MODEL KONSEPTUAL STRATEGI PROFESIONALISME MANAJERIAL DAN KESUKSESAN PERUSAHAAN

  • Iful Novianto Universitas Wijaya Putra
  • Hendrik Rizqiawan Universitas Wijaya Putra
  • Yanuar Fauzuddin Universitas Wijaya Putra
  • Andi Iswoyo Universitas Wijaya Putra
  • Andi Iswoyo Universitas Wijaya Putra
Keywords: strategi, profesionalisme karyawan, manajerial, kesuksesan perusahaan

Abstract

Makalah ini bertujuan untuk menyelidiki hubungan antara strategi profesionalisme manajerial dan keberhasilan perusahaan. Makalah ini memberikan dimensi baru dari strategi profesionalisme manajerial yang mencakup orientasi pertukaran pemimpin-anggota, fokus inovasi karyawan, penekanan tanggung jawab sosial, konsentrasi operasi etis, dan implementasi kesadaran keunggulan bisnis. Selain itu, berdasarkan tinjauan literatur, proposisi memprediksi semua hubungan variabel yang berhubungan positif antara strategi profesionalisme manajerial dan konsekuensinya dalam kerangka konseptual. Konsekuensi dari strategi profesionalisme manajerial adalah kepuasan karyawan, perilaku “organizational behavior”, penerimaan pemangku kepentingan, kreativitas organisasi, pencapaian tujuan bisnis, dan keberhasilan perusahaan. Makalah konseptual ini dapat membangun pemahaman dalam strategi profesionalisme manajerial dan hubungan konsekuensinya. Selain itu, makalah ini memberikan dimensi baru dari strategi profesionalisme manajerial. Ini adalah pengetahuan baru yang dapat diverifikasi oleh penelitian empiris dalam penelitian masa depan. Satu kontribusi dapat membantu manajer dalam merencanakan, merancang, dan mengatur proses operasional untuk menciptakan keunggulan kompetitif, keberlanjutan, dan kesuksesan bagi organisasi. Penelitian selanjutnya disarankan untuk mencari sampel yang tepat untuk menguji hipotesis berikut tinjauan literatur. Bisnis kontekstual yang dinamis dan perhatian bisnis dengan profesionalisme dalam mengelola operasi untuk meningkatkan keberhasilan perusahaan harus memilih sampel untuk penelitian masa depan. Dengan demikian, sampelnya harus bisnis hotel atau operasi bisnis yang dinamis untuk menggunakan verifikator melalui penelitian empiris. Dengan demikian, kerangka konseptual ini akan menjelaskan strategi profesionalisme manajerial dan hubungan konsekuensinya. Sisa dari makalah ini mencakup tinjauan literatur dan pengembangan proposisi. Selain itu, kontribusi, saran, arahan untuk penelitian masa depan, dan kesimpulan disertakan.

Downloads

Download data is not yet available.

References

[1] P. S. Raju and S. C. Lonial, “The impact of service quality and marketing on financial performance in the hospital industry: an empirical examination,” J. Retail. Consum. Serv., vol. 9, no. 6, pp. 335–348, Nov. 2002, doi: 10.1016/S0969-6989(02)00003-6.
[2] A. H. Y. Hon, “Does job creativity requirement improve service performance? A multilevel analysis of work stress and service environment,” Int. J. Hosp. Manag., vol. 35, pp. 161–170, Dec. 2013, doi: 10.1016/j.ijhm.2013.06.003.
[3] G. Hamel, “The why, what, and how of management innovation,” Harv. Bus. Rev., vol. 84, no. 2, pp. 72–84, 2006.
[4] R. T. Rust and M.-H. Huang, “Optimizing Service Productivity,” J. Mark., vol. 76, no. 2, pp. 47–66, Mar. 2012, doi: 10.1509/jm.10.0441.
[5] C. Burgess, “Are hotel managers becoming more professional: the case of hotel financial controllers?,” Int. J. Contemp. Hosp. Manag., vol. 23, no. 5, pp. 681–695, Jul. 2011, doi: 10.1108/09596111111143403.
[6] W.-H. Ko, “The relationships among professional competence, job satisfaction and career development confidence for chefs in Taiwan,” Int. J. Hosp. Manag., vol. 31, no. 3, pp. 1004–1011, Sep. 2012, doi: 10.1016/j.ijhm.2011.12.004.
