scholarly journals The Effect of Organizational Performance, Competitive Advantage on the Financial Sector of Chemical Manufacturing Industry in Banten Province

2020 ◽  
Vol 1 (4) ◽  
pp. 225-242
Author(s):  
Uli Wildan Nuryanto ◽  
Masyhudzulhak Djamil MZ ◽  
Achmad Hidayat Sutawidjaya ◽  
Ahmad Badawi Saluy
Keyword(s):  
Knowledge Management ◽  
Human Resources ◽  
Competitive Advantage ◽  
Organizational Performance ◽  
Latent Variables ◽  
Manufacturing Industry ◽  
Industrial Revolution ◽  
Manufacturing Sector ◽  
Business Environment ◽  
Chemical Manufacturing

In the current dynamic business environment, the competition is getting stiffer and performance organizational becomes an issue, the characteristics that occurred in the industrial revolution 4.0. This condition requires organizations to increase their performance to be sustained. Competence and knowledge management as internal resources that refer to RBV are strengths that are very important as predictors in improving performance. For this reason, the study has explored the indicators of each of the predictors and also test the relationships between a latent variables that have been hypothesized. This research focuses on the industrial chemical manufactur in Banten Province Indonesia which is become the province with the third-largest number of chemical firms in Indonesia. Regarding the central bureau statistics of Indonesia, the values of productivity, and human resources capability from the downstream chemical manufacturing sector below the target. This research using the SEM-PLS method to measure 97 respondents from the level supervisor and managerial. The final results provide a positive and significant relationship between competence and knowledge management through competitive advantage and organizational performance. Competitive advantage also increases the relationship between competence and knowledge management through organizational performance. This result has implications for managerial levels to increase human resources performance so it can improve the firm competitive advantage.  

scholarly journals PERAN MANAJERIAL SUMBER DAYA MANUSIA SEBAGAI KEUNGGULAN BERSAING DALAM MENINGKATKAN KINERJA ORGANISASI YANG BERKELANJUTAN

2020 ◽  
Vol 6 (1) ◽  
pp. 1-22
Author(s):  
Uli Wildan Nuryanto
Keyword(s):  
Competitive Advantage ◽  
Organizational Performance ◽  
Latent Variables ◽  
Goodness Of Fit ◽  
Manufacturing Industry ◽  
Manufacturing Sector ◽  
Hypothesis Test ◽  
Production Volume ◽  
Industry Sector ◽  
Chemical Manufacturing

AbstractThe chemical manufacturing sector is one of the supporters of the domestic economy which contributes to the value of domestic exports of 6.41% of total exports. However, in the last 3 years there was a significant decrease in production volume which caused the growth of the chemical industry sector to only reach 3.48%, this value is still below the national economic growth. This shows the importance of competitive advantage in facing global competition. Therefore, this study was conducted to examine the indicators that influence competitive advantage viewed from the perspective of human resources by using managerial functions on sustainable organizational performance by using environmental, social and economic dimensions. The study was conducted in the chemical manufacturing industry sector in Banten Province of 110 respondents with criteria as managerial level or decision making with a minimum working period of 2 years and using a purposive sampling method. The analytical method uses Smart PLS 3 against 4 indicators of competitive advantage and 28 indicators of organizational performance that is sustainable. The results of the outer model show that all indicators of competitive advantage can build latent variables, while of 28 indicators of sustainable organizational performance there are 3 indicators that have loading factors below 0.70, so that only 25 indicators are able to build latent variables. The inner model results show that the model built has good goodness of fit, while the results of the hypothesis test show a significant influence between the variables of competitive advantage on sustainable organizational performance with a magnitude of influence of 50.3%.Keywords: Managerial function, Competitive Advantage, Sustainable Organizational                        Performance.

scholarly journals Implikasi Keunggulan Bersaing Terhadap Kinerja Organisasi Pada Sektor Industri Manufaktur Kimia Di Provinsi Banten

