Hasil Pencarian  ::  Simpan CSV :: Kembali

Hasil Pencarian

Ditemukan 3 dokumen yang sesuai dengan query
cover
Mohammad Hamsal
"Recently, research on paradoxical strategies is receiving considerable attention
from both researchers and practitioners. The value of paradoxical strategies is
currently considered critical in increasing firm performance and winning in the
competitive dynamic landscape, which is characterized by uncertainty and rapid
changes in the industry and business environment (Barney and Hesterly, 2006). Such
perceived environmental characteristics require firm to apply paradoxical strategies;
combining strategic flexibility and strategic consistency (Pamell, 1994).
This study addresses four main questions. First, what is the effect of strategic
flexibility on Erm performance. Second, what is the effect of strategic consistency on
firm performance. Third, what is the effect of combining strategic flexibility and
strategic consistency on firm performance. Fourth, what are the contingent effects of
perceived environmental uncertainty on the relationship between paradoxical
strategies and firm performance. This study conceprualizes the application of
paradoxical strategies as a set of capabilities that enable an organization not only
adapt to changing environmental conditions, but also to maintain current strategies
and actions for a considerable period of time.
Recognizing the broad nature of strategic flexibility, it is measured in terms of
pre-emptive moves, exploitative moves, protective moves, and corrective moves.
Strategic consistency is measured in terms of proactive consistency and reactive
consistency. Perceived environment is measured in terms of munificence, dynamism,
and complexity. Overall firm perfonnance is measured in terms of financial
performance and strategic performance, among others are profit, profitability, income,
market share, position in the industry, and customer loyalty.
A survey was conducted in the Indonesian banking industry to measure the
degree of perceived environmental uncertainty, the level of strategic flexibility and
strategic consistency, and the resulting firm performance. Questionnaires were
distributed to 131 CEOs or members of top management team of commercial banks
(including sharia banks) and the 59 retumed responses were analyzed to test
hypotheses.
The results indicate that strategic flexibility has positive effect on bank
performance, while strategic consistency does not have positive effect on bank
performance. In terms of combining these two paradoxical strategies, the results of
this study conhnn that the effect of strategic flexibility on bank performance depends
on strategic consistency and/or perceived environment. Contrary to expectation of this
study, the effect of strategic consistency on bank performance insignificantly depends
on perceived environment.
This study makes several important contributions to growing literature on
paradoxical strategies and strategic management discipline. First, this study is one of
limited researches on the effect of paradoxical strategies on firm performance. It
examines the effect of combining paradoxical strategies on fum performance with
considering perceived environmental uncertainty as the antecedent. Second, it also
fills in the gap in previous study on managing paradoxes in service operations setting
at the corporate/strategic level. Third, this study develops a set of measures of
strategic consistency and strategic perfomrance that captures building on prior
concepts.
The fundings in this study offer inputs for the development of banking industry
in Indonesia. For bank management, to sustain its growth, banks should increase its infomation technology capabilities, which are mainly supported by flexible systems
and knowledgeable people. For the banking regulator and the government agency
alike, the inputs are as follows: carry out the detailed research on the impact of
regulation and govemment policy on bank flexibility; take Bank NTT, Bank Jatim,
and Bank Sumsel as samples for other regional development banks as the agile banks
with high performance; create regulation and policy to drive innovative banking
product development; encourage the commercial banks to undertake information
technology investments to boost innovative financial products and services; create
speciiic regulation about outsourcing service provider; and encourage further
development of Internet banking services by improving system infrastructure
environment, enabling policy and regulatory environment for this business, and
building up a comprehensive e-security public policy framework."
Fakultas Ekonomi dan Bisnis Universitas Indonesia, 2006
D871
UI - Disertasi Membership  Universitas Indonesia Library
cover
Do Anh Dung
"ABSTRACT
In today?s challenging and turbulent world, strategic management prescribes
organizations to develop resources and capabilities in order to gain competitive
advantage. The central question has been how to find ways and means to improve the
