scholarly journals The Influence of External Environment and Resource Capability on the Hybrid Business Strategy and Business Performance

2018 ◽  
Author(s):  
Ni Nyoman Kerti Yasa ◽  
I Putu Gde Sukaatmadja ◽  
I G. A. K. Giantari ◽  
Ni Wayan Yuniari
Keyword(s):  
Business Strategy ◽  
Business Performance ◽  
External Environment

Halal Logistics Practices: Logistics Service Provider Cases in Indonesia

2021 ◽  
Vol 9 (1) ◽  
Author(s):  
Faridatus Saidah ◽  
Yuliani Dwi Lestari
Keyword(s):  
Service Provider ◽  
Business Strategy ◽  
Business Performance ◽  
Business Management ◽  
Structured Interview ◽  
Internal Factors ◽  
Logistics Service ◽  
Logistics Service Provider ◽  
Logistic Service ◽  
Market Driven

This study examines critical factors in affecting halal business management, particularly challenges in Halal logistics implementation faced by the logistics service provider as well as its potential and opportunities for Halal based business in Indonesia. An In-depth, semi-structured interview is conducted to deepen the understanding and to provide detailed data of the study. The study found that there are several factors influencing halal logistics implementation. In terms of business strategy, there are external and internal factors that affect halal logistics practices. Such as market-driven, perception benefit of halal logistic certification followed by customer loyalty, challenges in implementing halal logistics, the complexity of operation halal logistics, and invariably regulation factors. All of those factors have become a prior factor in implementing halal logistics practices. The findings can provide a guideline in how to implement halal logistics practices in logistic service provider business, especially in transportation and warehousing process, along with the expected result for its business performance.

scholarly journals The Role of Multi-Actor Engagement

2020 ◽  
Vol 6 (4) ◽  
pp. 176
Author(s):  
Sumitro Sarkum ◽  
Abd. Rasyid Syamsuri ◽  
Supriadi Supriadi
Keyword(s):  
Supply Chain ◽  
Employee Engagement ◽  
Business Strategy ◽  
Business Performance ◽  
Dynamic Capability ◽  
Customer Engagement ◽  
Market Knowledge ◽  
Marketing Function ◽  
Summary Statement

This study aims to meet the theoretical needs in answering the problem of the role of the marketing function on the dynamic capability that involves the role of multi actors through engagement. In particular, the study discusses the capabilities of SMEs’ business strategy in the offline to online market. The population of this research are owners, managers, and owners and managers of SMEs in Indonesia. The results of this study indicate that the integration of the supply chain into engagement can address the problem of the role of the marketing function that connects marketing and operations. Supply chain engagement is also able to moderate employee engagement to dynamic marketing engagement but not significantly moderate customer engagement. Meanwhile, the basis of integration as a dynamic capability in market knowledge has a significant effect on the multi-actor engagement consisting of customer engagement, employee engagement, and supply chain engagement. Summary statement of contribution: Our research builds on the three elements of multi-actor engagement that are significant against dynamic marketing engagement. The main finding of this research is that the concept of novelty can answer the proposition with the result that dynamic marketing engagement can improve business performance.

scholarly journals Faktor-faktor Penentu Keberhasilan Usaha Kecil dan Menengah (UKM) di Kota Yogyakarta

2016 ◽  
Vol 6 (1) ◽  
pp. 24
Author(s):  
Eny Sulistyowati ◽  
Nining Sofiati Lestari
Keyword(s):  
Business Strategy ◽  
Urban Areas ◽  
Business Performance ◽  
Business Strategies ◽  
Direct Influence ◽  
Performance Variables ◽  
Independent Variable ◽  
Medium Businesses ◽  
The City ◽  
Variable Performance

<p><span class="fontstyle0">This research was conducted with the aim to explain the influence of the characteristics of the owner/manager of the business strategy, describes the influence of business strategy on business performance, explaining the influence of the characteristics of the owner/manager of the business performance. Variables used in this research is variable owner/manager, business strategy (independent variable) and variable performance or Small Bussinis Performance (dependent variable). The results obtained show that a direct influence on the performance characteristics of the manager of small and medium businesses in the </span><span class="fontstyle0">city of Yogyakarta strong with R2 values of 0.224, or 22.4%, the effect of business strategies on business performance </span><span class="fontstyle0">of small and medium businesses in urban areas with R2 values of 0,049 or 4.9%. Meanwhile, indirectly influence the characteristics of managers' business performance through business strategy in the city of Yogyakarta only has value R2 value of 0.080 or 8.0%.</span></p>

Assessing Relational E-Strategy Supporting Business Relationships

2011 ◽  
pp. 1338-1349
Author(s):  
Anne-Marie Croteau ◽  
Anne Beaudry ◽  
Justin Holm
Keyword(s):  
Business Strategy ◽  
Business Performance ◽  
Census Bureau ◽  
Management Team ◽  
Electronic Business ◽  
Environmental Pressures ◽  
Electronic Simulation ◽  
A Value ◽  
Total Sales ◽  
Made In