[7] K.-J. Lee, “Attitudinal dimensions of professionalism and service quality efficacy of frontline employees in hotels,” Int. J. Hosp. Manag., vol. 41, pp. 140–148, Aug. 2014, doi: 10.1016/j.ijhm.2014.05.015.
[8] K. H. Kang, S. Lee, and C. Huh, “Impacts of positive and negative corporate social responsibility activities on company performance in the hospitality industry,” Int. J. Hosp. Manag., vol. 29, no. 1, pp. 72–82, Mar. 2010, doi: 10.1016/j.ijhm.2009.05.006.
[9] M. S. Schaefer, B. Lloyd, and J. R. Stephenson, “The suitability of a feed-in tariff for wind energy in New Zealand—A study based on stakeholders’ perspectives,” Energy Policy, vol. 43, pp. 80–91, Apr. 2012, doi: 10.1016/j.enpol.2011.12.032.
[10] L. Rhoades and R. Eisenberger, “Perceived organizational support: A review of the literature.,” J. Appl. Psychol., vol. 87, no. 4, pp. 698–714, 2002, doi: 10.1037/0021-9010.87.4.698.
[11] K. Woo and C. T. Ennew, “Measuring business-to-business professional service quality and its consequences,” J. Bus. Res., vol. 58, no. 9, pp. 1178–1185, Sep. 2005, doi: 10.1016/j.jbusres.2004.05.003.
[12] N. Ooncharoen and P. Ussahawanitchakit, “New service development (NSD) strategy, and its antecedents and consequences : an empirical examination of hotel businesses in Thailand,” J. Int. Bus. Econ. JIBE, vol. 9, no. 4, pp. 1–25, 2009.
[13] E. D. Pellegrino, “Professionalism, Profession and the Virtues of the Good Physician,” Mt. Sinai J. Med. A J. Transl. Pers. Med., vol. 69, no. 6, pp. 378–384, 2002.
[14] Y. Uryuhara, “Professionalism and Human Resource Management of Donor Coordinators: Results of an International Comparison,” Transplant. Proc., vol. 46, no. 4, pp. 1054–1056, May 2014, doi: 10.1016/j.transproceed.2013.11.136.
[15] O. Ali and M. Bradburn, “Professionalism,” Surg., vol. 36, no. 9, pp. 443–447, Sep. 2018, doi: 10.1016/j.mpsur.2018.07.011.
[16] R. L. Cardy and T. T. Selvarajan, “Competencies: Alternative frameworks for competitive advantage,” Bus. Horiz., vol. 49, no. 3, pp. 235–245, May 2006, doi: 10.1016/j.bushor.2005.09.004.
[17] A. L. Meyer and A. Leonard, “Are we there yet? - En route to professionalism,” Public Relat. Rev., vol. 40, no. 2, pp. 375–386, 2014.
[18] M. H. Yoon and J. Suh, “Organizational citizenship behaviors and service quality as external effectiveness of contact employees,” J. Bus. Res., vol. 56, no. 8, pp. 597–611, Aug. 2003, doi: 10.1016/S0148-2963(01)00290-9.
[19] J. V Bittner and H. Heidemeier, “Competitive mindsets, creativity, and the role of regulatory focus,” Think. Ski. Creat., vol. 9, pp. 59–68, Aug. 2013, doi: 10.1016/j.tsc.2013.03.003.
[20] K. S. WILSON, H.-P. SIN, and D. E. CONLON, “WHAT ABOUT THE LEADER IN LEADER-MEMBER EXCHANGE? THE IMPACT OF RESOURCE EXCHANGES AND SUBSTITUTABILITY ON THE LEADER.,” Acad. Manag. Rev., vol. 35, no. 3, pp. 358–372, Jul. 2010, doi: 10.5465/AMR.2010.51141654.
[21] T. Kimura, “The Moderating Effects of Political Skill and Leader–Member Exchange on the Relationship Between Organizational Politics and Affective Commitment,” J. Bus. Ethics, vol. 116, no. 3, pp. 587–599, Sep. 2013, doi: 10.1007/s10551-012-1497-x.
