Perceived Environment Uncertainty, Business Strategy, Performance Measurement Systems and Organizational Performance

Bastian, Elvin; Muchlish, Munawar

doi:10.1016/j.sbspro.2012.11.200

Cited by 35 publications

(37 citation statements)

References 15 publications

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“…The acceptance of H1 in this study did not support the study of Bastian and Mukhlis (2012) [13] revealing that strategy negatively affect financial performance. However, this study is in line with the study of Kalkan et al (2014) [14] showing that strategy positively influences financial performance.…”

Section: Discussioncontrasting

confidence: 99%

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Moderating Effect of Innovation on Strategy-Financial Performance Relationship: Experience of qBatikq SMEs

Yossy¹,

Tjahjadi²

2017

Proceedings of the 2017 International Conference on Organizational Innovation (ICOI 2017)

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Abstract-This study aims to prove empirically that innovation moderates the relationship between strategy and financial performance. The main contribution of this study is to provide evidence of the resource-based theory, especially in the context of small medium enterprises (SMEs) research setting involving three variables, namely: strategy, innovation, and financial performance. Mixed method is used in this study for the reason that it can reveal more in-depth explanation about the phenomena. As many as 71 managers of batik SMEs in Solo city participated. The result of this study shows that innovation significantly moderates strategy-financial performance relationship. Innovation is a pure moderating variable.

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Section: Discussioncontrasting

confidence: 99%

“…Lastly, there are still inconsistency results among researchers whether strategy affects financial performance. Study by Bastian and Mukhlis (2012) [13] reveals that strategy negatively affect financial performance, meanwhile a study by Kalkan et al (2014) shows that strategy positively influences financial performance [14].…”

Section: Introductionmentioning

confidence: 99%

Moderating Effect of Innovation on Strategy-Financial Performance Relationship: Experience of qBatikq SMEs

Yossy¹,

Tjahjadi²

2017

Proceedings of the 2017 International Conference on Organizational Innovation (ICOI 2017)

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“…In order to achieve high performance, companies should configure their strategies and MCS according to their conditions. There are studies in the literature that emphasize the importance of this (Baines & Langfield-Smith, 2003;Bastian & Muchlish, 2012;Junqueira, Dutra, Filho & Gonzaga, 2016).…”

Section: Literature Reviewmentioning

confidence: 99%

Exploring The Relationships Between Environmental Uncertainty, Business Strategy and Management Control System on Firm Performance

Eker¹,

Eker²

2020

berj

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The subject of this study is the effects of three way interaction between environmental uncertainty, business strategy and management control system on firm performance. The data from 94 Turkish manufacturing company of 500 top class company is analyzed with the SPSS. The results of multiple regression analysis indicate that higher differentiation strategy, management control system, the three-way interaction between environmental uncertainty, differentiation strategy and management control system and the three-way interaction between environmental uncertainty, differentiation strategy and interactive control system lead to higher firm performance. According to the results of t-test, the firms with high performance tend to use differentiation strategy, management control system, three-way interaction between environmental uncertainty, differentiation strategy and management control system, three-way interaction between environmental uncertainty, cost leadership strategy and management control system, three-way interaction between environmental uncertainty, differentiation strategy and interactive control system, three-way interaction between environmental uncertainty, cost leadership strategy and diagnostic control system more than ones with low performance.

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“…Temuan lain yang mirip dihasilkan antara lain olehSpenser (2009) menunjukkan bahwa perusahaan dengan strategi diferensiasi berpengaruh terhadap peningkatan kinerja organisasi; Fleming (2009) menemukan tingkat persaingan dan ketidakpastian berpengaruh terhadap strategi pertumbuhan, strategi pertumbuhan berpengaruh terhadap sistem pengukuran kinerja, dan sistem pengukuran kinerja berpengaruh terhadap kinerja strategik. Bastian & Muchlish (2012) strategi bisnis dan kinerja organisasi berhubungan positif signifikan; Tavitiyaman(2012) menunjukkan hasil bahwa, strategi bersaing memiliki dampak langsung pada kinerja perilaku hotel, dan strategi teknologi informasi yang kompetitif memiliki dampak langsung pada kinerja keuangan hotel. ; Teeratabsirikool et al, (2013) strategi kompetitif positif dan signifikan meningkatkan kinerja perusahaan; Prajogo & Sohal (2006) menyimpulkan bahwa strategi deferensiasi berhubungan tiga ukuran kinerja (kualitas produk, inovasi produk dan inovasi proses); Ortega et al, (2008) menemukan bahwa, strategi deferensiasi inovasi berhubungan positif terhadap ketidakpastian dan lingkungan dinamis, serta strategi deferensiasi marketing berhubungan positif terhadap ketidakpastian danlingkungan dinamis.…”

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PENGARUH PEMILIHAN STRATEGI DEFERENSIASI TERHADAP KINERJA KEUANGAN1 (Studi Empiris Pada Perusahaan Manufaktur Food & Beverages terdaftar di BEI)

Setiawan¹

2017

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Abstract:This study aims to test whether differentiation strategy will deliver a better financial performance than cost leadership strategy. Using a sample of 85 observations of 17 Food & Beverages manufacturing companies listed on the Indonesian Stock Exchange from 2009 to 2013, research hypotheses are tested using regresion analysis. The result shows that companies that choose differentiation strategy will produce better financial performance than companies that implement the cost leadership strategy. PENDAHULUANKinerja bisnis merupakan standar penting yang dipakai oleh sebuah entitas ekonomi untuk menilai keberhasilan usaha. Kinerja merupakan rangkuman tujuan dari kesatuan organisasi (March dan Sutton, 1997). Oleh karena itu setiap usaha bisnis berkepentingan untuk membuktikan kinerja yang dicapai dengan standar pencapaian yang telah disusun dan disepakati bersama dalam organisasi. Standarisasi ukuran kinerja menjadi penting sebagai pedoman menilai kinerja bisnis. Standarisasi ukuran diperlukan sebagai para meter dan bahan evaluasi dalam penyusunan rencana masa depan. Selain itu standarisasi yang jelas juga mempermudah dalam penilaian kinerja sebagai dasar pemberian reward dan punishment bagi para pihak yang bersinggungan dengan upaya penciptaan kinerja (Ulum, 2006).

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Perceived Environment Uncertainty, Business Strategy, Performance Measurement Systems and Organizational Performance

Cited by 35 publications

References 15 publications

Moderating Effect of Innovation on Strategy-Financial Performance Relationship: Experience of qBatikq SMEs

Moderating Effect of Innovation on Strategy-Financial Performance Relationship: Experience of qBatikq SMEs

Exploring The Relationships Between Environmental Uncertainty, Business Strategy and Management Control System on Firm Performance

PENGARUH PEMILIHAN STRATEGI DEFERENSIASI TERHADAP KINERJA KEUANGAN1 (Studi Empiris Pada Perusahaan Manufaktur Food & Beverages terdaftar di BEI)

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