As per the Census Bureau of the Department of Commerce, the estimate of U.S. retail e-commerce sales for the first quarter of 2009 was $31.7 billion. For the same period, e-commerce accounted for 3.5 percent of total sales with a value of $30.2 billion sales. As electronic business (e-business) has become essential in our economy, organizations have begun to demand a return on their investment in such endeavors (Damanpour and Damanpour, 2001). More recently, research indicates that webbased technologies enhance performance when the environmental pressures are high, the technical capabilities within the organization are well integrated, and the management team highly supports and sees value in e-business initiatives (Sanders, 2007). An extensive and diverse body of literature has been produced regarding e-business. One research angle that lacked over the years is the definition and assessment of an e-business strategy (e-strategy). Some efforts were made in evaluating e-strategy through an electronic simulation (Ha and Forgianne, 2006). Another recent research observed that human, technological and business capabilities and e-business implementation influence the business performance at various levels (Coltman, Devinney, and Midgley, 2007). However, both studies did not develop an e-strategy construct empirically tested with managers.

scholarly journals Diagnosis of business health

2012 ◽  
Vol 50 (No. 12) ◽  
pp. 535-542
Author(s):  
J. Hron
Keyword(s):  
Life Cycle ◽  
Business Strategy ◽  
External Environment ◽  
Internal Environment ◽  
Cycle Dependent ◽  
Further Development

Every business grows, develops and dies within its life-cycle, dependent on its relations with the external and internal environment. Its &ldquo;flexibility&rdquo; and ability to &ldquo;influence&rdquo; both the internal and external environment are indications of its &ldquo;health&rdquo;. A&nbsp;healthy business is characterized by those parameters of its structure and behaviour that encourage its further development in any given environment. The &ldquo;health&rdquo; of the business is determined by the level of its homeostasis with the internal and external environment. This kind of health may reach various levels. It is therefore necessary to diagnose it, and to suggest changes in its business strategy and individual parameters. The health of a&nbsp;business should therefore represent a&nbsp;prerequisite of effective behaviour.

On a correlative and evolutionary SWOT analysis

2019 ◽  
Vol 12 (3) ◽  
pp. 347-363 ◽  
Author(s):  
Charis Vlados
Keyword(s):  
Conceptual Framework ◽  
Business Strategy ◽  
Design Methodology ◽  
Swot Analysis ◽  
Evolutionary Economics ◽  
External Environment ◽  
International Literature ◽  
New Approach ◽  
Content Type ◽  
Business Dynamics

Purpose The purpose of this paper is to counter-propose a new approach of SWOT analysis, which can be used in the strategic planning of the contemporary organizations. Design/methodology/approach This paper, after presenting the conceptual context of the existing (conventional) SWOT analysis, presents the existing criticism within the international literature. Then, it articulates gradually the new evolutionary and correlative SWOT analysis, by using the approaches and the literature of evolutionary economics, and the Stra.Tech.Man approach in business dynamics. In conclusion, it presents the new conceptual framework on which a new correlative SWOT analysis can be based. Findings Main finding of this research is that the interpretation of the conventional SWOT analysis tends to study the strengths and the weaknesses of the business with an analytical dichotomy. The conventional SWOT analysis conceptualizes, usually implicitly, the opportunities and threats of the external environment as having the same impact to all the socioeconomic agents, without exception. However, by using a correlative interpretation of SWOT analysis, we understand that the opportunities and threats are always “potential,” depending on the organization’s strategic capability to exercise its comparative strengths and weaknesses. Originality/value In the existing literature of SWOT analysis, despite the growing criticism, there is no critique that can give systemic and correlative answers to the articulation of business strategy in SWOT terms. The Stra.Tech.Man approach, also, is a conceptual framework to study the evolutionary adaptation of all the kinds of socioeconomic organizations.

Knowledge Management for E-Business Performance

2001 ◽  
pp. 2-15 ◽  
Author(s):  
Yogesh Malhotra
Keyword(s):  
Knowledge Management ◽  
Business Strategy ◽  
Business Performance ◽  
Business Environment ◽  
First Century ◽  
Information Strategy ◽  
Industrial Organizations ◽  
New Perspective ◽  
Definition Of ◽  
Post Industrial