[22] Y.-T. Wong, C.-S. Wong, and H.-Y. Ngo, “The effects of trust in organisation and perceived organisational support on organisational citizenship behaviour: a test of three competing models,” Int. J. Hum. Resour. Manag., vol. 23, no. 2, pp. 278–293, Jan. 2012, doi: 10.1080/09585192.2011.610966.
[23] K. Monahan, “What do values have to do with it?: An exploration into the moderating impact of work values on the relationship between leader-member-exchange and work satisfaction,” Acad. Strateg. Manag. J., vol. 12, no. 1, pp. 95–112, 2013.
[24] S. Goh and M. Wasko, “The Effects of Leader-Member Exchange on Member Performance in Virtual World Teams,” J. Assoc. Inf. Syst., vol. 13, no. 10, pp. 861–885, Oct. 2012, doi: 10.17705/1jais.00308.
[25] P. K. Cheng Low and S. L. Ang, “Confucian Ethics, Governance and Corporate Social Responsibility,” Int. J. Bus. Manag., vol. 8, no. 4, Jan. 2013, doi: 10.5539/ijbm.v8n4p30.
[26] Z. ZHANG, D. A. WALDMAN, and Z. WANG, “A MULTILEVEL INVESTIGATION OF LEADER- MEMBER EXCHANGE, INFORMAL LEADER EMERGENCE, AND INDIVIDUAL AND TEAM PERFORMANCE,” Pers. Psychol., vol. 65, no. 1, pp. 49–78, Mar. 2012, doi: 10.1111/j.1744-6570.2011.01238.x.
[27] E. R. Lawrence and K. M. Kacmar, “Leader-Member Exchange and Stress: The Mediating Role of Job Involvement and Role Conflict,” J. Behav. Appl. Manag., Sep. 2012, doi: 10.21818/001c.17904.
[28] R. Loi, Y. Mao, and H. Ngo, “Linking Leader-Member Exchange and Employee Work Outcomes: The Mediating Role of Organizational Social and Economic Exchange,” Manag. Organ. Rev., vol. 5, no. 3, pp. 401–422, Nov. 2009, doi: 10.1111/j.1740-8784.2009.00149.x.
[29] M. F. Y. Cheung and W. Wu, “Leader-member exchange and employee work outcomes in Chinese firms: the mediating role of job satisfaction,” Asia Pacific Bus. Rev., vol. 18, no. 1, pp. 65–81, Jan. 2012, doi: 10.1080/13602381.2010.535346.
[30] J. A. Zhong, W. Lam, and Z. Chen, “Relationship between leader–member exchange and organizational citizenship behaviors: Examining the moderating role of empowerment,” Asia Pacific J. Manag., vol. 28, no. 3, pp. 609–626, Sep. 2011, doi: 10.1007/s10490-009-9163-2.
[31] O. Janssen, “The joint impact of perceived influence and supervisor supportiveness on employee innovative behaviour,” J. Occup. Organ. Psychol., vol. 78, no. 4, pp. 573–579, Dec. 2005, doi: 10.1348/096317905X25823.
[32] S. A. Alvarez, S. L. Young, and J. L. Woolley, “Opportunities and institutions: A co-creation story of the king crab industry,” J. Bus. Ventur., vol. 30, no. 1, pp. 95–112, Jan. 2015, doi: 10.1016/j.jbusvent.2014.07.011.
[33] A. Dodescu and L. F. Chirilă, “Regional Innovation Governance in the Context of European Integration and Multi-level Governance Challenges. A Case Study of North-West Region of Romania,” Procedia Econ. Financ., vol. 3, pp. 1177–1184, 2012, doi: 10.1016/S2212-5671(12)00293-6.
[34] S. K. Parker, H. M. Williams, and N. Turner, “Modeling the antecedents of proactive behavior at work.,” J. Appl. Psychol., vol. 91, no. 3, pp. 636–652, 2006, doi: 10.1037/0021-9010.91.3.636.
[35] J. H. Love, S. Roper, and J. R. Bryson, “Openness, knowledge, innovation and growth in UK business services,” Res. Policy, vol. 40, no. 10, pp. 1438–1452, Dec. 2011, doi: 10.1016/j.respol.2011.05.016.
[36] T. M. Nielsen, G. A. Hrivnak, and M. Shaw, “Organizational Citizenship Behavior and Performance,” Small Gr. Res., vol. 40, no. 5, pp. 555–577, Oct. 2009, doi: 10.1177/1046496409339630.
