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Strategic Management Business Policy
Abstract
Sumario: Scanning the environment -- Strategy formulation -- Strategy implementation and control -- Other strategic issues -- Introduction to case analysis -- Cases in strategic management
... When these assumptions fail to hold true due to impacts of ultra-violet competitions and change in economic realities, the modus operandi of organisations become correspondingly constrained and their theories of business (business models) cease to work (Drucker, 1994). At this point of strategic inflection, strategic leaders in organisation need to leverage their competitive agility to forge ahead in terms of accessing relevant competitive intelligence and aggressively utilising it to maintain the requisite competitive speed (Wheelen & Hunger, 2010;Hitt et al., 2013). By competitive agility is meant the ability of an organisation to act in a variety of competitively relevant ways (Hitt et al., 2013). ...
... A few examples of these valuable resources comprise technical know-how, research and development expertise, corporate reputation, tacit knowledge and buyer-supplier relationships within the value-chain as well as brand identity (Oliver, 1997;Grant, 2008;Wheelen & Hunger, 2010). This explains why George et al. (1992) cited in Bolo (2011) hold that core capabilities are distinctive and valuable assets of a company which are naturally inimitable compared to strategic targets in a value chain consisting of the company"s important stakeholders. ...
Competitive agility and sustainable competitive advantage of commercial banks in Nigeria was examined in this study. Quantitative and correlational design was used. The population for the study consisted of sixteen (16) commercial banks with national spread including Akwa Ibom and Rivers States of the south-south region of Nigeria from which 262 respondents were obtained and a sample of 223 deduced using Taro Yamene"s formula. The findings showed that both core capabilities and proactivity have significant influences on product differentiation as proxies of competitive agility and sustainable competitive advantage respectively. The theoretic implications informed that the concerned banks should always learn and adapt new ways of doing things to cope with the spate of competition in the industry. It was concluded that competitive agility positively and significantly influenced sustainable competitive advantage of commercial banks in the south-south region of Nigeria. It was recommended that the management of the commercial banks should be intentional in building the core capabilities of their workforce and ensure they are proactive in the discharge their assigned responsibilities so as to enable the banks remain sustainably competitive vis-à-vis their competitors in the industry and brace up with general competitions in the operating business environment.
... According to Wheelen and Hunger (2012), Porter's Five Forces is a strategic analysis tool used to understand competitive forces within an industry and determine its attractiveness and profitability. These five forces help identify external opportunities and threats that influence a company's success. ...
... Source: Wheelen & Hunger (2012) This analysis provides a framework for understanding complex competitive dynamics and helps companies develop more effective strategies to compete in the market. ...
This research analyzes the business strategy of Kopi Kenangan using Porter’s Five Forces framework to understand the competitive dynamics in Indonesia’s grab-and-go coffee industry. Utilizing a desk research approach, secondary data from various sources were processed and qualitatively analyzed. The results show that Kopi Kenangan has leveraged brand differentiation, product diversification, and investment support to strengthen its market position. However, threats from new entrants, supplier power, and intense competition remain significant challenges. This study provides strategic insights for coffee industry players to survive and thrive in a competitive market.
... Strategic management is a series of actions and decisions that enable an organisation to achieve its goals by taking advantage of opportunities and facing future challenges (David & David, 2017;Wheelen & Hunger, 2012). The main objective of strategic management is to create new and different opportunities and address environmental changes that can affect management implementation (Sedarmayanti, 2018). ...
... The strategic management process consists of four main elements, namely environmental observation, strategy formulation, strategy implementation, and strategy evaluation (Wheelen & Hunger, 2012). Environmental observation includes the evaluation of internal (strengths and weaknesses) and external (opportunities and threats) factors. ...
The payment gateway industry in Indonesia is rapidly growing, with the Finpay Payment Gateway being a key product. However, its market share is only 4%, indicating ongoing issues and shortcomings. This study aims to explore these issues using Root Cause Analysis (RCA) and Business Model Canvas (BMC) approaches. The research is a descriptive qualitative study, using observation and interviews for data collection. Using a fishbone diagram approach, the study identifies the root cause of the problem using RCA. A Business Model Canvas (BMC) is then created using a Business Model Pivot (BMP) to determine the right business model for Finpay Payment Gateway. The analysis of the BMC reveals that Finpay Payment Gateway has a solid foundation in managing customer segments and offering a specific value proposition. However, several areas require further attention to increase competitiveness in the highly competitive Payment Gateway aggregator industry. The RCA analysis identifies structural and operational challenges, such as policies, regulatory compliance, lack of innovation, and complex processes, as the root causes of the problems. The study recommends adjustments to the existing BMC to address these issues.
... manajemen strategi sebagai penyesuaian perusahaan terhadap lingkungan bisnis yang berubah. Porter dalam (Wheelen & Hunger, 2004) mendefinisikan strategi sebagai penciptaan posisi unik dan berharga melalui serangkaian kegiatan. (Wibowo, 2020) menyatakan bahwa manajemen strategi adalah proses formulasi dan pelaksanaan strategi untuk memberikan nilai terbaik kepada pelanggan demi mencapai visi organisasi. ...
... Membuat inovasi memang lah sulit, karena terkadang sebuah perubahan yang sudah Anda siapkan dan diprediksi akan membuat sukses ternyata justru tidak memberikan hasil yang signifikan. Namun melalui proses yang baik dan benar, Anda pasti dapat menciptakan inovasi (Wheelen & Hunger, 2004). ...
Manajemen strategis pada era saat ini memiliki peranan yang sangat penting bagi keberhasilan dan kelangsungan hidup organisasi di tengah dinamika perubahan yang cepat. Era ini ditandai oleh perkembangan pesat dalam teknologi digital, globalisasi, perubahan preferensi konsumen, dan ketidakpastian pasar yang tinggi. Manajemen strategis membantu perusahaan untuk menganalisis lingkungan eksternal dan internal secara mendalam sehingga dapat merumuskan strategi yang adaptif dan responsif terhadap perubahan yang terjadi. Hal ini membantu organisasi untuk tetap relevan di tengah disrupsi yang sering kali tidak terduga. Manajemen strategis memungkinkan perusahaan mengevaluasi keunggulan kompetitif yang dimilikinya dan mencari cara untuk memperkuat atau memperbarui keunggulan tersebut. Dengan demikian, organisasi dapat mengembangkan strategi sesuai dengan kebutuhan pasar saat ini. Buku ini mengeksplorasi kerangka kerja strategis yang holistik, mulai dari analisis lingkungan eksternal, penilaian kapabilitas internal, hingga strategi pertumbuhan dan inovasi yang relevan di era digital.