performance of the organization. Among many capabilities which could be developed
by the organization, the ability of the leaders to motivate and/or inspire members ofthe
team and/or workers to perform in their jobs and beyond the scope of their jobs, is
being researched here.
This dissertation studies how leadership by focusing at the bottom level of the
organization and by using various influence tactics, can create Organizational
Citizenship Behavior among the employees; in so doing, it could increase the overall
performance of the organization. The research is done in a Indonesian entity, a publicly
listed distribution company of a large pharmaceutical business group, operating through
40 branches across Indonesia, from Banda Aceh to J ayapura. The target population for
research is 460 marketing Eelds and staff members of the company, who have filled-in
some comprehensive questionnaires.
The research combines and extends three existing theories, the Leader-Member
(LMX) Theory, the lntluence Theory, and the Organizational Citizenship Behavior
(OCB) Theory. It also utilized eleven (11) influence tactics, and the OCB related to the
organization. The dissertation contirms this new extension of theories by demonstrating
the existence of the linkages (or mediations) between various variables of the model. It
has tested fifteen (15) sets of hypotheses. Most of the hypotheses have been confirmed
and the relationships between the variables are signiiicant.
Throughout the research, it was found that some speciitic iniluenee tactics
(inspirational appeal, personal appeal, consultation, collaboration, rational, appraising,
ingratiation, exchange or legitimation) are the most effective tactics used by the leaders
to motivate the subordinates performing in their jobs, and beyond the scope of their
jobs (OCR). The subordinates may help their colleagues; they may participate in many
social or informal activities beneficial to the organization culture; they may try to
protect the assets or properties of the organization, etc. With such an extraordinary
performance, they will contribute in their aggregate efforts to increase the level of
performance of the company as a whole. Other influence tactics such as coalition and
pressure do not develop OCB.
Equally important, it was demonstrated empirically that the ranking of OCB-
Organjzation Indexes is significantly correlated with the ranking of Total Sales of the
40 business units. It means that OCB-Organization can create high Total Sales, and
therefore high organization performance.
The contribution to the advancement of strategic management are (1) a new
extension of theories by combining three existing theories, (2) the practical
implementation of the Endings of this research in the day to day leadership and
management of a business organization, with focus at the bottom level, (3) the first
time application of such model in Indonesia, and (4) the opportunity to generalize the
application of the extension of theories, leading to a possible new theory to be called
?LMX-Organization Perfomance Theory?, and further practical implications, the result
of which would contribute meaningfully to the improvement in the quality of
management of organizations."
2006
D875
UI - Disertasi Membership  Universitas Indonesia Library
cover
Joni Phangestu
"Strategic Entrepreneurship adalah kemampuan perusahaan untuk memanfaatkan keunggulan kompetitif saat ini dan mengeksplorasi peluang baru untuk keunggulan kompetitif di masa depan secara simultan. Riset ini meneliti pengaruh perilaku dan kognitif entreprenuerial para manajer pengembang real estat dalam mengelola sumber daya strategisnya dan memanfaatkannya melalui inovasi eksplorasi dan eksploitatif untuk menciptakan kinerja perusahaan yang superior. Penelitian ini menggunakan metode regresi ganda dengan sampel penelitian adalah perusahaan real estat di kota-kota besar di Indonesia. Hasilnya menunjukkan bahwa perilaku dan kognitif entreprenuerial mempengaruhi pengelolaan sumber daya, serta interaksi inovasi eksplorasi dan eksploitatif menghasilkan nilai bagi pelanggan, pemilik dan menciptakan keunggulan kompetitif bagi perusahaan.

Strategic Entrepreneurship is firm rsquo s capability to exploit current competitive advantage and explore new opportunity for future competitive advantage simultaneously. This study examines the effects of entreprenuerial cognitive and behavior of the managers of real estate developer in managing its strategic resources and leverage it through the exploratory and exploitative innovation to create a superior firm rsquo s performance. These study use multiple regression method with sample study are real estate firms in major cities in Indonesia. The results show that entrepreneurial cognitive and behavior affect resource management, and interaction of exploratory and exploitative innovation generate value to customers, owners and create competitive advantage to the firm."
Depok: Fakultas Ekonomi dan Bisnis Universitas Indonesia, 2017
D2421
UI - Disertasi Membership  Universitas Indonesia Library