Analisis Penerapan Model Four Levers of Control (Studi Kasus Pt. Indorama Synthetics TBK Polyester Division Di Purwakarta)

Hasyim, Muhammad Ardi Nupi; Zamzami, Setiandari; Yanti, Dewi; Mandaku, Madeleine Ing

doi:10.31294/widyacipta.v5i2.10635

Cited by 4 publications

(3 citation statements)

References 1 publication

(1 reference statement)

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“…The findings revealed a positive effect of LOC on organizational innovation and performance, emphasizing the importance of a balanced use of mechanistic and organic MCS (Ratmono, 2020). Similarly, (Hasyim et al, 2021) investigated the implementation of the Four Levers of Control at PT. Indorama Synthetics Tbk to improve employee performance.…”

Section: Manufacturing Sectormentioning

confidence: 99%

Adapting To The New Normal: Assessing Levers Of Control Implementation In Indonesian Organizations Post-COVID

Atela Anwar

2024

Jetbis

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This systematic literature review investigates the application of the Four Levers of Control (4LOC) framework in Indonesian organizations post-COVID-19. The research method involved a systematic search of electronic databases and analysis of relevant literature. Major findings indicate that effective implementation of the 4LOC framework contributes to organizational resilience, performance improvement, and competitive advantage across various sectors. Cultural factors, leadership styles, and strategic alignment emerge as critical determinants of success. The study underscores the versatility and effectiveness of the 4LOC framework in navigating challenges posed by dynamic environments. Conclusions highlight the importance of adaptive strategies, cultural sensitivity, and integrated control systems in driving sustainable growth and organizational success in Indonesia. Results indicate that LoC implementation has positively impacted organizational performance across sectors such as hospitality, start-ups, state-owned enterprises, government organizations, manufacturing, and the service industry. Notably, effective utilization of belief systems, boundary systems, diagnostic control systems, and interactive control systems has been instrumental in fostering innovation, resilience, and strategic alignment. These findings underscore the importance of robust management control systems in achieving organizational objectives and navigating uncertainties. The review concludes by recommending further research to explore longitudinal effects, contextual influences, and the role of emerging technologies in enhancing LoC implementation.

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Section: Manufacturing Sectormentioning

confidence: 99%

Adapting To The New Normal: Assessing Levers Of Control Implementation In Indonesian Organizations Post-COVID

Atela Anwar

2024

Jetbis

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“…Diagnostic Control System bertujuan untuk mengkoordinasikan dan memantau implementasi strategi yang direncanakan (strategy as plan) dengan melihat kesesuaian antara pencapaian dengan tujuan yang telah ditetapkan (Simons, 2014) Dalam hal ini, strategy as plan berfungsi untuk mengkomunikasikan strategi, menetapkan tujuan (setting performance goals) dan alokasi sumber daya yang dimiliki (Hasyim, Zamzami, Yanti, & Mandaku, 2021). Untuk memastikan penerapan strategi, critical performance variables merupakan faktor yang harus dicapai untuk dapat diimplementasikan, dalam hal ini menjadi patokan pengukuran yang digunakan (Simons, 2014), sehingga jika terdapat penyimpangan dari tujuan awal, dapat diperbaiki sesuai dengan standar kinerja yang telah ditetapkan.…”

Section: Diagnostic Control Systemunclassified

Penerapan Pengendalian Manajemen Pada Penyaluran Pinjaman Koperasi Simpan Pinjam (Kospin) BN

Herispuspitasari,

Anitawati Hermawan

2023

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The distribution of loans to the construction sector is sometimes hampered by the capital they have. To improve the capital structure, Kospin will receive a loan from Cooperative Bank X. An increase in Kospin's capital must be followed by an adequate management control system. Therefore, the procedures for loan disbursement and performance measurement must be adequate. This research was conducted at Kospin BN to measure management control based on distribution procedures and performance measurement. The purpose of this study was to obtain an adequate loan operational procedure design, obtain a formal loan performance planning and measurement system as a key success factor to ensure and monitor the achievement of the strategy. The research method used is a case study, using qualitative analysis based on Boundary Systems and Diagnostic Control Systems. The results of the study, based on the SWOT analysis, there are weaknesses in management and pricing strategies as well as competitors' threats that hinder the business loan focus strategy. Therefore, Kospin should determine the right pricing strategy to win the competition. In addition, Kospin has not yet implemented the Business Loan SOP in accordance with the Decree of the Deputy for Financing of the Ministry of Cooperatives and SMEs No.06/Kep/Dep.2/II/2017. So it is necessary to adjust the linkages of procedures, personnel qualifications, division of tasks, business process flow, as well as documentation and records. Kospin also has not set performance targets, monitoring and measuring and evaluating performance formally. Kospin should set targets, monitor and measure performance and evaluate its performance.

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“…Furthermore, the relationship between MCS, research sites and theory. First, the LPD, which is an empowerment institution (Ramantha et al, 2018;Ardyani & Suarmanayasa, 2021;Kurniasari, 2022) has a function that is in line with the MCS, one of its functions is also an empowerment tool (Hasyim et al, 2021;Efferin, 2021 ). MCS in LPD includes performancebased budgeting, performance appraisal systems and Standard Operating Procedures (SOP) (Astariyani, 2016).…”

Section: Introductionmentioning

confidence: 99%

The Construction of a Management Control System in Traditional Financial Institution

Putri,

Triyuwono,

Hariadi

et al. 2023

J. Professional Business Review

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Purpose: The Management Control System (MCS) has a crisis of meaning nowadays. Moreover, banking institutions with the highest risk level with liquid assets require a more comprehensive MCS. This research aims to develop an MCS concept that can be applied in traditional financial institutions as a more humane control system. Theoretical framework: This study provides a critique of the legitimacy theory related to MCS. An institution exists to gain legitimacy, but with a flawed control system, organizations practice creative accounting to gain a trust. Design/Methodology/Approach: This is qualitative research with a case study in one of the traditional banking institutions in Bali called Village Credit Institutions (LPD). The research paradigm uses postmodernism by adopting Lyotard's views using the binary opposition synergy methodology. Findings: The study results found that the construction of MCS was more suitable for use in the traditional banking sector. Organizations must pay attention to a sense of family, open management, and communication to create a sustainable organization. Have a good harmonious relationship with God, humans, and the environment. Research, practical & social implications: The practical implication that can be contributed to this research is implementing a culture-based control system in traditional financial institutions. A control system formed from people's habits can create absolute goal congruence. Originality/Value: This research produces a form of construction of a new model in MCS that has never existed before to create harmony with humans, the environment, and God.

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Analisis Penerapan Model Four Levers of Control (Studi Kasus Pt. Indorama Synthetics TBK Polyester Division Di Purwakarta)

Cited by 4 publications

References 1 publication

Adapting To The New Normal: Assessing Levers Of Control Implementation In Indonesian Organizations Post-COVID

Adapting To The New Normal: Assessing Levers Of Control Implementation In Indonesian Organizations Post-COVID

Penerapan Pengendalian Manajemen Pada Penyaluran Pinjaman Koperasi Simpan Pinjam (Kospin) BN

The Construction of a Management Control System in Traditional Financial Institution

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