Turnaround Strategy of Financially Distressed Company: Empirical Study of Manufacturing Company Listed on Indonesia Stock Exchange

Venusita, Lintang; Wijayanti, Murti

doi:10.18502/kss.v3i11.3996

Cited by 3 publications

(3 citation statements)

References 14 publications

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“…Perusahaan induk harus membangun tata kelola perusahaan yang efektif untuk mengatasi dampak krisis ekonomi global (Nuhoǧlu & Parlak, 2016). Selain itu perusahaan akan sulit dalam mempertahankan keberadaannya akibat persaingan pasar yang tinggi, sehingga mau atau tidak pengembangan inovasi dan peningkatan kinerja harus dilakukan agar dapat bersaing dengan yang lain (Venusita & Wijayanti, 2019).…”

Section: Pendahuluanunclassified

Pengaruh Kepemilikan Manajerial terhadap Financial Distress dengan Teknologi Informasi sebagai Variabel Moderasi

Aidha

Venusita

2021

JoPBA

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Penelitian ini dilakukan untuk melihat pengaruh kepemilikan manajerial terhadap financial distress dengan teknologi informasi sebagai variabel pemoderasi. Populasi adalah perusahaan industri manufaktur yang telah terdaftar di BEI (Bursa Efek Indonesia) periode 2017-2019. Analisis yang digunakan dalam penelitian ini adalah analisis regresi moderasi (MRA) dengan menggunakan program IBM SPSS versi 24. Hasil penelitian ini menunjukkan bahwa kepemilikan saham manajemen berpengaruh positif dan signifikan terhadap terjadinya financial distress pada perusahaan. Sedangkan variabel teknologi informasi sebagai moderasi tidak dapat memperkuat atau memperlemah hubungan antara variabel kepemilikan manajerial dengan financial distress. Hal ini dikarenakan teknologi informasi cenderung digunakan sebagai penyedia informasi keuangan juga penunjang kegiatan produksi dan operasional perusahaan. Adakalanya informasi yang disajikan oleh sistem tidak sesuai dengan kepentingan manajer, sehingga pihak manajemen akan memilih untuk membuat keputusan sendiri sesuai dengan kepentingannya.

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Section: Pendahuluanunclassified

Pengaruh Kepemilikan Manajerial terhadap Financial Distress dengan Teknologi Informasi sebagai Variabel Moderasi

Aidha

Venusita

2021

JoPBA

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“…In this context, turnaround strategies have become widespread and have urgently evolved in recent years. These strategies are applied in various industries: manufacturing (Tikici et al, 2011;Venusita and Wijayanti, 2019), transportation (Lawton et al, 2011;Soman and Punjani, 2022) and construction (Buys and Van Rooyen, 2014;Tansey et al, 2018), among others.…”

Section: Introductionmentioning

confidence: 99%

“…These strategies are applied in various industries: manufacturing (Tikici et al. , 2011; Venusita and Wijayanti, 2019), transportation (Lawton et al. , 2011; Santana et al.…”

Section: Introductionmentioning

confidence: 99%

Research agenda on turnaround strategies beyond systemic disruptions

Castelló‐Sirvent

Roger‐Monzó

2022

JOCM

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PurposeSince the Great Financial Crisis (GFC), the shocks are getting deeper and deeper on the economy, sectors and companies. In these years, turnaround strategies have evolved and contribute to improving the agility and audacity of managers. This article studies the change in the research agenda and in the academic discourse as systemic disruptions become widespread and provides evidence on collaboration networks and publication opportunities.Design/methodology/approachThis research uses a comparative bibliometric analysis to understand the changes in the academic debate as of 2008. The core collection of Web of Science (WoS) is used and 198 articles on turnaround strategies published in journals indexed in Journal Citation Reports® (JCR) – Social Sciences Citation Index (SSCI) in areas like business, management, economics and finance during 1965–2022.FindingsThis research reveals an important intertemporal evolution between periods, both in the collaborative networks of researchers and in the journals that dominate the impact discourse. In addition, it provides evidence of the change in academic discourse, through the evolution of the topics of interest after the GFC. The results suggest publication opportunities around gaps not yet closed by the academic literature.Practical implicationsThis article allows researchers to be guided in identifying gaps that have not yet been closed. In addition, this research has important managerial implications, since it guides and advises journal editors on new emerging issues.Originality/valueThis document offers a global vision on the subject of study and an understanding of the development of the discourse of the academy.

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The Effect of Cash Conversion Cycle and Chief Executive Officer Power on Financial Distress and Leverage an Intervening Variable

2021

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This study aims to determine and analyze (1) the effect of the cash conversion cycle on financial distress, (2) the effect of chief executive officer power on financial distress, (3) the effect of the cash conversion cycle on leverage, (4) the effect of chief executive officer power on leverage (5) Effect of cash conversion cycle on leverage (6) Effect of cash conversion cycle on financial distress through leverage (7) Effect of chief executive officer power on financial distress through leverage. This research is a type of quantitative research. In this study using agency theory and stakeholder theory. The population in this study were all manufacturing companies listed on the Indonesia Stock Exchange (IDX) in 2016-2020. The sample determination in this study used purposive sampling with a sample size of 80. The research data is secondary data accessed through www.idx.co.id. The results showed that the cash conversion cycle had a positive and significant effect on financial distress. Chief executive officer power has a positive and significant effect on financial distress. Cash conversion cycle has a positive and significant effect on leverage. Cash conversion cycle has a negative effect on leverage. Cash conversion cycle has a positive effect on financial distress through leverage. Chief executive officer power has a negative effect on financial distress through leverage. Keywords: Cash Conversion Cycle, Chief Executive Officer Power, Financial Distress, Leverage.

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Turnaround Strategy of Financially Distressed Company: Empirical Study of Manufacturing Company Listed on Indonesia Stock Exchange

Abstract: .

Cited by 3 publications

References 14 publications

Pengaruh Kepemilikan Manajerial terhadap Financial Distress dengan Teknologi Informasi sebagai Variabel Moderasi

Pengaruh Kepemilikan Manajerial terhadap Financial Distress dengan Teknologi Informasi sebagai Variabel Moderasi

Research agenda on turnaround strategies beyond systemic disruptions

The Effect of Cash Conversion Cycle and Chief Executive Officer Power on Financial Distress and Leverage an Intervening Variable

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