2020 ◽  
Vol 21 (2) ◽  
pp. 208-234
Author(s):  
Uli Wildan Nuryanto ◽  
Masyhudzulhak Djamil MZ ◽  
Achmad Hidayat Sutawidjaya ◽  
Ahmad Badawi Saluy
Keyword(s):  
Knowledge Management ◽  
Human Resources ◽  
Competitive Advantage ◽  
Organizational Performance ◽  
Latent Variable ◽  
Industrial Revolution ◽  
Business Environment ◽  
Internal Resources ◽  
And Performance ◽  
The Relationship

In current dynamic business environment, the competition is getting stiffer and performance organizational becomes issue, the caracteristics that occurred in the industrial revolution 4.0. This condition requires organizations to increase the performance to be sustain. Competence and knowledge management as internal resources that reffer to RBV are strengths hat are very important as predictors in improving performance. For this reason, the study has explored the indicators of each of the predictors and also test the relationships between latent variable that have been hypothesized. This research focus to the industrial chemical manufactur at Banten Province Indonesia which is become the province with the third largest number of chemical firms in Indonesia. Regarding to the central bureau statistics of Indonesia, the values of productivity and human resources capability from downstream chemical manufactur sector below the target. This research using SEM-PLS method to measure 97 respondents from the level supervisor and manajerial. The final results provide a positive and significant relationship between competence and knowledge management through competitive advantage and organizatioan performance. Competitive advantage also increasse the relationship between competence and knowledge management through the organizational performance. This result has implication for managerial levels to increase human resources performance so it can improve the firm competitive advantage. 

Achieving Global Competitive Human Resources in the Industrial Revolution

2021 ◽  
Author(s):  
Pang william panggantara
Keyword(s):  
Decision Making ◽  
Information Technology ◽  
Human Resources ◽  
Competitive Advantage ◽  
Industrial Revolution ◽  
Global Market ◽  
Massive Transformation ◽  
Business Decision ◽  
Fourth Wave

Fourth wave of industrial revolution is marked by the use of information technology, artificial inteligence (A.I), and automatic engines. Competitive advantage has become a necessity for every business actor when they wants to competing in the global market. The current condition definitely encouraging the occurence of massive transformation at all business levels and units this condition happens because every business actor can enter from and any other countries markets easily. this condition making professionalism of every business actor is highly prioritized like many case in the business decision making and continous innovation.

scholarly journals Training and Development Strategy and Its Role in Organizational Performance

2011 ◽  
Vol 1 (2) ◽  
pp. 42 ◽  
Author(s):  
Brig(Retd) Abdus Sattar Niazi
Keyword(s):  
Competitive Advantage ◽  
Organizational Performance ◽  
Development Strategy ◽  
Learning Organizations ◽  
Training Programs ◽  
Business Environment ◽  
Training And Development ◽  
Global Level ◽  
Value Addition

In the FMCG industry at global level, the business environment has changed with intense pressure on organizations, to become ‘Learning Organizations’  and stay ahead of their competitions by bringing innovation/reinvention in training and development strategy while emphasizing on planning, designing, implementing and evaluating the training programs. Carry out an analysis that the objective of training and development is to create learning organizations which ensure that employees through value addition can effectively perform their jobs, gain competitive advantage and seek self growth: this measurable performance resulting from good training and development, shall enhance organizational performance.  

scholarly journals Maturity Level of Kosovo Manufacturing Industry with regard to Industry 4.0

2018 ◽  
Vol 6 (3) ◽  
pp. 1-8
Author(s):  
Fatmir Azemi ◽  
Edmond Hajrizi ◽  
Bekim Maloku
Keyword(s):  
Industry 4.0 ◽  
Manufacturing Industry ◽  
Industrial Revolution ◽  
Chief Executive ◽  
Business Environment ◽  
Average Score ◽  
Furniture Industry ◽  
Manufacturing Companies ◽  
Maturity Level ◽  
Unskilled Workers

In this paper the concept of Maturity Level of Kosovo Industry will be presented according to the Industry 4.0. Digitalization of factory has impact the entire business environment and lead to Smart Enterprises. To create a model of Smart Factory, first we have analyzed the existing situation of Kosovo Manufacturing Industry with regard to revolution of Industry. In this paper we will describe the results of a recent research at the Kosovo manufacturing companies and are included metalworking and furniture industry, where is developed a Maturity Level for Kosovo Industry. To describe the Maturity Level of Kosovo Industry we have delivered questionnaire and have been done interviews with CEOs (Chief Executive Officer). The average score of Industrial Maturity Level for Kosovo Industry is 2.14 which represent 2nd Industrial Revolution, but some of enterprises belong to 3rd Industrial Revolution. Also, the main barriers of this low level of Maturity Level of Kosovo Industry are highlights based on questionnaire and interviews with CEOs, such as: lack of training programs, language barriers, high cost of purchasing/maintenance of technology, unskilled workers, and est.

