Strategic Management Accounting and Firm Performance: Evidence from Finance Businesses in Thailand

This study aims to find empirical evidence of causal relationship between strategy type, market orientation, strategic management accounting (SMA) strategic costing technique, and financial sector performance of private universities in Indonesia. The research object in this study are private universities in Yogyakarta, Indonesia. Yogyakarta is chosen because universities there are one of the barometers of higher education in Indonesia, and the city has quite a number of universities. The respondents in this study are the leader (manager) of private universities in Yogyakarta, Indonesia. The data analysis is done using SEM-PLS with WarpPLS 3.0 software. The results of this study show that market orientation has significant influence on the development and implementation of SMA strategic costing technique, while strategy type does not have significant influence on the development and implementation of SMA strategic costing technique. This study also finds that the implementation of SMA strategic costing technique significantly influences the financial sector performance of private universities in Yogyakarta, Indonesia. This study provides theoretical implication regarding SMA development in universities that consider that contingency factors (market orientation) can encourage increased organizational performance. It indicates support for contingency theory that states there are no general principles that apply to all situations.

Section: Hypothesis Test Results Of the Influence Of Strategy Type And Market Orientation Toward Sma Strategic Costing Technique In Privasupporting

confidence: 90%

A Nexus among Strategy Type, Market Orientation, Strategic Costing and Financial Sector Performance of Private Universities in Indonesia

Sriyono¹

2020

“…Wilkinson (2002) stated that MSMEs will grow and develop if there are supports from the environment and regulations. The measurement of firm performance can be seen from the achievement of goal and objective settings, the profitability and market share of the business operations, the stakeholder acceptance from organizational activities, and the executive satisfaction of the business outcomes (Joni, et al, 2019;Phornlaphatrachakorn & Na-Kalasindhu, 2020). In addition, Rokhayati (2015) stated that MSMEs' performance can be measured through sales, capital, labor, and market share of profit growths.…”

Section: Msmes' Performancementioning

confidence: 99%

The Influence of Financial Inclusion on MSMEs’ Performance Through Financial Intermediation and Access to Capital

Ratnawati¹

2020

This study aims to analyze the influence of financial inclusion on micro-, small-, and medium-sized enterprises' (MSMEs) performance and examine the mediation role of financial intermediation and access to capital. The object of this study is MSMEs in Malang, Indonesia. The sample consists of 100 MSME actors in Malang City, which is determined using Roscoes theory. The data is collected using Simple Random Sampling method, by distributing questionnaire measured with Likert scales. The hypotheses proposed in this study are examined using Partial Least Square (PLS) model. The results of this study show that financial inclusion influences MSMEs' performance both directly and indirectly through mediation from financial intermediation and access to capital. The direct influence means that the efforts to increase access to financial services, especially access to credit financing for MSMEs, will be able to increase market share, number of workers, sales, as well as profit of the MSMEs. Increased financial inclusion has a major impact on improving MSMEs' performance through financial intermediation compared to access to capital. This means that the increase of financial access for MSMEs followed by an increase in financial intermediation in the form of a financial service approach to MSMEs will improve MSMEs' performance.

“…Business performance is defined as a measure of levels of achievement of planned targets, such as achievement of production, costs, quality, delivery schedules, services, sales volume, market share, and profitability (Purnama & Subroto, 2016). There are several factors affecting business performance such as competitive pressure (Tyler et al, 2018), innovation capability (Ulubeyli et al, 2018;Hoang & Ngoc, 2019), social capital (Santosa et al, 2020), strategies (Kaplan & Norton, 2001;An & Kim, 2019), strategic management accounting (Phornlaphatrachakorn & Na-Kalasindhu, 2020), budgetary goal characteristics (Le & Nguyen, 2020), etc. Companies need to develop multi-dimensional performance such as a balanced scorecard (Choi et al, 2018).…”

Section: Literature Reviewmentioning

confidence: 99%

Competitive Pressure and Business Performance in East Java Batik Industry

Soewarno¹,

Tjahjadi²,

Permatanadia³

2020

This study aims to assess the impact of competitive pressure and innovation capability on business performance in small-and mediumsized enterprises (SMEs) in the batik industry in East Java, Indonesia. Furthermore, this study explores the impact of competitive pressure on business performance through innovation capability as a mediating variable. This research was quantitative using primary data with questionnaire as a method of sampling collection. The measurement of the variables was captured using Likert scale. The respondents were small-and medium-sized enterprises (SMEs) in the batik industry in East Java Province, Indonesia. The sample totaled 254 subjects. The data analysis was done using SEM-PLS. The results of the study show that: 1) there was a positive direct impact of competitive pressure on business performance; 2) competition pressure positively influences innovation capability; 3) innovation capability positively influences business performance; and 4) innovation capability has a partial mediating role in the effect of competitive pressures on business performance. The findings of this study suggest that managers in SME's batik industry should increase their effort to cope with the high competitive pressure to increase the innovation capability, so that they can have an advantage to face successfully competitors, leading to higher business performance.