Business Process Maturity Level of MSMEs in East Java, Indonesia

Dewi, Fitriyana; Er, Mahendrawathi

doi:10.1016/j.procs.2019.11.221

Cited by 26 publications

(30 citation statements)

References 6 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…The owners are responsible for making important decisions regarding products, markets, employee motivation, expansion plans, and other strategic matters (Frese, 2000). Contrary to our previous studies (Ardellia & ER, 2018; Dewi & ER, 2019 and ER & Chotijah, 2016), and therefore a somewhat surprising finding, is that all three SMEs showed business aptitude and expertise, and were well equipped for IT adoption. This follows the assertion by Blackburn et al (2013) that younger and well‐educated owners are more familiar with modern management and IT adoption.…”

Section: Resultscontrasting

confidence: 99%

“…Both our studies found that most SMEs are at the lowest level of maturity. A study of 137 SMEs in East Java, Indonesia, found that SMEs were still weak in terms of documenting business activities, modeling, organizational structure, performance measurement, and supplier orientation (Dewi & ER, 2019). One of the reasons for this finding is that we used a set of BPO maturity that is not specifically designed to accommodate the context of SMEs.…”

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

Analysis of business process management capability and information technology in small and medium enterprises in the garment industry (multiple case studies in East Java, Indonesia)

Nurmadewi²

2020

E J Info Sys Dev Countries

Self Cite

View full text Add to dashboard Cite

This research explores the interrelationships between internal and external factors, business process management (BPM) capability of garment‐based SMEs, and the IT that matches this capability. Multiple case studies are conducted in three SMEs in East Java, Indonesia. The data is collected using in‐depth interviews with the owners and employees of SMEs. A grounded theory approach is used to analyze the findings. Analysis of the three cases found two main factors that affect the BPM in the garment SMEs. The first is the owner's business aptitude and expertise, and the second is the connection between external factors, business context and business strategy. Business strategy is closely related to the way SMEs define their business process, organize their employees, and develop culture. The BPM capabilities needed by SMEs in Indonesia include business process documentation and business process improvement. The business process and business process capability determine the IT needs of garment SMEs. IT is used to support sales, marketing, and payment processes in the three case companies. SMEs are very careful about their IT investment decisions due to resource constraints. SMEs will choose IT systems requiring minimal investment which are less risky to implement, such as social media and the e‐marketplace.

show abstract

Section: Resultscontrasting

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Analysis of business process management capability and information technology in small and medium enterprises in the garment industry (multiple case studies in East Java, Indonesia)

Nurmadewi²

2020

E J Info Sys Dev Countries

Self Cite

View full text Add to dashboard Cite

show abstract

“…The organizational structure is required to achieve business objectives to the fullest and to empower businesses (Choerudin, 2019). Not only at the Getuk Pisang Center Jatisari Hamlet, at MSMEs in East Java, business operations still use the traditional structure that exists in every MSMEs (Dewi & Mahendrawathi, 2019). MSMEs at the Jatisari Getuk Pisang Center do not have an official organizational structure.…”

Section: Structurementioning

confidence: 99%

“…The Shared value applied to the Getuk Pisang Center Jatisari Hamlet is the basic activities and principles applied, such as maintaining the quality and taste of getuk pisang. Shared value is a guideline for businesses to develop that is run by top management and employees (Choerudin, 2019;Dewi & Mahendrawathi, 2019). Implementation of standard operating procedures (SOP) that are also used during the production of getuk pisang, such as a frequent washing hand with running water so that the quality of getuk pisang can be maintained.…”

Section: Shared Valuesmentioning

confidence: 99%

Mapping an Internal-Eksternal Matrix Sentra Getuk Pisang Based On McKinsey’s 7S Framework and PEST