Rethinking companies’ culture through knowledge management lens during Industry 5.0 transition

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Valentina Cillo ◽  
Gian Luca Gregori ◽  
Lucia Michela Daniele ◽  
Francesco Caputo ◽  
Nathalie Bitbol-Saba
Keyword(s):  
Organizational Culture ◽  
Knowledge Management ◽  
Human Resources ◽  
Organizational Performance ◽  
Conceptual Model ◽  
Time Horizon ◽  
Design Methodology ◽  
Content Type ◽  
Hr Management ◽  
Support Organizations

Purpose Through the human resources (HR) and knowledge management (KM) perspective as human-centric processes, the aim of this study is to explore how companies’ engagement in diversity (DIV), inclusion (INC) and people empowerment (PEMP) policies influences companies’ organizational performance, to support organizations in the shift to the Industry 5.0 framework. Design/methodology/approach Combining the HR management and the KM-driven organizational culture, a conceptual model is proposed for explaining companies’ higher organizational performance. Proposed hypotheses are tested with reference to a set of listed international companies traced by Refinitiv on a five-year time horizon (2016–2020) through 24,196 firm-year observations. Findings This research shows that companies engaged in DIV policies, INC practices and PEMP through education have higher profitability and are more valued by capital markets’ investors. Originality/value This paper draws attention to the need to overcome the reductionist view of HR and rethink KM architecture to cope with the growing challenge of HR integration according to the Industry 5.0 paradigm.

The Role of Data Mining for Business Intelligence in Knowledge Management

2015 ◽  
pp. 12-33 ◽  
Author(s):  
Kijpokin Kasemsap
Keyword(s):  
Data Mining ◽  
Knowledge Management ◽  
Human Resources ◽  
Organizational Performance ◽  
Business Intelligence ◽  
Statistical Significance ◽  
Practical Applications ◽  
Business Goals ◽  
Emerging Trends

This chapter introduces the role of Data Mining (DM) for Business Intelligence (BI) in Knowledge Management (KM), thus explaining the concept of KM, BI, and DM; the relationships among KM, BI, and DM; the practical applications of KM, BI, and DM; and the emerging trends toward practical results in KM, BI, and DM. In order to solve existing BI problems, this chapter also describes practical applications of KM, BI, and DM (in the fields of marketing, business, manufacturing, and human resources) and the emerging trends in KM, BI, and DM (in terms of larger databases, high dimensionality, over-fitting, evaluation of statistical significance, change of data and knowledge, missing data, relationships among DM fields, understandability of patterns, integration of other DM systems, and users' knowledge and interaction). Applying DM for BI in the KM environments will enhance organizational performance and achieve business goals in the digital age.

The Drivers for a Sustainable Chemical Manufacturing Industry

2012 ◽  
pp. 1659-1679
Author(s):  
George M. Hall ◽  
Joe Howe
Keyword(s):  
Energy Management ◽  
Manufacturing Industry ◽  
Manufacturing Sector ◽  
Triple Bottom Line ◽  
Current Situation ◽  
Bottom Line ◽  
Sustainable Solutions ◽  
Chemical Manufacturing ◽  
Future Demands

This chapter describes the current situation of the chemical manufacturing industry and looks to the future demands on the sector such as: for sustainability, the advent of new bio-based feedstocks for improved energy management and the implications of these demands on the sector. These implications include definitions of sustainability criteria for the chemical manufacturing industry and the need for transparent reporting following the Triple Bottom Line approach. The important role of chemical (or more generally, process) engineers in delivering bio-based sustainable solutions is emphasised, but this also suggests that a new way of thinking about the discipline is required. Indeed, there are arguments that the demand for a sustainable chemical manufacturing sector could bring about the next paradigm shift in the discipline with concomitant education implications.