Buku Manajemen Strategis ini disusun sebagai panduan komprehensif bagi para profesional, akademisi, dan mahasiswa yang ingin memahami lebih dalam tentang konsep, proses, dan penerapan strategi dalam bisnis di era modern. Buku ini memberikan pemahaman tentang bagaimana organisasi dapat merumuskan, mengimplementasikan, dan mengevaluasi strategi untuk mencapai keunggulan kompetitif yang berkelanjutan. Pembaca akan diperkenalkan pada konsep-konsep dasar dari manajemen strategis termasuk pengendalian dan evaluasi strategi dan Total Quality Management (TQM). Buku ini dihadirkan sebagai bahan referensi bagi praktisi, akademis, mahasiswa ataupun siapa saja yang ingin mendalami lebih jauh tentang Manajemen Strategis
Bab yang dibahas dalam buku ini meliputi:
Bab 1 Konsep Dasar Manajemen Strategis
Bab 2 Visi, Misi dan Tujuan Perusahaan
Bab 3 Analisis Lingkungan Internal
Bab 4 Analisis Lingkungan Eksternal
Bab 5 Lingkungan Bisnis Global
Bab 6 Perumusan Strategi di Era Digital
Bab 7 Transformasi Digital dan Strategi Bisnis
Bab 8 Penerapan Strategi di Era Digital
Bab 9 Kepemimpinan di Era Digital
Bab 10 Manajemen Strategi Fungsional
Bab 11 Manajemen Perubahan
Bab 12 Etika Dalam Manajemen Strategis
Bab 13 Strategi Good Corporate Governance
Bab 14 Pengendalian dan Evaluasi Strategi
Bab 15 Total Quality Management (TQM)
... manajemen strategi sebagai penyesuaian perusahaan terhadap lingkungan bisnis yang berubah. Porter dalam (Wheelen & Hunger, 2004) mendefinisikan strategi sebagai penciptaan posisi unik dan berharga melalui serangkaian kegiatan. (Wibowo, 2020) menyatakan bahwa manajemen strategi adalah proses formulasi dan pelaksanaan strategi untuk memberikan nilai terbaik kepada pelanggan demi mencapai visi organisasi. ...
... Membuat inovasi memang lah sulit, karena terkadang sebuah perubahan yang sudah Anda siapkan dan diprediksi akan membuat sukses ternyata justru tidak memberikan hasil yang signifikan. Namun melalui proses yang baik dan benar, Anda pasti dapat menciptakan inovasi (Wheelen & Hunger, 2004). ...
... manajemen strategi sebagai penyesuaian perusahaan terhadap lingkungan bisnis yang berubah. Porter dalam (Wheelen & Hunger, 2004) mendefinisikan strategi sebagai penciptaan posisi unik dan berharga melalui serangkaian kegiatan. (Wibowo, 2020) menyatakan bahwa manajemen strategi adalah proses formulasi dan pelaksanaan strategi untuk memberikan nilai terbaik kepada pelanggan demi mencapai visi organisasi. ...
... Membuat inovasi memang lah sulit, karena terkadang sebuah perubahan yang sudah Anda siapkan dan diprediksi akan membuat sukses ternyata justru tidak memberikan hasil yang signifikan. Namun melalui proses yang baik dan benar, Anda pasti dapat menciptakan inovasi (Wheelen & Hunger, 2004). ...
... The concept of organizational renewal capabilities has received great attention from researchers, who agree that this concept stems from within the organization and depends on its resources, vulnerability, and environmental adaptability to maintain its competitive position (Wheelen and Hunger, 2004). In order to give their organisation a competitive edge in performance, Whetten and Cameron (2011) stressed the significance of organisational renewal capabilities in the development of the organisation, its strategies, and the interdependence of its skills . ...
... From a holistic point of view, Daft (2001) viewed organizational renewal as integrating capabilities and cumulative knowledge, such as techniques and management, to gain competitive advantage. From a simple point of view, Wheelen and Hunger (2004) explained renewal as the organization's competence in doing its work. From a different perspective, Tinto (2005) linked organizational renewal with the development of human resource management by linking expertise and application to integrate new knowledge into the organization. ...
This study aims to explore the role of the dimensions investing in human resources in enhancing the organizational renewal capabilities of companies operating in the pharmaceutical industry. An online survey was conducted among a sample of (350) individuals who worked in pharmaceutical companies in the Kingdom of Saudi Arabia. The results indicate that the dimensions of investing in human resources as assessed by employees of pharmaceutical companies positively enhance all four studied dimensions of organizational renewal capabilities (strategic competence, learning orientation connectivity, leadership practices, exploiting time) for a wide range of pharmaceutical companies. The results confirm that enhancing the investing in human resources is a promising path toward improving the regulatory renewal capabilities of pharmaceutical companies. Despite the interest in investing in human resources, the lack of consensus on the specific elements of investing in human capital limits the understanding of their implications. Building on recent developments in visualizing and measuring investing in human resources, this study addresses this gap by exploring how the investing in human resources relates to the regulatory renewal capabilities of pharmaceutical companies.
... The concept of organizational renewal capabilities has received great attention from researchers, who agree that this concept stems from within the organization and depends on its resources, vulnerability, and environmental adaptability to maintain its competitive position (Wheelen and Hunger, 2004). In order to give their organisation a competitive edge in performance, Whetten and Cameron (2011) stressed the significance of organisational renewal capabilities in the development of the organisation, its strategies, and the interdependence of its skills . ...
... From a holistic point of view, Daft (2001) viewed organizational renewal as integrating capabilities and cumulative knowledge, such as techniques and management, to gain competitive advantage. From a simple point of view, Wheelen and Hunger (2004) explained renewal as the organization's competence in doing its work. From a different perspective, Tinto (2005) linked organizational renewal with the development of human resource management by linking expertise and application to integrate new knowledge into the organization. ...
This study aims to explore the role of the dimensions investing in human resources in enhancing the organizational renewal capabilities of companies operating in the pharmaceutical industry. An online survey was conducted among a sample of (350) individuals who worked in pharmaceutical companies in the Kingdom of Saudi Arabia. The results indicate that the dimensions of investing in human resources as assessed by employees of pharmaceutical companies positively enhance all four studied dimensions of organizational renewal capabilities (strategic competence, learning orientation connectivity, leadership practices, exploiting time) for a wide range of pharmaceutical companies. The results confirm that enhancing the investing in human resources is a promising path toward improving the regulatory renewal capabilities of pharmaceutical companies. Despite the interest in investing in human resources, the lack of consensus on the specific elements of investing in human capital limits the understanding of their implications. Building on recent developments in visualizing and measuring investing in human resources, this study addresses this gap by exploring how the investing in human resources relates to the regulatory renewal capabilities of pharmaceutical companies.
