Strategi Bisnis dan Kinerja Manajerial UKM di Cikarang: Peran Komitmen Organisasi sebagai Pemediasi

Anditya, Finda; Aditama, Brenda; Hidayat, Taufik; Ikhwani, Misri

doi:10.37366/ekomabis.v2i01.146

Cited by 2 publications

(2 citation statements)

References 6 publications

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“…Penelitian ini berkontribusi bagi literatur akuntansi manajemen, investor dan manajer perusahaan dengan memberikan pemahaman mengenai manfaat dari penerapan strategi bisnis tipe prospektor untuk mendukung tercapainya perusahaan yang sustainable. Strategi bisnis yang baik maka akan meningkatkan kinerja manajerial yang semakin tinggi (Anditya et al, 2021).…”

Section: Metode Penelitianunclassified

Pengaruh Sistem Akuntansi Manajemen dan Strategi Bisnis Terhadap Kinerja Manajerial

Hermawati

2023

JIMAB

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A company leader must be able to improve his managerial performance, so that the company he leads can have high performance. Aspects that can affect managerial performance include management accounting systems and good business strategies. This study aims to determine the effect of management accounting systems and business strategy on managerial performance. The focus of this research is management accounting systems, business strategy and managerial performance. The research method used is descriptive verification. This research was conducted at Citradream Hotel Cirebon with a sample of 33 hotel employees. Data was collected using a questionnaire and analyzed using multiple regression. Based on the research results, it was found that there was a significant influence of business strategy and management accounting systems on managerial performance at Citradream Hotel Cirebon, either partially or simultaneously. The contribution made by business strategy and management accounting systems to managerial performance at Citradream Hotel Cirebon is 61.7%. The conclusion from this study is that the management accounting system and business strategy affect managerial performance.

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Section: Metode Penelitianunclassified

Pengaruh Sistem Akuntansi Manajemen dan Strategi Bisnis Terhadap Kinerja Manajerial

Hermawati

2023

JIMAB

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“…Therefore, a business strategy and operating strategy for SMEs are needed when viewed from the number of competitors in the embroidery industry. To compete with other embroidery industries and raise the company's need for an organization that can direct and develop efforts to achieve organizational goals [4]. Therefore, a business strategy is needed to determine the ability of SMEs to analyze the external and internal environment of SMEs, formulate strategies, implement plans designed to achieve SME goals, and conduct evaluations to get feedback in formulating future strategies [5].…”

Section: Introductionmentioning

confidence: 99%

Formulating Business Strategies and Operating Strategies in E-Embroidery SMEs

Ludiya¹,

Rahayu²,

Wibowo³

2022

Proceedings of the 6th Global Conference on Business, Management, and Entrepreneurship (GCBME 2021)

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This research aims to obtain a business strategy and operating strategy that can be applied by SMEs after the outbreak of the Covid-19 virus. The author conducted literature research and interviews with company owners. Analysis techniques in strategy formulation were carried out through three stages: the input stage, the initial stage, and the decision stage. The input stage used an external factors evaluation matrix, an internal factor evaluation matrix, and a competitive profiles matrix. Based on the EFE matrix analysis, the company's external factor that threatens is the unstable economic condition due to the Covid19 outbreak. Meanwhile, the existing opportunity is that the market share is still quite wide, so E-embroidery makes the best possible use of these opportunities by doing online marketing to introduce their business. Based on the CPM matrix, E-embroidery has the lowest position compared to the other two examples of embroidery companies, although there is a slight difference between E-embroidery and Cimahi embroidery companies. The matching stages use the IE matrix, the grand theory matrix, and the SWOT matrix. Based on the IE matrix, it can be seen that the value of the company's external factors and internal factors is in quadrant I or high. Eembroidery is in growth and development. Based on the grand strategy matrix, it can be concluded that E-embroidery is in quadrant I. Companies that are in quadrant I have a strategic position. The decision stage uses the QSPM matrix. Based on the QSPM matrix, it can be concluded that the value of the product development strategy has a total attractiveness value of 6.128. This value is higher than the market penetration strategy, with a total attractiveness value of 6,083. The product development in question is an effort to increase the product's added value by utilizing fabric waste. This cloth waste can be utilized by using the remaining cloth that becomes waste into an additional layer of embroidered cloth media to maximize embroidery results.

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Strategi Bisnis dan Kinerja Manajerial UKM di Cikarang: Peran Komitmen Organisasi sebagai Pemediasi

Cited by 2 publications

References 6 publications

Pengaruh Sistem Akuntansi Manajemen dan Strategi Bisnis Terhadap Kinerja Manajerial

Pengaruh Sistem Akuntansi Manajemen dan Strategi Bisnis Terhadap Kinerja Manajerial

Formulating Business Strategies and Operating Strategies in E-Embroidery SMEs

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