scholarly journals The Role of Value Innovation Capabilities in the Influence of Market Orientation and Social Capital to Improving the Performance of Central Kalimantan Bank in Indonesia

2020 ◽  
Vol 6 (4) ◽  
pp. 140
Author(s):  
Usup Riassy Christa ◽  
I Made Wardana ◽  
Christantius Dwiatmadja ◽  
Vivy Kristinae
Keyword(s):  
Social Capital ◽  
Market Orientation ◽  
Business Performance ◽  
Business Environment ◽  
Partial Least Square ◽  
External Factors ◽  
Mediation Process ◽  
Value Innovation ◽  
Central Kalimantan ◽  
Core Business

Research in the field of banking business management during a pandemic requires the cooperation of organizations with the changing business environment. Resources that are able to be managed effectively and efficiently at the Central Kalimantan Regional Bank in Indonesia are thus managed in an effort to support the organization. The key to the bank’s performance as an innovative organization lies in the core business values that are strengthened by organizational resources, so that the focus of value innovation becomes the activities that improve business performance as a mediating factor between external and internal factors. Research was conducted on 250 senior employees with quantitative analysis using the Structural Equation Modelling-Partial Least Square (SEM-PLS) statistical tool. It was found that external factors originating from market orientation and social capital significantly improved business performance. The success of the mediation process as a novelty research conceptual research has significant positive results as a core business innovation to improve the business performance of Central Kalimantan regional banks. The research objective is to improve banking performance by collaborating between consumer needs, value innovation and social capital as a trigger for excellent change in Bank Kal-Teng. The value of this research is as a reference for innovating capability value as the main business strategy using information from external factors, so as to improve the bank’s business performance as needed.

Human capital readiness and global market orientation in Indonesian Micro-, Small- and-Medium-sized Enterprises business performance

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Bambang Tjahjadi ◽  
Noorlailie Soewarno ◽  
Viviani Nadyaningrum ◽  
Aisyah Aminy
Keyword(s):  
Human Capital ◽  
Market Orientation ◽  
Business Performance ◽  
Global Market ◽  
Partial Least Square ◽  
Least Square ◽  
Equation Modeling ◽  
Survey Method ◽  
Content Type ◽  
Marketing Orientation

PurposeThis study aims to investigate whether human capital readiness affects business performance, and if so, whether the effect is mediated by global market orientation.Design/methodology/approachThis is a quantitative study employing partial least square structural equation modeling (PLS-SEM) to test the hypotheses. Using a survey method, the data were collected using both online and offline questionnaires. As many as 433 owners/managers of micro-, small- and-medium-sized enterprises (MSMEs) in the East Java Province of Indonesia participated in this study. A mediating research framework was developed to investigate the mediating role of global marketing orientation on the human capital readiness–business performance relationship.FindingsThe results show that human capital readiness has a direct and positive effect on business performance. Further analysis reveals that global market orientation partially mediates the effect of human capital readiness on business performance.Research limitations/implicationsFirst, this study focuses on the MSMEs in the East Java Province of Indonesia. Caution needs to be taken if the results are generalized to other regions. Second, it employed a survey method that is commonly criticized as having the potential to be biased.Practical implicationsThe findings provide a more comprehensive understanding of owners/managers of human capital readiness and how it should be improved to better execute global market orientation strategies to achieve the desired business performance.Social implicationsBecause MSMEs play a crucial role in society, this study provides a general model to improve the welfare of society by enhancing the MSMEs' business performance. By understanding its antecedents, namely, human capital readiness and the global market orientation, improvements can be made.Originality/valueHuman capital readiness has been rarely examined in previous studies. This is the only study applying the constructs of human capital readiness, global market orientation and business performance to the Indonesian MSME research setting.

scholarly journals THE INFLUENCE OF MARKET ORIENTATION ON BUSINESS PERFORMANCE OF MICRO SMALL ENTERPRISES OF TEMPE

2020 ◽  
Vol 11 (2) ◽  
pp. 81
Author(s):  
Agista Rosiana
Keyword(s):  
Market Orientation ◽  
Significant Influence ◽  
Structural Equation ◽  
Business Performance ◽  
Customer Orientation ◽  
Partial Least Square ◽  
Least Square ◽  
Equation Modeling ◽  
Test Results ◽  
Competitor Orientation