... The SO strategy takes advantage of external opportunities by leveraging internal strengths, while the WO strategy overcomes internal weaknesses by capitalizing on external opportunities. The ST strategy focuses on mitigating external threats by harnessing strengths, whereas the WT strategy aims to reduce internal weaknesses while avoiding external threats (Wheelen & Hunger, 2018). ...
Islam forbids tabzir (wasteful behavior) concerning food and all activities. However, Indonesia, which has a Muslim-majority population, is among the countries with the highest levels of food loss and waste globally. Food waste has a detrimental impact on the environment, economy, human health, and food security, hindering the achievement of the SDGs. This study aims to examine Muslim households' consumption patterns and identify food waste prevention strategies. A qualitative SWOT-ANP technique was applied using nine respondents, including experts, academics, and practitioners. The findings suggest that households, from an internal perspective, should prioritize sharing surplus food with those in need, as well as adopting thoughtful shopping and cooking habits, avoiding the tendency to over-purchase or over-prepare food. Three external strategies were identified: (1) campaigns by governments, agencies, and communities to raise awareness of food waste's negative effects; (2) education on proper food processing, storage, and management; (3) policies regulating food waste prevention and management. Ultimately, preventing food waste behavior requires the collaboration of all parties, including the government, religious authorities, communities, and households.
... The subsequent stage involves conducting a SWOT matrix analysis for MSMEs to identify digital transformation strategies that support the development of MSMEs in Bekasi Regency and enhance their competitiveness in the market. The SWOT matrix is employed to assist in developing and implementing strategies (David, 2017), with these strategies taking into account both internal and external factors that influence MSMEs, both in the present and in the future (Wheelen & Hunger, 1992). This analysis focuses on leveraging strengths and opportunities while minimizing weaknesses and mitigating threats. ...
Bekasi Regency, known as an industrial hub in Indonesia, has witnessed a surge in digital transformation efforts among Micro, Small, and Medium Enterprises (MSMEs). Despite their significant economic contributions, MSMEs face challenges such as uneven digital infrastructure, limited digital literacy, and organizational readiness gaps. This study investigates strategies for empowering MSMEs to embrace digital transformation using a hybrid SWOT and Analytic Hierarchy Process (AHP) methodology. SWOT analysis explores the internal and external factors influencing MSME readiness, while AHP prioritizes strategic alternatives for actionable recommendations.The findings highlight critical factors, including the need for enhanced digital infrastructure, increased digital literacy among MSME stakeholders, and strengthened cross-sectoral collaborations to address challenges such as limited resources and cybersecurity concerns. The integration of SWOT and AHP methodologies results in prioritized strategies, with the expansion of digital infrastructure emerging as the top priority, followed by fostering digital partnerships and enhancing digital literacy.Managerial implications emphasize the importance of equitable digital access, the creation of MSME digitalization centers, and the development of curated e-commerce platforms to strengthen competitiveness. These strategies are essential to promoting sustainable and inclusive growth in the region. The study concludes that government and private-sector collaboration is vital for bridging digital divides and enabling MSMEs to thrive in an increasingly digital economy.This research contributes to the limited discourse on MSME digital transformation in emerging markets, providing a strategic framework to achieve inclusive growth and regional economic resilience. Future research should explore the longitudinal impact of these strategies on MSME development and their scalability across diverse socio-economic contexts
... Equipment, land, structures, inventory, financing, etc., are tangible properties. On the other hand, intangible assets include a reputation for a brand, creativity, ethos, and employees' tacit skills and talent [79]. Furthermore, the management of immaterial assets is interlinked with social and environmental aspects of sustainability, demonstrating the interlinked existence of the dimensions of sustainability. ...
Biodegradable materials are emerging as a sustainable alternative to conventional petroleum-based plastics across packaging, sanitation, and agriculture sectors. These materials naturally decompose into harmless substances within a specified period, completing an eco-friendly lifecycle. However, the widespread adoption of biodegradable plastics depends on building confidence among consumers, manufacturers, and regulators regarding their effectiveness. This study employed a mixed-methods approach to investigate the key factors influencing biodegradable plastics’ sustainability, integrating theoretical frameworks with survey data collected from Malaysian plastic users aged 15 and above. Results revealed that individual characteristics, particularly environmental self-identity, significantly influence behavioural intentions toward sustainable practices, such as choosing eco-friendly packaging. The findings contribute to the theoretical understanding of biodegradable plastics adoption in developing markets while providing actionable insights for government and corporate stakeholders. This study recommends targeted awareness campaigns emphasising environmental self-identity to reduce conventional packaging use and promote biodegradable alternatives. By incorporating these identity-focused messages into marketing communications, organisations can enhance public awareness and market perception of biodegradable products.
... By analyzing an organization's strengths, weaknesses, opportunities, and threats (SWOT), the framework helps firms align their goals with strategic implementation (Pearce & Packer, 2013). As cited in Wandebori (2019), Wheelen et al., (2001) emphasize that the TOWS matrix effectively illustrates the alignment of external opportunities and threats with a company's internal strengths and weaknesses, generating four sets of strategic alternatives. ...
Indonesia’s tourism industry has great potential for economic growth, driven by its natural and cultural richness and the increasing adoption of digital platforms, which are increasingly being introduced. As one of the players in the industry, PT Atourin Teknologi Nusantara (Atourin) faces challenges in increasing brand awareness and attracting travelers to use their services, which offer a variety of local attractions. This study aims to identify Atourin’s target market, explore the factors influencing brand awareness and purchase intention, and propose effective marketing strategies to increase Atourin’s presence. A mixed methodology with qualitative and quantitative approaches was conducted, combining interviews and questionnaire distribution. Data analysis used clustering to group the identified market segment, then findings of external and internal analysis using SWOT, TOWS matrix, and Ansoff matrix. Based on the findings, it is known that Atourin, as a technology-based startup in the tourism industry, certainly has strengths in the field of tourism technology and knowledge. Unfortunately, the level of awareness of the Atourin brand in the local tourist market is still low. This study recommends market penetration that focus on increasing market share with existing products in existing markets through the use of social media, increasing customer retention through loyalty programs, and strategic collaborations to strengthen Atourin’s market position and drive business growth in Indonesia’s digital tourism industry.
