VILLALUNA, JOHANNA M.

This thesis entitled “Level of Resiliency of Market Vendors in Daet,

ELMER A. DELOS ANGELES, JR., MM

To Ma’am Gail D. Abasolo, our research adviser, for the unwavering

encouraging us to do our best in order to make this work.

that is needed to be improve and correct.

beginning of this study.

always move forward.

To the panelists who gave us patience, motivation, enthusiasm and immense

really helpful and important.

all will not be possible.

they choose to pursue, particularly in the Bachelor of Science in Accountancy.

This study determines the Level of Resiliency of Market Vendors in Daet,

An undergraduate research paper presented to the

Faculty of Mabini, Colleges Inc.

High School Department

In partial fulfillments of the requirements for the

Subject Practical Research 2

EFONDO, Alyzza Khim R.

IBANA, Pauline Dane G.

The world is facing different challenges where everything is affected including

low business by utilizing an entrepreneurial mindset (Ratten 2021). Entrepreneurs face

challenges. Entrepreneurs make decisions about strategies to survive that determine

adversity experienced in their capacity as entrepreneurs are included in entrepreneurial

resilience. Entrepreneurial resilience is defined as a collection of psychological and

behavioral capacities or dispositions that allow an entrepreneur to beat hardship,

consistent with the concept of entrepreneurial resilience. In the study of managerial

skills and attitudes of the independent manager. A pleasant competency or good

characteristics of a successful entrepreneur. Entrepreneurial resilience is defined because

the processes an entrepreneur utilizes to develop and deploy capabilities so as to adapt

competencies and entrepreneurial competencies became more important. It's done to

therefore the strategy of an entrepreneur. There's a difference between entrepreneurs

market vendors in Daet, Camarines Norte.

Statement of the problem

This study aims to determine the Level of Resiliency of Market in Vendors in

Daet, Camarines Norte.

Specifically, it will seek answers to the following questions:

1. What is the profile of respondents in terms of:

b. Educational Attainment; and

3. Is there a significant relationship between the level of resiliency of market

vendors based on profile?

4. What recommendations can be suggested to improve the resiliency of the market

There is no significant relationship between the level of resiliency of market