Hasil Pencarian  ::  Simpan CSV :: Kembali

Abstrak :
Recently, research on paradoxical strategies is receiving considerable attention from both researchers and practitioners. The value of paradoxical strategies is currently considered critical in increasing firm performance and winning in the competitive dynamic landscape, which is characterized by uncertainty and rapid changes in the industry and business environment (Barney and Hesterly, 2006). Such perceived environmental characteristics require firm to apply paradoxical strategies; combining strategic flexibility and strategic consistency (Pamell, 1994).

This study addresses four main questions. First, what is the effect of strategic flexibility on Erm performance. Second, what is the effect of strategic consistency on firm performance. Third, what is the effect of combining strategic flexibility and strategic consistency on firm performance. Fourth, what are the contingent effects of perceived environmental uncertainty on the relationship between paradoxical strategies and firm performance. This study conceprualizes the application of paradoxical strategies as a set of capabilities that enable an organization not only adapt to changing environmental conditions, but also to maintain current strategies and actions for a considerable period of time.

Recognizing the broad nature of strategic flexibility, it is measured in terms of pre-emptive moves, exploitative moves, protective moves, and corrective moves. Strategic consistency is measured in terms of proactive consistency and reactive consistency. Perceived environment is measured in terms of munificence, dynamism, and complexity. Overall firm perfonnance is measured in terms of financial performance and strategic performance, among others are profit, profitability, income, market share, position in the industry, and customer loyalty.

A survey was conducted in the Indonesian banking industry to measure the degree of perceived environmental uncertainty, the level of strategic flexibility and strategic consistency, and the resulting firm performance. Questionnaires were distributed to 131 CEOs or members of top management team of commercial banks (including sharia banks) and the 59 retumed responses were analyzed to test hypotheses.

The results indicate that strategic flexibility has positive effect on bank performance, while strategic consistency does not have positive effect on bank performance. In terms of combining these two paradoxical strategies, the results of this study conhnn that the effect of strategic flexibility on bank performance depends on strategic consistency and/or perceived environment. Contrary to expectation of this study, the effect of strategic consistency on bank performance insignificantly depends on perceived environment.

This study makes several important contributions to growing literature on paradoxical strategies and strategic management discipline. First, this study is one of limited researches on the effect of paradoxical strategies on firm performance. It examines the effect of combining paradoxical strategies on fum performance with considering perceived environmental uncertainty as the antecedent. Second, it also fills in the gap in previous study on managing paradoxes in service operations setting at the corporate/strategic level. Third, this study develops a set of measures of strategic consistency and strategic perfomrance that captures building on prior concepts.

The fundings in this study offer inputs for the development of banking industry in Indonesia. For bank management, to sustain its growth, banks should increase its infomation technology capabilities, which are mainly supported by flexible systems and knowledgeable people. For the banking regulator and the government agency alike, the inputs are as follows: carry out the detailed research on the impact of regulation and govemment policy on bank flexibility; take Bank NTT, Bank Jatim, and Bank Sumsel as samples for other regional development banks as the agile banks with high performance; create regulation and policy to drive innovative banking product development; encourage the commercial banks to undertake information technology investments to boost innovative financial products and services; create speciiic regulation about outsourcing service provider; and encourage further development of Internet banking services by improving system infrastructure environment, enabling policy and regulatory environment for this business, and building up a comprehensive e-security public policy framework.

Abstrak :
Badan Usaha Milik Negara (BUMN) bertanggung jawab menjalankan strategi kantor pusat guna memperoleh laba, melaksanakan program dan kewajiban publik, menjaga viabilitas bisnis perusahaan, melayani pelanggan, dan mengelola karyawan. Hal ini mendorong pemimpin cabang untuk mengeksplorasi lingkungan mereka sekaligus menghadapi konflik target. Penelitian ini bertujuan untuk menyelidiki dampak aktivitas boundary spanning dan orkestrasi sumber daya yang dilakukan pemimpin cabang terhadap kinerja kantor cabang dalam dinamika ketidakpastian lingkungan dan konflik target. Penelitian ini menggunakan structural equation modeling pada salah satu bank BUMN paling terkemuka di Indonesia, dengan 201 kantor cabang sebagai unit analisis dan 186 pemimpin cabang sebagai responden. Hasil penelitian menunjukkan bahwa aktivitas boundary spanning memiliki hubungan yang positif dan signifikan dengan orkestrasi sumber daya. Sementara itu, aktivitas boundary spanning dan orkestrasi sumber daya keduanya memengaruhi kinerja kantor cabang. Namun, pengaruh tersebut sangat bervariasi tergantung pada ketidakpastian lingkungan dan konflik target yang dialami oleh pemimpin cabang. Selain itu, penelitian ini juga menemukan fenomena menarik bahwa konflik target tidak mengurangi aktivitas boundary spanning, melainkan justru meningkatkannya, meskipun tidak berdampak pada orkestrasi sumber daya. Hal ini erat kaitannya dengan budaya Indonesia sebagai bangsa yang memiliki jarak kekuasaan yang tinggi, individualisme yang rendah, maskulinitas yang rendah, dan pemanjaan diri yang rendah, yang mencerminkan preferensi untuk mengutamakan keharmonisan di tempat kerja, menaati atasan, dan bersikap loyal terhadap tempat kerja. ......State-owned enterprises have responsibilities to conduct head office’s strategies to make profits, to execute public programs and obligations, to maintain their viabilities, to serve customers, and to manage employees. Those prompt their branch managers not only to explore their environment but also to face a goal conflict situation. This study is to investigate the effects of branch managers’ boundary spanning activities and resource orchestration on the performance of branch offices in the dynamics of environmental uncertainty and goal conflict. This study employs structural equation modeling on one of the most prominent state-owned banks in Indonesia, with 201 branch offices as the unit of analysis, and 186 branch managers as respondents. The results of this study show that boundary spanning activities have a positive and significant relationship with resource orchestration. Meanwhile, both boundary spanning activities and resource orchestration are to influence the performance of branch offices. However, the influence varies widely, depending on environmental uncertainty and goal conflict experienced by branch managers. Furthermore, this study delves into an interesting phenomenon, that goal conflict situation, instead of reducing boundary spanning activities, it increases them but has no impact on resource orchestration. This closely relates to the culture of Indonesia as a nation with high power distance, low individualism, low masculinity, and low indulgence which represent preferences to prioritize workplace harmony, obey supervisors, and be loyal to the workplace.