... Internal considerations include workforce capabilities, financial management, and technological resources [2], while external elements encompass political, economic, and technological trends [3]. The findings reveal the critical need to align internal strengths, such as innovation and operational efficiency, with external opportunities like digital economic growth and supportive government policies [4]. Addressing weaknesses, including outdated technology and inefficient distribution systems, alongside mitigating threats from global economic uncertainty and disruptive technologies, is equally crucial [1,5]. ...
This study investigates the strategic positioning of ABC Ltd. in the competitive Point of Sale (POS) industry, employing tools such as External Factor Evaluation (EFE), Internal Factor Evaluation (IFE), SWOT analysis, and Analytical Hierarchy Process (AHP). Results indicate that ABC Ltd. demonstrates strong capabilities in leveraging external opportunities, achieving an EFE score of 3.46, and internal strengths, reflected in an IFE score of 3.34. Key opportunities include government support for digitalization and the growth of Indonesia’s digital economy, while primary strengths lie in active sales strategies and innovation-driven product development. A comprehensive SWOT analysis identified strategic options, and AHP prioritized an aggressive strategy (weight: 0.389) focusing on technological innovation and SME market penetration. Secondary strategies emphasize operational improvements and risk mitigation. The study concludes that ABC Ltd. is well-positioned to sustain growth by aligning its strengths with market opportunities while addressing weaknesses and mitigating threats. Keywords: SWOT analysis, External Factor Evaluation (EFE), Internal Factor Evaluation (IFE), Analytical Hierarchy Process (AHP), Strategic Management, Technological Innovation
... Through identifying external factors, opportunities, and threats can be identified (Wheelen & Hunger, 2012) for Alitta's glorious hope. The external environmental conditions observed are technology, business partners, government, village potential, community participation, and competitors. ...
This study aimed to identify external and internal factors in community businesses in Alitta Village. The study was conducted in Alitta Village, Mattiro Bulu District, Pinrang Regency in May 2024. The analysis used in this study was a SWOT analysis. The results of the study showed that internal factors are management, finance, human resources, facilities and infrastructure, and legal umbrella while external factors are technology, business partners, government, village potential, community participation and competitors. BUMDes development is carried out with a focus on three main aspects: improving the village economy, developing existing potential, and managing this potential to meet the needs of the local community. Meanwhile, the lack of human resources for BUMDes management, the difficulty of maintaining the agricultural machinery owned and the supply of raw material inputs that are not smooth. Efforts to overcome obstacles through strategy development can be an option to be implemented, namely Increasing product availability, recruiting new members to run each business division and opening independent outlets. Significant impact because gasoline is an important commodity needed by rural communities. Most farmers who rely heavily on water pumps to irrigate their agricultural land. Gasoline supply shortages cause delays and disruptions in the operation of such equipment, hampering agricultural productivity.
... Para entender las ideas planteadas en esta investigación es importante destacar las definiciones de los conceptos clave. [14] indican que una alianza estratégica es el acuerdo entre dos empresas que se vinculan a nivel organizacional sin llegar al nivel de estar integrados como lo son las fusiones. Es así como se puede definir a las AE como un conjunto de acuerdos y estrategias mutuas con una extensa gama de posibilidades de interrelación. ...
... Additionally, to understand the competitiveness among competitors and trends in the global market, companies need to improve their performance and ensure that they provide high-quality services and products to their esteemed customers (Maragia & Kemboi, 2021). Hunger & Wheelen (2015) suggest that companies need to develop a diversification strategy to achieve effective performance and competitiveness in the market. A company's choice of diversification strategy is based on a careful assessment of its portfolio of resources and capabilities and reflects its impact on the market (Hannan & Freeman, 2017). ...
The study examined the effects of diversification strategies on organizational competitiveness of selected manufacturing firms in Delta State. This study adopted a descriptive research design. The study's population included 100 personnel from the staff of the selected manufacturing firms in Delta State. The sampling technique that was used for the study is simple random technique. The sample size of 80 respondents for the study was determined using Taro Yamane’s formula. Data collected from the field survey were analyzed using descriptive statistics, correlation and multiple regression analyses. The researcher used self-developed questionnaire as instrument for data collection. Findings showed that product diversification strategy (ß = 0.431, p <0.05) and market diversification strategy (ß = 0.277, p<0.05) has significant positive effect on organizational competitiveness. Findings showed that 32% of the change in organizational competitiveness was brought about by the dimensions of diversification strategies. The study concluded that diversification strategies have positive effect on organizational competitiveness of selected manufacturing firms in Delta State. The study recommended that companies should maintain high standards of quality control for all products, including the newly diversified ones. Consistency in product quality is essential for building customer trust.
... It is an approach to choosing original and creative strategies by encouraging subordinates (Ülgen and Mirze, 2007). chooses to use an interactive process, whereby the overall strategy learns and gains experience from incremental engagement rather than through global organizations (Wheelen and Hunger, 1998). ...
This study examines the conceptual framework of proactive, interactive, inactive, and reactive behaviors in organizational settings, with a primary focus on proactive behavior. It investigates the origins, dimensions, and implications of proactive behaviors, highlighting the distinct roles they play in leadership, team dynamics, innovation, and strategy formation. The research identifies how individual and contextual factors contribute to proactive actions and their subsequent impact on organizational outcomes. Emphasizing the strategic advantages of proactivity, the study also acknowledges its potential challenges, such as conflict and resource strain. By integrating insights from various domains, this work advances the understanding of behavioral diversity in organizations and underscores the critical role of proactive behavior in driving change, innovation, and success.
... Proposition (6): employee competence has a positive impact on compliance Competence is a criterion-referenced measurement used to predict an individual's job performance [67]. The definition of competence is mostly taken in context; for example [68], define competence as knowledge accumulated from performing a cross-functional functions overtime. Miville and Duan [69] associate competence with performance success. ...
Uncertainties and risks continue to pose a threat to governance and internal control, impeding public sector modernization and essential service delivery. Attempts to develop alternative strategies to meet desired results in highly bureaucratic institutional environments such as the public sector are intensifying because ideas and principles matter. This study advances informal “soft control” as a substitute for formal “hard control” in four dimensions: (a) creates a clear difference between “soft” and “hard” control; (b) designs key determinants of informal “soft” control; (c) limitations of formal “hard” control; and (d) a conceptual framework and propositions to support future empirical research and “operationalization” of the proposed constructs. Critical observations imply that the increasing cases of corporate malpractice and consequential non-alignments with best practises in recent times are sufficient evidence to suggest that formal control is incapable of mitigating financial crimes, irregularities, and preventing complex accounting scandals classified as white-collar fraud. The causes of these control failures are attributed to overreliance on “hard control” which primarily works with sanctions and the neglect of informal control mechanisms “soft controls”. This condition has limited the ability of auditors to uncover systematic failures of controls that are process-specific, resulting in a partial and incomplete evaluation of internal controls. The study assumed a theoretical approach due to the lack of existing empirical research on “soft control”. However, these observations form a solid theoretical foundation for further discussions. We argue that “tone at the top,” informal social control, organisational culture, ethical values, empowerment, and employee competence are effective substitutes for and complements to formal “hard” controls in preventing another Enron.