scholarly journals Mediating Role of Knowledge Management in the Relationship between Organizational Learning and Sustainable Organizational Performance

2020 ◽  
Vol 12 (23) ◽  
pp. 10061
Author(s):  
Mirna Kordab ◽  
Jurgita Raudeliūnienė ◽  
Ieva Meidutė-Kavaliauskienė
Keyword(s):  
Knowledge Management ◽  
Organizational Learning ◽  
Organizational Performance ◽  
Business Environment ◽  
Mediating Role ◽  
Knowledge Based ◽  
East Region ◽  
The Relationship ◽  
Consulting Companies

Organizations operating in the intensive knowledge-based sector seek efficient management approaches and sustainable development practices to perform efficiently in the dynamic business environment. Knowledge management practice and organizational learning are significant factors in order to achieve sustainable organizational performance in a rapidly changing business environment. Based on the scientific literature analysis, there is still a lack of evidence related to the mediating role of the whole knowledge management cycle, including the five knowledge management processes (knowledge acquisition, creation, storage, sharing, and application) in the relationship between organizational learning and sustainable organizational performance for organizations operating in intensive knowledge-based sectors. This study aimed to examine the impact of the whole knowledge management cycle on the relationship between organizational learning and sustainable organizational performance in intensive knowledge-based sectors, specifically the audit and consulting companies in the Middle East region. Systematic scientific literature analysis, expert evaluation (structured questionnaire), and structural equation modeling (SEM) technique were used to develop and verify the research model. Data was collected through a structured questionnaire distributed among auditing experts working in a knowledge-based sector—audit and consulting companies in the Middle East region. The research results supported the hypotheses stating that organizational learning positively affects knowledge acquisition, storage, sharing, application processes, and sustainable organizational performance. However, the results verified that organizational learning has an insignificant impact on the Middle Eastern audit and consulting companies’ knowledge creation process.

CRM dimensions and performance of SMEs in Yemen: the moderating role of human capital

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Nagwan Abdulwahab AlQershi ◽  
Sany Sanuri Mohd Mokhtar ◽  
Zakaria Bin Abas
Keyword(s):  
Developing Countries ◽  
Human Capital ◽  
Knowledge Management ◽  
Organizational Performance ◽  
Manufacturing Sector ◽  
Moderating Effect ◽  
Customer Focus ◽  
Content Type ◽  
The Impact ◽  
Key Customer

PurposeThis paper examines the interaction of human capital and CRM on the performance of SMEs in Yemen.Design/methodology/approachThe study used a quantitative approach in investigating the interacting effect of human capital on the relationship between CRM and SMEs' performance in Yemen. The PLS-SEM analysis was performed to test the hypotheses.FindingsIt was observed that key customer focus, technology-based CRM and CRM knowledge management were effective drivers of SME performance, but not CRM organization tools. It was also ascertained that human capital has no moderating effect on the key customer focus and knowledge management relationships with performance, although it does moderate the relationships between performance and CRM organization and technology-based CRM respectively.Research limitations/implicationsBecause this study is limited to manufacturing SMEs in Yemen, the results cannot be generalized to other types of industry such as services, whose structure and vision differ from those of manufacturing SMEs. While the current results may be appropriate for SMEs in other developing countries, the researcher believes they are unsuitable for SMEs in advanced economies with different financial structures and employee and management cultures.Practical implicationsThe empirical insights of this study are valuable for the owners, managers and professionals in the SMEs manufacturing sector in developing countries, to enrich their organizational performance through CRM adoption, while considering the moderating effect of human capital.Originality/valueThis is the first empirical work to confirm way the main drivers of human capital, including in the analysis the impact of CRM dimensions and SME performance, in the context of the manufacturing sector. In support of an original conceptual model, the insights contribute to the literature on CRM, SMEs in the manufacturing sector, human capital and emerging economies.

Sign in / Sign up

Export Citation Format

Share Document