[37] J. de Jong and D. den Hartog, “Measuring Innovative Work Behaviour,” Creat. Innov. Manag., vol. 19, no. 1, pp. 23–36, Mar. 2010, doi: 10.1111/j.1467-8691.2010.00547.x.
[38] C. Vallaster, A. Lindgreen, and F. Maon, “Strategically Leveraging Corporate Social Responsibility: A Corporate Branding Perspective,” Calif. Manage. Rev., vol. 54, no. 3, pp. 34–60, Apr. 2012, doi: 10.1525/cmr.2012.54.3.34.
[39] A. P. Duarte, D. R. Gomes, and J. G. das Neves, “Tell me your socially responsible practices, I will tell you how attractive for recruitment you are! The impact of perceived CSR on organizational attractiveness,” Tékhne, vol. 12, pp. 22–29, Dec. 2014, doi: 10.1016/j.tekhne.2015.01.004.
[40] J. Kemper, O. Schilke, M. Reimann, X. Wang, and M. Brettel, “Competition-motivated corporate social responsibility,” J. Bus. Res., vol. 66, no. 10, pp. 1954–1963, Oct. 2013, doi: 10.1016/j.jbusres.2013.02.018.
[41] I. Frolova and I. Lapina, “Corporate Social Responsibility in the Framework of Quality Management,” Procedia - Soc. Behav. Sci., vol. 156, pp. 178–182, Nov. 2014, doi: 10.1016/j.sbspro.2014.11.166.
[42] G. Rossi, “Achieving ethical responsibilities in water management: A challenge,” Agric. Water Manag., vol. 147, pp. 96–102, Jan. 2015, doi: 10.1016/j.agwat.2014.07.030.
[43] P. Mishra, G. S. Dangayach, and M. L. Mittal, “An Ethical approach towards sustainable project Success,” Procedia - Soc. Behav. Sci., vol. 25, pp. 338–344, 2011, doi: 10.1016/j.sbspro.2011.10.552.
[44] G. Zhuang, N. C. Herndon, and A. S. L. Tsang, “Impact of firms׳ policies on Chinese industrial purchasers׳ ethical decision making,” J. Purch. Supply Manag., vol. 20, no. 4, pp. 251–262, Dec. 2014, doi: 10.1016/j.pursup.2014.05.005.
[45] S. Kortmann, C. Gelhard, C. Zimmermann, and F. T. Piller, “Linking strategic flexibility and operational efficiency: The mediating role of ambidextrous operational capabilities,” J. Oper. Manag., vol. 32, no. 7–8, pp. 475–490, Nov. 2014, doi: 10.1016/j.jom.2014.09.007.
[46] R. J. Ormerod and W. Ulrich, “Operational research and ethics: A literature review,” Eur. J. Oper. Res., vol. 228, no. 2, pp. 291–307, Jul. 2013, doi: 10.1016/j.ejor.2012.11.048.
[47] M. Yener, M. Yaldıran, and S. Ergun, “The Effect of Ethical Climate on Work Engagement,” Procedia - Soc. Behav. Sci., vol. 58, pp. 724–733, Oct. 2012, doi: 10.1016/j.sbspro.2012.09.1050.
[48] M. Theys and P. L. Kunsch, “The importance of co-operation for ethical decision-making with OR,” Eur. J. Oper. Res., vol. 153, no. 2, pp. 485–488, Mar. 2004, doi: 10.1016/S0377-2217(03)00169-3.
[49] C. H. Schwepker, “Ethical climate’s relationship to job satisfaction, organizational commitment, and turnover intention in the salesforce,” J. Bus. Res., vol. 54, no. 1, pp. 39–52, Oct. 2001, doi: 10.1016/S0148-2963(00)00125-9.
[50] M. Jankalová, “Business Excellence Evaluation as the Reaction on Changes in Global Business Environment,” Procedia - Soc. Behav. Sci., vol. 62, pp. 1056–1060, Oct. 2012, doi: 10.1016/j.sbspro.2012.09.180.
[51] J. Ackroyd, B. Coulter, P. S. Phillips, and A. D. Read, “Business excellence through resource efficiency (betre): An evaluation of the UKs highest recruiting, facilitated self-help waste minimisation project,” Resour. Conserv. Recycl., vol. 38, no. 4, pp. 271–299, Jul. 2003, doi: 10.1016/S0921-3449(02)00157-X.