The ornamental plant industry, especially orchids, has experienced significant growth along with the increasing public interest in natural decorations. This study aims to ana-lyze the development strategy of orchid cultivation and rental businesses as a sustaina-ble business model. The research method used is a qualitative approach with a case study on Griya Kembang Punakawan, a business that integrates orchid cultivation, rent-al, and care clinics in Greater Bandung. The results of the study indicate that the imple-mentation of an integrated business model provides a competitive advantage by in-creasing the added value of products and services. Orchid rental services for events such as weddings and exhibitions are an economical alternative compared to purchasing ornamental plants directly. In addition, orchid clinic services contribute to maintaining plant quality by offering care consultations. From a financial aspect, business projections show a positive return on investment, with an estimated ROI of 70.64% per year and an NPV reaching IDR 435,151,581. In conclusion, the orchid cultivation and rental business development strategy has promising prospects in supporting business sustainability, especially with the optimization of digital marketing and efficient supply chain management.
The business of rengginang is potential enough to be developed in Bogor Regency. But, the SMEs (Small and Medium Enterprises) actors feel that the margin which is accepted is very low. So that, the research about the value chain of rengginang in Bogor Regency should be conducted. The aims of this research are analyzing the value chain of rengginang business and generating the recommendation for SMEs in order to increase the margin. This research was conducted in Bogor regency using a qualitative method and Porter Value Chain Model. This research was using 55 SMEs as respondents. The sample was determined by purposive sampling method. The results show that from the primary activities of rengginang side, there were only inbound logistics and operation activities which were having a role and contribution in increasing margin (value added) of rengginang. While from the support activities of rengginang side, there were no activities which were contributing in increasing of rengginang’s margin. It can be concluded that the margin or profit of rengginang SMEs was low because not all activities in the value chain model can contribute to increase the margin of rengginang products. The SMEs can maximize all of their activities in value chain and also by selling the rengginang product in cooked condition and in many variation. It can be a strategy to win a competition.
This research aims to identifies the strategy for the development of international training at Badiklat PKN (the National Financial Audit Training Agency). This study adopts a qualitative approach to answer the research questions, utilizing two primary methods: observation and in-depth interviews. The study recommends a growth-focused strategy for Badiklat PKN’s international training programs, which includes enhancing infrastructure, increasing human resources, improving training materials. In conclusion, this research underscores the significant role of organizational environment in shaping policies for international training at Badiklat PKN, with a focus on enhancing Badan Pemeriksa Keuangan's global position through high-quality training programs
As a strategic commodity, sugar is constantly monitored by the government to ensure its availability at affordable prices. Indonesia faces three main challenges in the sugar agribusiness sector: declining sugar productivity, increasing sugar imports, and price instability in the domestic market due to inefficient distribution. To address these issues, PTPN I has conducted a business mapping of the sugar sector and established targets aligned with the government’s aspirations.This study employs a qualitative descriptive method with primary data collected through in-depth interviews and observations related to the strategy and performance execution excellence management system (SPEX2). The findings indicate that PTPN I’s development strategies include enhancing operational efficiency, improving employee skills, and modernizing technology to boost productivity and sugar quality. External strategies respond to opportunities and threats, supported by government policies aimed at developing the sugar industry. Moreover, PTPN I emphasizes financial, customer, internal business process, and learning and growth perspectives, with priorities centered on increasing revenue, business development, and enhancing human resource competencies.Keywords: Strategy and performance execution excellence management system (SPEX2)
Education plays a critical role in ensuring the survival of any nation in the global economic setup leading to emphasis on quality outcomes of education. Strategic management practice is a very critical factor for any organization’s survival in the modern competitive operating environment. The purpose of the study was to establish whether schools adopt strategic management practices and their influence on competitive academic performance. Strategic management practices were decomposed into specific objectives of environmental scanning, strategy formulation, strategy implementation and strategy control. The study concentrated on the role of strategy implementation on competitive academic performance of secondary schools. It was conducted in eastern counties of Kenya namely, Meru, Embu, Tharaka Nithi, Kitui and Machakos informed by stakeholder and human resource-based theories of strategic management. The study adopted cross-sectional survey design with a target population of principals of secondary schools in eastern counties with a frame of 919. The counties were divided into strata with a sample of 273 drawn based on survey monkey formula. The counties were further stratified and random samples drawn from each stratum. Data collection was through questionnaires, analyzed by descriptive and inferential statistics. The findings indicated that schools had intricate programmes for strategy implementation and processes which when followed enabled the schools to remain competitive. Overall strategy implementation practice was found to have a significant influence on competitive academic performance. It is recommended that strategic management training be extended to all school principals with emphasis on strategy implementation because the input of employees who are strategy implementers determine performance. Participation in strategy implementation should be through shared responsibility enabling the heads of departments to shoulder responsibility for the outcomes. Finally, the study recommends that principals should be allowed to complete at least two cycles of strategic management in one school for their strategy implementation capabilities to be reflected in academic performance and hence used for making and implementation of proper decisions.
merupakan kerangka analisis yang berperan penting dalam perencanaan strategis operasional untuk menghadapi tantangan dan dinamika lingkungan eksternal. Penelitian ini bertujuan untuk mengeksplorasi bagaimana teori PESTEL dapat digunakan untuk mengidentifikasi faktor eksternal yang memengaruhi proses pengambilan keputusan strategis dan operasional perusahaan.Dimensi politik membantu perusahaan memahami kebijakan pemerintah, stabilitas politik, dan regulasi yang memengaruhi kegiatan operasional. Faktor ekonomi memberikan wawasan terkait kondisi pasar, inflasi, dan tren makroekonomi yang relevan dengan keberlanjutan bisnis. Aspek sosial berfokus pada analisis preferensi konsumen, tren demografi, dan budaya lokal, yang memungkinkan perusahaan untuk menyesuaikan produk dan layanan mereka. Teknologi, sebagai dimensi yang krusial, mendorong adopsi inovasi yang meningkatkan efisiensi dan daya saing. Faktor lingkungan membantu perusahaan dalam memenuhi standar keberlanjutan dan mengelola risiko terkait perubahan iklim. Terakhir, analisis hukum memastikan bahwa operasional perusahaan berjalan sesuai dengan peraturan yang berlaku.Dengan mengintegrasikan teori PESTEL, perusahaan dapat merumuskan strategi operasional yang adaptif, memitigasi risiko eksternal, dan memanfaatkan peluang untuk menciptakan keunggulan kompetitif yang berkelanjutan.
