2017
DOI: 10.35808/ersj/655
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The Role of Feedback and Feed Forward Control System to Improve Competitive Advantage of SMEs in Indonesia

Abstract: The purpose of this study is to investigate the influence of feedback and feed forward control as a part of management control system on knowledge and competitive advantage. Unlike previous studies which mostly focused on larger organization, this study focuses on SME which is still limited in developing countries. There are 157 SME managers in Indonesia that become respondent in this study. AMOS 21 program is used as a tool to solve the problems in SEM. The result of this study state that there is a positive … Show more

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Cited by 12 publications
(10 citation statements)
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“…Moreover, disengaged employees are more unlikely to stay with their current organisation and commit to their organisation (Ramsay & Finney, 2006). Apparently, employees who are not engaged will affect the organisational service delivery through higher absenteeism, higher turnover and lower productivity, recruitment and training cost (Crawford, Rich, Buckman, & Bergeron, 2013;Meutia, Tubagus, & Ahmad, 2017). Nevertheless, highperforming employees have become the most important asset that organisations have at a time when production economy has been shifting towards service economy (AbuKhalifeh & Ahmad, 2013;Ortiz, Cernas, Lau, & Qin, 2013).…”
Section: Introduction Orientationmentioning
confidence: 99%
“…Moreover, disengaged employees are more unlikely to stay with their current organisation and commit to their organisation (Ramsay & Finney, 2006). Apparently, employees who are not engaged will affect the organisational service delivery through higher absenteeism, higher turnover and lower productivity, recruitment and training cost (Crawford, Rich, Buckman, & Bergeron, 2013;Meutia, Tubagus, & Ahmad, 2017). Nevertheless, highperforming employees have become the most important asset that organisations have at a time when production economy has been shifting towards service economy (AbuKhalifeh & Ahmad, 2013;Ortiz, Cernas, Lau, & Qin, 2013).…”
Section: Introduction Orientationmentioning
confidence: 99%
“…-assignment of responsibility to subordinate units, which optimizes the timing of management decisions; -independent budget serves as the main source for material stimulation of the unit's employees; -awareness of employees in their specific contribution of reducing expenditures of the relevant budget (which is not feasible within the budget of the whole organization); -availability of expenditure norms for each type of subdivision (allows to monitor these standards for their exceeding and / or not execution with the adoption of appropriate managerial decisions) (Samokhvalova, 2006;Sazhin and Saraikin, 2016;Zaman and Meunier, 2017;Meutia et al, 2017;Zolov et al, 2017).…”
Section: Discussionmentioning
confidence: 99%
“…Unfortunately, from the three pillars, the cooperative is often referred to as a pillar of the economy, which is generally a pillar of the economy that "the most stumbling path" compared to state-owned enterprises and Private-Owned Enterprises. In fact cooperatives have been supported by the government (even excessively) in accordance with the special position of cooperatives in the Indonesian economic system (Meutia et al, 2017;Suryanto et al, 2017).…”
Section: The Development Of Cooperatives In Indonesiamentioning
confidence: 99%