Market orientation is one of the business culture that produces the best performance through commitment to the customer. The aim of study is to analyze the factors that affect market orientation in operate a business to improve business performance on MSEs in the city of Bogor. The research was conducted on micro small business of tempe in Bogor City. The number of respondents in the research as much as thirty respondents with the determination of respondents by purposive sampling. Data analysis using Structural Equation Modeling (SEM) analysis with smart partial least squares (smart PLS) approach. The results of this study indicated customer orientation variables significantly affect business performance with the results of T tests 2.996> 1.96, competitor orientation variables significantly affect business performance with the test results T 2.544> 1.96, and variables interfunctional coordination was not significantly affect business performance with test results T 1.687 <1.96. Thus, customer orientation and competitor orientation have significant influence to business performance, while inter-functional coordination factor  not give significant influence to business performance.Keywords : Market Orientation, Partial Least Square

scholarly journals The Implication of Innovation Management Against Unique Resources To Enhance The Business Performance of Small And Medium Enterprises (Sme) In Pasar Tanah Abang, Jakarta, Indonesia

2020 ◽  
Vol 5 (4) ◽  
Author(s):  
Yanto Ramli
Keyword(s):  
Market Orientation ◽  
Significant Influence ◽  
Random Sampling ◽  
Business Performance ◽  
Small And Medium Enterprises ◽  
Innovation Management ◽  
Partial Least Square ◽  
Least Square ◽  
Textile Industries ◽  
Medium Enterprises

The objective of this research is to analyze the business performance of the small and medium enterprises (SME) textile industries in Pasar Tanah Abang, Jakarta, Indonesia in order to find out how these SME industries can survive with the competition of thousands of SME in this area. This research is to analyze the implication of innovation management as the intervening variable that influence the unique resources and market orientation used by the SME industries to improve their business performance. The collection of data is done through the distribution of questionnaire to the SME textile industries as the respondents in Pasar Tanah Abang, Jakarta, Indonesia. The method of analysis is based on descriptive and verification research, the sample determination is using Purposive Random Sampling and the data analysis is using Partial Least Square (PLS). The results indicated that unique resources has the highest significant influence compare to market orientation on the business performance. Innovation also provides a significant influence on business performance, because either unique resources and market orientation have least value if they are not enhanced innovatively to obtain competitives advantage. Understanding the customer’s needs and wants and continue with develop innovatively the company resources can obtain competitive advantage to improve the small and medium enterprises garment industries business performance.

Core Business Processes Link Market Orientation and Business Performance

2014 ◽  
pp. 32-36
Author(s):  
Matti Jaakkola ◽  
Johanna Frösén ◽  
Petri Parvinen ◽  
Matti Santala ◽  
Antti Vassinen
Keyword(s):  
Market Orientation ◽  
Business Performance ◽  
Business Processes ◽  
Core Business

scholarly journals Is more capability always beneficial for firm performance? Market orientation, core business process capabilities and business environment

2016 ◽  
Vol 32 (13-14) ◽  
pp. 1359-1385 ◽  
Author(s):  
Matti Jaakkola ◽  
Johanna Frösén ◽  
Henrikki Tikkanen ◽  
Jaakko Aspara ◽  
Antti Vassinen ◽  
...  
Keyword(s):  
Firm Performance ◽  
Market Orientation ◽  
Business Process ◽  
Business Environment ◽  
Core Business

scholarly journals Market orientation and performance: the contingency role of external environment

2016 ◽  
Vol 7 (2) ◽  
pp. 130-137 ◽  
Author(s):  
Brownhilder Ngek Neneh
Keyword(s):  
South Africa ◽  
Market Orientation ◽  
Business Performance ◽  
Customer Orientation ◽  
External Environment ◽  
Business Environment ◽  
Three Dimensions ◽  
Superior Performance ◽  
Technological Turbulence ◽  
The Impact