PT Finnet Indonesia’s Finpay Payment Gateway (PG) is struggling to enlarge its market share (stuck at 4%), has low customer loyalty (indicated by flat Net Promoter Score (NPS) and Customer Loyalty Index (CLI), and needs a business model refresh. The Blue Ocean Strategy (BOS) framework is a strong methodology for addressing these issues. BOS focuses on creating uncontested market space (blue oceans) by eliminating, reducing, creating, and raising factors that affect customer value. This research will use a qualitative approach with semi-structured interviews, observations, and document analysis to gather data from stakeholders (four from PT Finnet, three from customers, and one from an industry association). By triangulating data from these diverse perspectives, the research aims to identify areas for improvement in Finpay PG’s Business Model Canvas (BMC); the BOS identification model will affect customer value proposition, strengthen competitiveness, and ultimately drive sustainable growth for Finpay PG.
This research aims to develop the organization’s business strategy using three different analysis methods: SWOT Analysis, Competitive Profile Matrix (CPM), and Analytic Hierarchy Process (AHP). SWOT Analysis is conducted to identify company’s strengths, weaknesses, opportunities, and threats. The CPM method is used to evaluate the company’s competitive position compared to major competitors in the industry. Furthermore, AHP determines the priority of strategies resulting from SWOT Matrix.
This study was conducted at PT Finnet Indonesia, a company in the financial technology (fintech) industry. Data were collected through forum group discussion (FGD), interviews, and documentation studies, involving company management and industry experts. The results are expected to provide recommendations for determining appropriate business strategy adjustments for PT Finnet Indonesia, as the owner of Finpay Money product.
In this research, a variable operationalization process that fits is used with the expectation of digging deeper into the variables that shape the electronic money industry in Indonesia so that it will contribute more to an academic context.
The purpose of this study was to analyze production costs and profits; analyze financial feasibility, and analyze the practice of green supply chain management in pineapple farming in Kualu Village, Tambang District, Kampar Regency. The method used in this study is descriptive, namely a method that focuses on solving existing problems at present by collecting data, analyzing, explaining, and concluding it. The results of the study indicate that all aspects of business feasibility have been met. The result also in line with sustainability theory. By implementing Green Supply Chain Management (GSCM) in pineapple farming in Kualu Village, environmental sustainability can be achieved without sacrificing economic benefits. Future studies should focus on the long-term effects of implementing GSCM in pineapple farming.
Penelitian ini bertujuan untuk mengidentifikasi faktor-faktor kekuatan, kelemahan, peluang, ancaman dan menentukan strategi yang baik dalam pemasaran Stik ale-ale produksi KUB Wida Mantolo. Penelitian ini menggunakan metode analisis SWOT dan QSPM. Faktor yang menjadi kekuatan utama yaitu Produk makanan/oleh-oleh yang berbeda dari UKM lain. dengan jumlah nilai 0,137, sedangkan faktor kelemahan terbesarnya terletak pada tidak menyediakan produk makanan/oleh-oleh dengan rasa yang bevariasi dengan nilai 0,135. Faktor yang menjadi peluang terbesar adalah KUB Wida Mantolo menggunakan jasa order online melalui chat whatssapp dengan nilai 0,241 sedangkan faktor ancaman terbesarnya adalah memilih produk makanan oleh-oleh di KUB Wida Mantolo berdasarkan ketelitian dengan nilai 0,220. Berdasarkan hasil analisa pada faktor internal dan eksternal maka strategi yang direkomendasikan untuk pemasaran stik ale-ale KUB Wida Mantolo ada empat yaitu (1) Memanfaatkan aplikasi E-Commerce untuk membuka pangsa pasar online yang lebih luas. (2) Meningkatkan variasi rasa produk. (3) Melakukan kemitraan pada jasa pelayanan transportasi online (4) Mempertahankan kualitas pelayanan dan produk Hasil prioritas utama dari analisis QSPM (Quantitative Strategic Planning Matrix) tersebut yaitu Memanfaatkan aplikasi E-Commerce dengan nilai TAS 5.800.
Sebagai negara berkembang dengan jumlah penduduk Indonesia yang mencapai 270 juta lebih membuat Indonesia menjadi negara dengan tingkat penggunaan internet yang tinggi. Peningkatan permintaan penggunaan layanan internet di masyarakat Indonesia dimanfaatkan dengan baik oleh pihak PT. Telkom Indonesia (Persero) Tbk (Telkom) untuk memenuhi kebutuhan dan permintaan masyarakat Indonesia. PT. Telkom menyediakan berbagai fasilitas komunikasi untuk memenuhi kebutuhan masyarakat dalam sektor telekomunikasi menyediakan layanan yang beragam (multi service) bagi pelanggannya yaitu layanan suara (telepon), data (internet), dan gambar (IP-TV). Tujuan dari penelitian ini adalah untuk mengetahui model bisnis Wifi.id saat ini dan menganalisis Strategi Bisnis Wifi.id PT. Telekomunikasi Indonesia Tbk. Wilayah Telkom Bogor. Jenis penelitian yang digunakan adalah penelitian deskriptif kualitatif dengan metode penelitian berupa observasi, wawancara, dan pengumpulan data menggunakan kuesioner. Model analisis data yang digunakan adalah Business Model Canvas (BMC), Analisis Lingkungan Internal-Eksternal, Matriks IE, dan QSPM. Adapun narasumber untuk memperoleh informasi sebanyak 9 orang dan untuk responden kuesioner tersebut berjumlah 3 responden. Hasil dari Model Bisnis Wifi.id saat ini menunjukkan bahwa Wifi.id sudah menerapkan Model Bisnis dengan baik. Pada tahap input menunjukkan hasil Matriks IFE sebesar 2,567 dan Matriks EFE sebesar 3,881. Sehingga, pada Matriks IE menunjukkan bahwa posisi Wifi.id pada Matriks IE berada dalam Sel II dengan kategori Grow and Build. Strategi alternatif yang dihasilkan yaitu Penetrasi Pasar, Pengembangan Pasar, Pengembangan Produk, Merger, dan Akuisisi. Setelah dilakukan perhitungan menggunakan QSPM didapatkan tiga prioritas strategi alternatif untuk Wifi.id. yaitu Merger, Akuisisi, dan Pengembangan Pasar. Dengan melakukan Merger dapat menekan biaya operasi dan juga peluang memperluas pangsa pasar dengan perusahaan yang akan diajak bekerjasama. Selain melakukan merger, perusahaan dapat mengakuisisi perusahaan lain untung meningkatkan pertumbuhan perusahaan. Untuk strategi pengembangan pasar, Wifi.id dapat lebih fokus untuk mengenalkan produk mereka kepada pasar yang lebih luas.