Winahyu

Marlena

2021

bisnisekonomi

View full text Add to dashboard Cite

Getuk pisang is one of traditional snack in Kediri. Sentra Getuk Pisang Dusun Jatisari, which is the main supplier of getuk pisang in Kediri, had decline sales caused by pandemic. The purpose of this study is 1) Analyze the internal and external conditions of Sentra Getuk Pisang Dusun Jatisari, 2) Analyze the position of Sentra Getuk Pisang Dusun Jatisari using the Internal-External (IE) matrix and 3) Provide recommendations strategies that can be applied to the Sentra Getuk Pisang Dusun Jatisari. This study used non-probability sampling with interactive analytical techniques from Miles and Huberman consist with data collection, data reduction, data display and conclusion: drawing/verifying. The results showed that the IFE matrix was 2.43, EFE 2.8 and the IE matrix was in quadrant V or hold and maintain. Recommended strategy that can be used at Sentra Getuk Pisang Dusun Jatisari is market penetration by utilizing online media and product development.

show abstract

“…In addition, MSMEs also have an important role, especially in the perspective of employment opportunities and https://www.ilomata.org/index.php/ijss sources of income for the poor, income distribution and poverty reduction, and MSMEs also play a role in rural economic development. (Bai et al, 2021;Dewi & Mahendrawathi, 2019) In general, MSMEs in the national economy have the following roles: (1) as the main actors in economic activities, (2) the largest provider of employment, (3) important players in local economic development and community empowerment, (4) creating new markets and sources of innovation, and (5) its contribution to the balance of payments. In addition, MSMEs also have an important role, especially in the perspective of employment opportunities and sources of income for the poor, income distribution and poverty reduction, and MSMEs also play a role in rural economic development (Syuhada & Gambetta, 2013;Trinh et al, 2020).…”

Section: Introductionmentioning

confidence: 99%

Balance Scorecard Analysis of Increasing MSME Income During the Covid 19 Pandemic in Samosir District

Setiawan

Wakhyuni

Setiawan

2021

ijss

View full text Add to dashboard Cite

Micro, Small and Medium Enterprises (MSMEs) are the lifeblood of the regional and national economy. In general, MSMEs in the national economy have the following roles: (1) as the main actors in economic activities, (2) the largest provider of employment, (3) important players in local economic development and community empowerment, (4) creating new markets and sources of innovation, and (5) its contribution to the balance of payments. In addition, MSMEs also have an important role, especially in the perspective of employment opportunities and sources of income for the poor, income distribution and poverty reduction, and MSMEs also play a role in rural economic development. The existence of the 2019 Coronavirus disease (Covid 19 pandemic) at the end of 2019 became an international problem, including in Indonesia. The COVID-19 pandemic has had economic, social, and and politics in almost all countries, including Indonesia. The economic impact of the COVID-19 pandemic has also been felt by the MSME sector in Samosir Regency. The impact caused by this pandemic includes 5 aspects, namely 1) Sales aspects. The average decline in MSME sales is 61%, 2) Aspects of operating profit. The average decrease in operating profit is 62%, 3) Capital aspect. The number of MSMEs experiencing capital problems increased to 71.4%, 4) Aspects of the number of employees. In this aspect, MSMEs reduced the number of employees by 22%, and 5) Aspects of the ability to pay bank installments. Almost all MSME actors (especially micro-enterprises) experience problems in carrying out their obligations to banks. This study also found that MSME actors in Samosir Regency had implemented an online sales strategy, although not all. The number of MSMEs that carry out online strategies has increased during the Covid 19. The survival ability of MSMEs that sell online is stronger than MSMEs that only sell offline.

show abstract

Business Process Maturity Level of MSMEs in East Java, Indonesia

Cited by 26 publications

References 6 publications

Analysis of business process management capability and information technology in small and medium enterprises in the garment industry (multiple case studies in East Java, Indonesia)

Analysis of business process management capability and information technology in small and medium enterprises in the garment industry (multiple case studies in East Java, Indonesia)

Mapping an Internal-Eksternal Matrix Sentra Getuk Pisang Based On McKinsey’s 7S Framework and PEST

Balance Scorecard Analysis of Increasing MSME Income During the Covid 19 Pandemic in Samosir District

Contact Info

Product

Resources

About