Purpose The purpose of this study is to examine the performance consequences of misalignment among business strategy, organizational configurations and management accounting systems (MAS). Design/methodology/approach The authors conducted a questionnaire survey to collect data and test the hypotheses developed in this study. The authors sent the questionnaires to the accounting and finance managers of the manufacturing companies listed on the Indonesia Stock Exchange. The authors received 259 responses from a total of 579 questionnaires sent or a 44.73% response rate. This study excludes 36 responses for further analyzes due to incomplete responses (five responses) and responses from lower-level employees (31 responses). The remaining 223 responses are used for statistical analyzes. Findings This study hypothesizes and finds that misalignments among business strategy, leadership style, organizational culture and MAS are negatively associated with both financial and non-financial performance. Research limitations/implications The study has three limitations. First, the authors intentionally collect data from the manufacturing industry to minimize the effect of data heterogeneity. To improve the generalizability of the study, future research might consider using data from other industries. Second, the study measures business strategy based on respondents’ perception of their companies’ strategy using indicators representing either product differentiation or cost leadership strategy. Future studies might use different ways of measuring business strategy using more objective empirical proxies such as research and development expenditures or premium price capability. Finally, this study conducts a survey and measures all the variables in a single period. Future studies might use a longitudinal approach to investigate the evolution of companies’ strategies and their impact on leadership styles, organizational commitment and MAS. Practical implications The results of the study will help companies in their search for senior executives, in building their organizational culture and in implementing their MAS. The study suggests that product differentiation companies should search for transformational leaders that empower their subordinates to take initiative and encourage innovative ideas in performing their tasks. In regard to MAS, the results suggest that product differentiation companies should implement broad focus MAS that emphasize the balance between financial and non-financial factors. By contrast, cost leadership companies should search for transactional leaders who emphasize on completing tasks on hand effectively and efficiently. In regard to MAS, the findings suggest that cost leadership companies will benefit more from using narrow focus MAS such as formal planning and budgeting, variance analyzes and cost-volume-profit analyzes. Social implications The findings of the study suggest that product differentiation companies should build a flexible culture that encourages subordinates to take the risk and effectively manage opportunities and challenges through changes and innovation. Furthermore, cost leadership companies should build a controlled culture that promotes adherence to policies and procedures to minimize costs and increase efficiency. Originality/value This paper introduces to the management and accounting literature the concept of fit among competitive strategy, leadership style, organizational culture and MAS and uses the two-stage method proposed by Ittner and Larcker (2001) to measure the degree of misalignment among business strategy and its contextual variables and, in turn, examines the impacts of the misalignment on financial and non-financial performance.

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The property and real estate sector is one of the sectors that has been quite severely affected by the Covid-19 pandemic. Almost all companies in this sector experienced a significant decline in sales due to reduced consumer demand. Therefore, this research aims to analyse the potential bankruptcy of property and real estate sector companies during the Covid-19 pandemic using the Altman Z-Score method. Samples were taken using the purposive sampling method, with 31 companies as the selected sample. Analysis of the data used is descriptive quantitative analysis with data sources in the form of literature and documentation. The results of the study show that in 2019, 5 companies were categorized as bankrupt, then five companies were categorized as bankrupt in 2020, and in 2021, four companies were categorized as bankrupt based on the criteria from the Altman Z-Score. However, companies categorized as bankrupt can survive and continue their business because of the various creative and innovative strategies implemented by each company.

The transportation and logistics sector in Indonesia during the pandemic was a sector that was negatively affected. Therefore, this study aimed to analyze the implementation of the Altman Z-Score method during the Covid-19 pandemic in the transportation and logistics sector. The sample in this study was taken by purposive sampling method, where the selected sample was 18 companies. The data were analyzed by quantitative descriptive analysis with the data sources in the research in the form of literature studies and documentation. The results of this study can be seen that as many as 9 companies in 2018 were in a state of bankruptcy, in 2019 as many as 8 companies were in a state of bankruptcy and in 2020 as many as 10 companies were in a state of bankruptcy based on the criteria of the Altman Z-Score. However, companies that are in a bankrupt position can survive because of the strategy the company does every year.

This research initiative aims to analyze the performance of Daerah Khusus Ibukota (DKI) Jakarta province from 2013 to 2016. This assessment is important because the budget realization of the local administration is not maximized. The Department of Transportation was established as the research unit for the present study. The analysis was conducted by comparing the strategic plan related to priority programs for the development of the public transport system, especially road and rail-based transportation. The results of the investigation reveal the existence of certain weaknesses and barriers in the accomplishment of the priority programs. It is concluded that comprehensive strategy management and the measurement of performance are critically required. Hence, this research attempts to develop a suitable and balanced scorecard to instigate improvement in the Department of Transportation's performance.