Pasar properti residensial di Subang menunjukkan permintaan tinggi untuk perumahan terjangkau dan berkualitas. PT. Griya Omega Estetika memenuhi kebutuhan ini melalui proyek Pesona Permata Hijau 3, memanfaatkan backlog perumahan yang tinggi di Jawa Barat dan pengembangan Subang Smartpolitan. Proyek ini menawarkan perumahan dengan desain inovatif dan material berkualitas untuk keluarga muda, pembeli pertama, dan pekerja industri di Subang. Lokasi strategis dan fasilitas modern menjadi keunggulan utama. Pemulihan ekonomi pasca-pandemi, insentif pemerintah, serta peningkatan permintaan dari generasi muda mendorong pertumbuhan sektor properti. Dengan pengalaman lebih dari 20 tahun, PT. Griya Omega Estetika memastikan kualitas konstruksi dan penggunaan bahan bangunan unggul dengan biaya kompetitif. Model bisnisnya berfokus pada pengembangan dan penjualan unit perumahan secara efisien, dengan strategi finansial yang menjamin pendanaan proyek dan manajemen arus kas. Penelitian ini bertujuan untuk menyusun rencana bisnis komprehensif bagi proyek ini, dengan fokus pada membuktikan kelayakan perencanaan berdasarkan model Timmons (peluang, sumber daya, dan tim), serta mengidentifikasi peluang pasar, merumuskan strategi bisnis yang efektif, dan memastikan kepatuhan legal untuk mencapai keunggulan kompetitif berkelanjutan bagi PT. Griya Omega Estetika.
This study aim to estimate empirically the influence of competitive advantage strategy and total quality management implementation simultaneously or partialy on BUMN-IS performance in Bandung with management accounting information as a moderating variable. The method uses in this research is census method. In determining the number of samples, because the subject is less than a hundred, taken all the better The researh conducted on 55 manager on BUMN strategic industry in Bandung. Data used in this research were primary data collected by questioners. Analysis method uses in this researh was descriptive and verifikatif analisys and hypothesis testing method used MRA (Moderated Regression Analysis). The result of this research show that there are the effect of competitive advantage strategy and implementation of total quality management simultaneously on organization performance. Partially the competitive advantage strategy has a positive influence on organization performance, total quality management whereas no significant influence on organization performance and management accounting information moderate the competitive advantage and TQM has a positive significant influence on organization performance Keywords : competitive advantage strategy, total quality management, management accounting information and organization performance.
Lingkungan manajemen bisnis internasional dapat didefinisikan sebagai lingkungan di berbagai negara dengan faktor-faktor yang umumnya ada dalam lingkungan asal perusahaan yang mempengaruhi pengambilan keputusan bisnis melalui penggunaan sumber daya dan kemampuan (Hill, 2022; Haslam, & Shenoy,2018). Lingkungan manajemen bisnis internasional didefinisikan sebagai serangkaian kegiatan yang berkaitan dengan industri dan perdagangan pada tingkat internasional. Lingkungan manajemen bisnis internasional berbeda dari lingkungan manajemen domestik. Oleh karena itu, kehati-hatian ekstra diperlukan terhadap perbedaan lingkungan ini. Lingkungan manajemen bisnis internasional mencakup lingkungan sosial, politik, ekonomi, regulasi, pajak, budaya, hukum, dan teknologi (Anderson, 2023; Wardhana, 2024; Suprapto, Jhohari., Deni, 2023; Hill, 2022; Czinkota, Ronkainen, et al, 2021; Cavusgil, Tamer., Knight, et al, 2019; Geringer, & Mcnett, 2019; Chandler, 2018; Pertiwi, & Priyono, 2018; Daniels, Radebaugh, et al, 2017; Schaffer, Agusti, et al, 2017).
Blue Ocean Strategy yang terdapat pada PT. Aa Mapan Perkasa dapat meningkatkan penjualan pada perusahaan tersebut dan dapat juga menjadi solusi dalam persaingan pasar di masa mendatang. Penggunaan analisis Blue Ocean Strategy mengenai IFE, EFE, dan analisis SWOT pada perusahaan berpeluang mendapatkan profit yang besar di pasar yang baru. Metode penelitian yang dipilih adalah metode penelitian kualitatif dengan analisis deskriptif. Metode penelitian deskriptif ini digunakan untuk mengidentifikasi suatu keadaan dan juga faktor internal dan eksternal pada perusahaan melalui wawancara untuk mendapatkan analisis yang lebih mendalam dan mengidentifikasi yang menjadikan dampak pada lingkungan internal dan eksternal. Selain itu juga terdapat tabel kuesioner untuk menilai dan mengevaluasi faktor-faktor yang diperoleh dengan melalui matriks IFE (Internal Factor Evaluation) dan EFE (External Factor Evaluation), kemudian dianalisis menggunakan analisis SWOT dan analisis Blue Ocean Strategy. Melalui Matriks IFE dan EFE perusahaan dapat mengetahui posisi perusahaan saat ini. PT. Aa Mapan Perkasa memiliki ancaman dan kelemahan yang harus segera di minimalisir dan diatasi dengan rekomendasi Strategi Blue Ocean Strategi PT. Aa Mapan Perkasa menjaga hubungan baik terhadap konsumen, supplier. Menjaga komunikasi dengan supplier akan membuat manajemen inventori menjadi lebih baik dan meningkatkan keseluruhan proses akuisisi barang. Perumusan Blue Ocean Strategy pada PT. Aa Mapan Perkasa ini dilakukan dengan membuat kerangka kerja empat langkah. Kerangka kerja empat langkah adalah skema yang digunakan untuk merekonstruksi nilai pembeli yang dibutuhkan dan menghasilkan kurva nilai baru.