<div>Within the last few years, the topic of knowledge management has gathered a</div><div>lot of interest in the corporate sectors. Although there is no commonly agreed upon</div><div>definition of knowledge management, companies, governments, institutions and</div><div>organizations are demonstrating an increasing interest in the topic. The key argument</div><div>of this chapter is that most current interpretations of knowledge management</div><div>are relevant to the industrial world of business of the past era. Given their origin in</div><div>the ‘old world’ of business, many such interpretations of knowledge management</div><div>may have serious and adverse implications for information strategy of enterprises,</div><div>governments and institutions.</div><div>The discussion surfaces the key assumptions about information strategy and</div><div>how they need to be considered afresh given the changing assumptions about</div><div>business strategy and competitive business environment. Based on this discussion,</div><div>a new perspective of knowledge management is proposed followed by suggestions</div><div>for the managers to effectively deploy it in the ‘new world’ of e-business. For the</div><div>purpose of this article, the focus of discussion is on e-business enterprises as most</div><div>observations are already evident in such organizations. However, most of the</div><div>arguments, observations and conclusions are also relevant to executives interested</div><div>in information strategy and business transformation for other post-industrial organizations</div><div>in the twenty-first century.</div>

scholarly journals THE HARMONIZED EFFECTS OF GENERIC STRATEGIES AND BUSINESS CAPABILITIES ON BUSINESS PERFORMANCE

2010 ◽  
Vol 11 (4) ◽  
pp. 689-711 ◽  
Author(s):  
Avni Zafer Acar ◽  
Cemal Zehir
Keyword(s):  
Information System ◽  
Business Strategy ◽  
Business Performance ◽  
Manufacturing Firms ◽  
Positioning Theory ◽  
Research Model ◽  
Main Subject ◽  
Resource Based View ◽  
Key Variables ◽  
Generic Strategies

Resource‐based view and the positioning theory are the two main approaches which are considered as contrary to each other in order to achieve competitive advantage and superior business performance. In this study, the main subject is to harmonize these two theories with a research model which is based on the assumption that business strategy is more effective when pursued with related capabilities. To perform the study, we conducted a questionnaire survey with 445 owners/executives of manufacturing firms. We measured business capabilities in terms of management, production, marketing‐sales, information system, logistics and external relationship dimensions. Component factors and key variables for the constructs, which are identified through a literature review, are confirmed using AMOS 16.0. Then data have been analyzed to test the hypothesis by using SPSS 15.0. As a result, separate and harmonized effects of business capabilities (BC) and generic strategies (GS) on business performance have been examined. Santrauka Ištekliais pagristas požiūris ir pozicionavimo teorijos yra du pagrindiniai požiūriai, prieštaraujantys vienas kitam siekiant konkurencinio pranašumo ir aukščiausio verslo efektyvumo. Pagrindinis šio tyrimo objektas – minetuju teoriju suderinimas taikant tyrimo modeli, kuris grindžiamas prielaida, kad verslo strategija yra efektyvesne, kai vykdoma atsižvelgiant i verslo galimybes. Tyrimui parengta anketine apklausa. Apklausti 445 gamybos imoniu savininkai ir (arba) vadovai. Vertintos verslo galimybes pagal valdyma, gamyba, rinkodara, pardavima, informacine sistema, logistika ir išorinius santykius. Sudetiniu veiksniu ir pagrindiniu kintamuju sudetis, nustatyta remiantis literatūros apžvalga, patvirtinta taikant AMOS 16.0. Norint tai patvirtinti hipotezemis, buvo analizuojami duomenys naudojantis SPSS 15.0. Galiausiai buvo tiriamas atskiras bei darnus verslo galimybiu ir bendru strategiju poveikis verslo efektyvumui.

scholarly journals Information systems environmental alignment and business performance: A case study

2005 ◽  
Vol 36 (4) ◽  
pp. 33-53 ◽  
Author(s):  
A. K. Garg ◽  
R. J.O. Joubert ◽  
R. Pellissier
Keyword(s):  
South Africa ◽  
Information Systems ◽  
Business Performance ◽  
Banking Sector ◽  
External Environment ◽  
Environmental Uncertainty ◽  
Business Environment ◽  
Is Strategy ◽  
Alignment Model ◽  
The Impact

The studies to establish the relationship between the external environment and business performance have not produced any conclusive results. Moreover, the field combining environmental uncertainty, information systems (IS) strategy and business performance has not been well explored. Considering the gap in current research, this study conceptualises an information systems environmental alignment model. The model analysed the extent of support provided by IS strategy in the assessment of environmental uncertainty and also examined the impact of IS environmental alignment on business performance. Based on empirical data collected by means of a questionnaire from 22 commercial banks in South Africa (covering more than 90% of the commercial banking sector) and using the Partial Least Squares (PLS) technique, the study validated the IS environmental alignment model and found that banks were using IS support to assess the external environment of business. The results suggest that it is not the IS support or investment in information technology (IT) that impacts on business performance, but rather the effective use of IS support in meeting the information needs of the organisation. The study also found that profitability still remains the key measure of business performance in the banking sector in South Africa. These findings have major implications for IT investment by banks, and for the implementation of IS strategy and general investment in the banking sector. IS environmental alignment is becoming extremely important for business because of the substantial investment in IT and the uncertainty of the business environment.

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