[52] M. Cucculelli and G. Goffi, “Does sustainability enhance tourism destination competitiveness? Evidence from Italian Destinations of Excellence,” J. Clean. Prod., vol. 111, pp. 370–382, Jan. 2016, doi: 10.1016/j.jclepro.2014.12.069.
[53] M. Dragicevi, M. Klaic, and A. Pisarovic, “Implementation of Business Excellence Models-the Path for Improving the Level of Quality and Safety of Agricultural Touristic Product,” Procedia Econ. Financ., vol. 15, pp. 1192–1196, 2014, doi: 10.1016/S2212-5671(14)00577-2.
[54] J. K. Eskildsen and M. L. Nussler, “The managerial drivers of employee satisfaction and loyalty,” Total Qual. Manag., vol. 11, no. 4–6, pp. 581–588, Jul. 2000, doi: 10.1080/09544120050007913.
[55] T. A. Judge, C. J. Thoresen, J. E. Bono, and G. K. Patton, “The job satisfaction–job performance relationship: A qualitative and quantitative review.,” Psychol. Bull., vol. 127, no. 3, pp. 376–407, 2001, doi: 10.1037/0033-2909.127.3.376.
[56] L. M. Saari and T. A. Judge, “Employee attitudes and job satisfaction,” Hum. Resour. Manage., vol. 43, no. 4, pp. 395–407, 2004, doi: 10.1002/hrm.20032.
[57] G. Macintosh and M. Krush, “Examining the link between salesperson networking behaviors, job satisfaction, and organizational commitment: Does gender matter?,” J. Bus. Res., vol. 67, no. 12, pp. 2628–2635, Dec. 2014, doi: 10.1016/j.jbusres.2014.03.022.
[58] P. Dhamija, S. Gupta, and S. Bag, “Measuring of job satisfaction: the use of quality of work life factors,” Benchmarking An Int. J., vol. 26, no. 3, pp. 871–892, Mar. 2019, doi: 10.1108/BIJ-06-2018-0155.
[59] R. J. Belonio, “The Effect of Leadership Style on Employee Satisfaction and Performance of Bank Employees in Bangkok,” AU-GSB e-Journal, vol. 5, no. 2, 2012.
[60] F. Boschetti, C. Richert, I. Walker, J. Price, and L. Dutra, “Assessing attitudes and cognitive styles of stakeholders in environmental projects involving computer modelling,” Ecol. Modell., vol. 247, pp. 98–111, Dec. 2012, doi: 10.1016/j.ecolmodel.2012.07.027.
[61] P.-A. Château, Y.-C. Chang, H. Chen, and T.-T. Ko, “Building a stakeholder’s vision of an offshore wind-farm project: A group modeling approach,” Sci. Total Environ., vol. 420, pp. 43–53, Mar. 2012, doi: 10.1016/j.scitotenv.2012.01.031.
[62] K. Prager and J. Freese, “Stakeholder involvement in agri-environmental policy making – Learning from a local- and a state-level approach in Germany,” J. Environ. Manage., vol. 90, no. 2, pp. 1154–1167, Feb. 2009, doi: 10.1016/j.jenvman.2008.05.005.
[63] A. Haatanen, M. den Herder, P. Leskinen, M. Lindner, M. Kurttila, and O. Salminen, “Stakeholder engagement in scenario development process – Bioenergy production and biodiversity conservation in eastern Finland,” J. Environ. Manage., vol. 135, pp. 45–53, Mar. 2014, doi: 10.1016/j.jenvman.2014.01.009.
[64] V. M. Waligo, J. Clarke, and R. Hawkins, “The ‘Leadership–Stakeholder Involvement Capacity’ nexus in stakeholder management,” J. Bus. Res., vol. 67, no. 7, pp. 1342–1352, Jul. 2014, doi: 10.1016/j.jbusres.2013.08.019.
[65] E.-M. Kunseler, W. Tuinstra, E. Vasileiadou, and A. C. Petersen, “The reflective futures practitioner: Balancing salience, credibility and legitimacy in generating foresight knowledge with stakeholders,” Futures, vol. 66, pp. 1–12, Feb. 2015, doi: 10.1016/j.futures.2014.10.006.