The significant contribution of information and communication technology (ICT) to Indonesia's economic growth, surpassing the national GDP growth rate. This growth is attributed to strategic determinations made by companies considering both internal and external factors. The study aims to analyze these influences on PT. Indonesian Telecommunications' competitive strategy to enhance competitiveness. Employing quantitative descriptive research, it utilizes Internal Factor Evaluation (IFE) and External Factor Evaluation (EFE) matrices. Primary and secondary data were collected through purposive and snowball sampling techniques, involving employees of PT. Telekomunikasi Indonesia, Tbk. Data collection methods included questionnaires and secondary data from company archives and statistical sources. SWOT analysis, IFE, and EFE methods were applied, revealing PT. Telekomunikasi Indonesia, Tbk's adeptness in leveraging strengths, addressing weaknesses, seizing opportunities, and mitigating threats. IFE and EFE scores averaged 3.44 and 3.15 respectively, indicating an aggressive growth stance. Positioned favorably, the company is poised for expansion and heightened growth amidst global competition.
Manuscript Information This study aimed to assess the effectiveness of the transformational strategic plan for the period: 2017-2022 and identify implementation challenges faced by the Municipal Council of Windhoek. The study depended on self-administered questionnaires distributed to Municipal Council of Windhoek employees to collect data. The effect of; strategic formulation, council and senior management leadership, organizational culture, organizational design, resources, communication, and incentives, on implementing the Municipal Council of Windhoek 2017-2022 transformational strategic plan was evaluated using a quantitative data analysis approach using descriptive statistics. Furthermore, challenges affecting strategic plan implementation were identified using a thematic qualitative data analysis approach. The results indicated that the effect of all considered factors was of high importance to implementing the strategic plan. Furthermore, results indicated that apart from incentives, which had a low effect; the remaining six factors had a moderate effect on the implementation of the Municipal Council of Windhoek 2017-2022 transformational strategic plan. In addition, results indicated that the implementation of the 2017-2022 strategic plan for the Municipal Council of Windhoek faced several challenges with lack of funds and leadership vacuum being the most common shared challenges by respondents. Conversely, financial resources and support of the council and senior management leadership were the most commonly identified factors that contributed to the successful implementation of the Municipal Council of Windhoek 2017-2022 strategic plan. Following the study's findings, The Municipal Council of Windhoek should improve its financial resources for all projects and activities in the strategic plan. Furthermore, there is a need for the Municipal Council of Windhoek to implement the performance management system in order to improve the accountability of employees.
In today's dynamic business landscape, organizations are increasingly recognizing the pivotal role of business analytics in refining and optimizing their business models. This study explores the integration of business analytics into various aspects of the business model, including value proposition, customer segments, revenue streams, and operational efficiency. Through a comprehensive review of existing literature and case studies, this research elucidates the significance of leveraging data-driven insights for strategic decision-making and sustainable competitive advantage. Key themes investigated include predictive analytics for market forecasting, customer behavior analysis for targeted marketing strategies, optimization of supply chain management through data-driven logistics, and the role of business intelligence in enhancing operational agility. The study also delves into challenges such as data privacy concerns, skill gaps, and organizational resistance, offering insights into effective implementation strategies.
This study examines the relationship between strategy formulation and the performance of small and medium enterprises (SMEs) in Kabwe District, Zambia. Grounded in Resource-Based Theory (RBT) and Dynamic Capabilities Theory (DCT), the research investigates the involvement of vision, mission, goals, and objectives in SMEs and how these influence performances. Using a pragmatic epistemology and a mixed-methods approach, data were collected from 202 SME owners/managers through questionnaires and interviews. Quantitative data were analyzed using Structural Equation Modeling (SEM), while qualitative data were explored via Directed Content Analysis (DCA). Findings reveal that while SMEs acknowledge the importance of strategy formulation, practical implementation often falls short, with theoretical knowledge not always translating into practice. The study concludes that proper alignment between theory and practice in strategy formulation significantly enhances SME performance. Recommendations include training, collaboration, and access to financial resources to strengthen strategic management practices in SMEs in Kabwe District.
A market’s two basic components are supply and demand. When creating and selling a product, supply defines how producers and manufacturers, large or small, react or behave in the marketplace. Understanding how factors influenced supply issues in the past will aid farm managers in understanding future supply chances. This chapter explains the dynamics of demand and supply in agricultural marketing The concept of supply refers to the decisions made by producers regarding the manufacture and selling of a commodity. A variety of factors influence supply decisions. These elements include the product’s price, the number of producers, input costs, technical advancements, the price of alternative possible products, and uncontrollable factors such as weather. The elasticity of supply describes the link between the amount supplied and the price. Typically, the two most significant supply changers for farm products are technical development and weather.
Keywords: Marketplace, dynamic demand, factors, link
This paper examines business environmental imperatives and the sustainable survival of food and beverage firms in developing economies with particular reference to Nigeria. The constraints associated with Food and Beverage sub sector of the economy has resulted in deterioration thereby robbing this unique sector of its unique roles associated with sustainable growth. The business environment is characterized by dynamic variables impacting on this subsector of the economy. The effect becomes severe on its performance and performance is measured in terms of profitability. In recognition of the constraints therefore, this paper therefore serves as a report of investigation of the implications of complex business environmental imperatives on the growth of food and beverage firms. The Ordinary Least Square Technique is adopted in the methodology and the result reveals positive relationship between environmental variables and profitability of the food and beverage firms. The study advocates a conducive business environment between government and stake holders of food and beverage firms capable of enhancing greater productivity and sustainable growth. A negation of this, the paper argues, is capable of jeopardizing the fortunes of this sector. The converse of this holds.
The purpose of this paper is to assess the practice of aligning HRM practices to business strategy and its impact on
organizational performance in the context of Afar Regional state. Data were collected from 102 organizations using a questionnaire
survey in the region’s public sector organizations, and analyzed using the ‘descriptive statistics and correlation and regression’ methods.
Analysis of the result revealed that the region has an overall strategic plan derived from the national growth and development plan.
There is also strategic HR plan. But the practice of deriving the HR plan from the goals and objectives of the region’s strategic plan is
not customary.HRM practices (employee selection, compensation, performance appraisal and training and development practices) and
organizational performance is causally correlated and it is influenced by the alignment of HR practices. Thus, the contribution of this
study for academics and practitioners is that HRM practices associated with business strategies will affect organizational performance
as measured by balanced score card elements i.e. customer satisfaction, improved (savvy) financial management system, internal growth
and learning and development.
In order to assemble the disconnected and disorderly ideas, processes, methods and techniques (written on strategy development), it could be said that there is an exact approach or systematic thinking on this issue. In addition, by careful evaluation of the manner of bringing forward the issues such as strategic approach, systematic, processes, scope and modeling of strategy development, it is intended to bring in a new perspective and more significantly to provide a different benefit by the application of these issues. The scripts in the hereby article are composed as a result of the conclusions obtained from different application environments of the issue in subject and by the composition of the cause and effect relations of these. Significant issues such as development of strategic approach and the processes of strategy development by strategic approach are being examined thoroughly.
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