In today’s business environment characterized by intense competition from globalization and incessantly changing customer needs, market orientation (MO) has been presented as a valuable approach for firms to safeguard themselves against market fluctuations and maintain continuous superior performance. Even though existing literature suggest that MO is a vital driver of business performance, some studies have failed to find its benefits. This is possibly because the MO-performance relationship is has been argued to be context specific and contingent to the business environment. This study thus had as objective to investigate the impact of MO on SME performance, as well as the moderating effects of the external environment on the MO- performance nexus. Using data from South Africa, this study showed that two of the three dimensions of MO (i.e. customer orientation, competitor focus) are significant drivers of business performance and that the MO-performance nexus is moderated by the external environmental factors. Specifically the MO-performance relationship is positively moderated by market turbulence and negative moderated by technological turbulence and competitive intensity. The study culminates with theoretical and practical implications that can be valuable for scholars and businesses operating in South Africa

scholarly journals Entrepreneur Network Behavior as the Gamechanger for Venture Performance : the Mediation Effect of Social Capital and Tacit Knowledge

2020 ◽  
pp. 482-501
Author(s):  
Isaac Gumah Akolgo ◽  
Cai Li ◽  
Peter Yao Lartey ◽  
Kankam William Adomako
Keyword(s):  
Social Capital ◽  
Tacit Knowledge ◽  
Business Performance ◽  
Simple Random Sampling ◽  
Business Environment ◽  
Individual Characteristics ◽  
Mediation Effect ◽  
Network Behavior ◽  
Venture Performance ◽  
Network Building

The individual characteristics continue to set apart who a successful or failed entrepreneurs and business ventures are in the business environment. The study therefore sought to investigate network behavior mechanism as a gamechanger for venture performance; the mediation effect of social capital and tacit knowledge. Entrepreneurs here were regarded as individuals who created their businesses and therefore respondents other than owners were not included in the study population. In total, 530 entrepreneurs were selected from three cities in Jiangsu Province. Purposive, convenient and simple random sampling techniques were applied in choosing the respondents. 410 completed questionnaires were retrieved. The results show that entrepreneurs engaging in network building attitude, network maintenance and network orientation determined their network behaviour. Network behaviour then positively and directly influences venture performance. This effect was significant showing that any effort or activities that lead to network behavior wield a corresponding effect on startups business performance. The results indicated that social capital mediated the relationship such that entrepreneur network behavior indirectly influences venture performance. Tacit knowledge acquisition was shown to boosts network behaviour effect on venture performance. This study departs from the psychological perspective which mainly focus on stable features of the entrepreneur to include the behaviour mechanisms hence makes the study central to better understand the entrepreneurial behavior and performance relationships.

scholarly journals Entrepreneurial and Market Orientation as Determinants of Postharvest Factors for Muntok Pepper by Farmers

Society ◽  
2021 ◽  
Vol 9 (1) ◽  
pp. 160-173
Author(s):  
Evahelda Evahelda ◽  
Iwan Setiawan ◽  
Rati Purwasih ◽  
Rufti Puji Astuti
Keyword(s):  
Market Orientation ◽  
Entrepreneurial Orientation ◽  
Structural Equation ◽  
Business Performance ◽  
Business Environment ◽  
Milling Process ◽  
Equation Modeling ◽  
Survey Method ◽  
New Production ◽  
Postharvest Handling

The problem of Muntok Pepper business performance continues to decline due to the inability of farmers to face price uncertainty, recognize and understand market conditions. The fact is that the number of business actors continues to grow. Competing to face changes in the business environment is necessary, so entrepreneurial farmers are needed. This study aims to look at the postharvest process carried out by Muntok Pepper farmers and analyze whether entrepreneurial orientation and market orientation are determinant factors that affect the postharvest handling process. The research method used a survey method involving 60 farmers. Using Structural Equation Modeling (SEM), data analysis was carried out using smart Partial Least Squares (PLS). The results showed that the postharvest handling process was significantly influenced by entrepreneurial orientation and market orientation, but entrepreneurial orientation influence was greater than market orientation. Farmers carry out postharvest handling of Muntok Pepper in two stages. 50% of farmers carry out threshing, soaking, and drying processes. 50% of farmers do not do the sorting, grading, and milling process. Farmers’ decisions in postharvest handling are more influenced by the influence of the entrepreneurial orientation of farmers. Farmers who are motivated to excel, dare to take risks, and are willing to innovate by using new production methods tend to carry out a good postharvest handling process, not only threshing, soaking, and drying but also sort and process pepper derivative products.

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