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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 :
ABSTRAK
Peran sentral pengetahuan sebagai sumber keunggulan kompetitif terhadap perekonomian saat ini baik dalam penciptaan nilai, kelangsungan hidup atau perolehan economic rent telah mendorong perusahaan untuk meningkatkan pengetahuannya. Namun perusahaan tidak bisa memenuhi seluruh kebutuhan akan pengetahuan secara mandiri, sehingga harus berkolaborasi dengan perusahaan lain untuk melakukan alih pengetahuan salah satunya melalui aliansi stratejik. Walaupun penelitian mengenai alih pengetahuan telah banyak dilakukan, namun penelitian yang mengkaji kualitas pengetahuan yang dialihkan (quality of knowledge transferred) yang dapat diindikasikan dari pengetahuan yang cocok untuk digunakan (fit for use) dan dapat diaplikasikan (applicable) masih terbatas. Oleh karenanya, penelitian ini dengan rnenggunakan resource-based theory, knowledge- based theory, social exchange theory dan resource dependence theory sebagai landasan teori mencoba meneliti secara simultan faktor-faktor yang mempengaruhi kualitas pengetahuan yang dialihkan melalui aliansi cross border. Disamping melakukan analisis deskriptif maka sembilan hipotesis dikembangkan untuk menguji pengaruh ketiga komponen partner fit (yang terdiri dari resource complementarity, operational compatibility, dan cultural compatibility) terhadap interorganizational learning dan relational capital, Serta pengaruh relational capital dan interorganizational learning terhadap kualitas pengetahuan yang dialihkan. Pengaruh kinerja keuangan, jenis aliansi, periode aliansi dan ukuran perusahaan sebagai variabel moderasi terhadap hubungan antara relational capital, interorganizational learning dan lcualitas pengetahuan yang dialihkanju ga diuji. Industri berbasis pengetahuan di Indonesia dipilih sebagai objek penelitian ini, dengan mempertimbangkan sifat teknologi yang berubah secara cepat dan kompleks, dimana pada industri yang seperti itu aliansi stratejik banyak lumbuh berkembang. Untuk itu 101 TMT (top management team) sebagai single informant dari perusahaan lokal di sektor industri telekomunikasi, farmasi, perminyakan, otomotih kimia dan elektronik telah berpartisipasi dengan response rate 23% dan hasilnya dikaji melalui analisis deskriptif dan analisis inferensial menggunakan structural equation model. Hasil analisis deskriptif mengindikasikan adanya kesenjangan technical skill antara mitra asing dengan mitra lokal, gaya manajemen yang berbeda serta R & D yang belum mampu ditingkatkan. Sedangkan hasil analisis terhadap hipotesis yang dibangun menghasilkan kesimpulan utama bahwa ketiga komponen partner jit (resource complerneniarity, operational compatibility dan cultural compatibility), interorganizational learning dan relational capital berpengaruh secara langsung maupun tidak Iangsung terhadap kualitas pengetahuan yang dialihkan (quality of knowledge transferred). Kesimpulan lainnya bahwa periode aliansi sebagai variabel mederasi berpengaruh terhadap model struktural yang dihasilkan. Penelitian ini memberikan implikasi teoritis yang mengukuhkan pentingnya sebuah model yang komprehensif untuk mengukur hubungan struktur, conduct dan kinerja (performance) secara bersama-sama. Disamping itu relational capital dan pembelajaran mempunyai peranan yang kritikal dalam alih pengetahuan yang bersifat tacit, khususnya dalam aliansi cross border antara negara maju dengan negara berkembang. Berbagai faktor-faktor determinan di atas yang mempengamhi kualitas alih pengetahuan yang dialihkan sebagai suatu preses dynamic capabilities perlu dianalisis secara bersama-sama. Sebagai implikasi manajerial, para manager perlu di awal pembentukan aliansi melakukan due dilligence terhadap kecocokan mitra (partner fit) aliansi Serta mengatasi kesenjangan technical skill antara mitra asing dan lokal yang akan mempengaruhi kualitas alih pengetahuan. Komitmen pimpinan puncak perusahaan diperlukan untuk menciptakan iklim yang kondusif bagi pembelajaran, sehingga dengan demikian alih pengetahuan tidak hanya terbatas pada pengetahuan eksplisit saja Sebagaimana umumnya pada negara berkembang tetapi utamanya pengetahuan tacit. Pada akhimya dua faktor kunci keberhasilan untuk mendapatkan kualitas pengetahuan yang berkualitas yalcni kepercayaan dan transparansi perlu dikembangkan antar mitra.