[66] D. W. Organ, Organizational citizenship behavior: The good soldier syndrome. Lexington Books/D. C. Heath and Com., 1988.
[67] T.-W. Tang and Y.-Y. Tang, “Promoting service-oriented organizational citizenship behaviors in hotels: The role of high-performance human resource practices and organizational social climates,” Int. J. Hosp. Manag., vol. 31, no. 3, pp. 885–895, Sep. 2012, doi: 10.1016/j.ijhm.2011.10.007.
[68] Z. Zhang, D. Wan, and M. Jia, “Do high-performance human resource practices help corporate entrepreneurship? The mediating role of organizational citizenship behavior,” J. High Technol. Manag. Res., vol. 19, no. 2, pp. 128–138, Jan. 2008, doi: 10.1016/j.hitech.2008.10.005.
[69] S. K. Farrell and L. M. Finkelstein, “The Impact of Motive Attributions on Coworker Justice Perceptions of Rewarded Organizational Citizenship Behavior,” J. Bus. Psychol., vol. 26, no. 1, pp. 57–69, Mar. 2011, doi: 10.1007/s10869-010-9174-5.
[70] K. Barksdale and J. M. Werner, “Managerial ratings of in-role behaviors, organizational citizenship behaviors, and overall performance: testing different models of their relationship,” J. Bus. Res., vol. 51, no. 2, pp. 145–155, Feb. 2001, doi: 10.1016/S0148-2963(99)00061-2.
[71] D. L. Kidder, “The Influence of Gender on the Performance of Organizational Citizenship Behaviors,” J. Manage., vol. 28, no. 5, pp. 629–648, Oct. 2002, doi: 10.1177/014920630202800504.
[72] C. Tu, “A multilevel investigation of factors influencing creativity in NPD teams,” Ind. Mark. Manag., vol. 38, no. 1, pp. 119–126, Jan. 2009, doi: 10.1016/j.indmarman.2007.10.001.
[73] F. Coelho, M. Augusto, and L. F. Lages, “Contextual Factors and the Creativity of Frontline Employees: The Mediating Effects of Role Stress and Intrinsic Motivation,” J. Retail., vol. 87, no. 1, pp. 31–45, Mar. 2011, doi: 10.1016/j.jretai.2010.11.004.
[74] S. R. Holagh, H. B. K. Noubar, and B. V. Bahador, “The Effect of Organizational Structure on Organizational Creativity and Commitment within the Iranian Municipalities,” Procedia - Soc. Behav. Sci., vol. 156, pp. 213–215, Nov. 2014, doi: 10.1016/j.sbspro.2014.11.175.
[75] C. Tang, “The impact of connecting with Professional Virtual Forum, team member and external person on R{\&}D employee creativity,” Comput. Human Behav., vol. 39, pp. 204–212, Oct. 2014, doi: 10.1016/j.chb.2014.07.011.
[76] B. Müceldili, H. Turan, and O. Erdil, “The Influence of Authentic Leadership on Creativity and Innovativeness,” Procedia - Soc. Behav. Sci., vol. 99, pp. 673–681, Nov. 2013, doi: 10.1016/j.sbspro.2013.10.538.
[77] L. Gumusluoğlu and A. Ilsev, “Transformational Leadership and Organizational Innovation: The Roles of Internal and External Support for Innovation,” J. Prod. Innov. Manag., vol. 26, no. 3, pp. 264–277, May 2009, doi: 10.1111/j.1540-5885.2009.00657.x.
[78] T. Bipp and K. van Dam, “Extending hierarchical achievement motivation models: The role of motivational needs for achievement goals and academic performance,” Pers. Individ. Dif., vol. 64, pp. 157–162, Jul. 2014, doi: 10.1016/j.paid.2014.02.039.
[79] C. Senko, H. Hama, and K. Belmonte, “Achievement goals, study strategies, and achievement: A test of the ‘learning agenda’ framework,” Learn. Individ. Differ., vol. 24, pp. 1–10, Apr. 2013, doi: 10.1016/j.lindif.2012.11.003.
[80] J. M. Deepen, T. J. Goldsby, A. M. Knemeyer, and C. M. Wallenburg, “BEYOND EXPECTATIONS: AN EXAMINATION OF LOGISTICS OUTSOURCING GOAL ACHIEVEMENT AND GOAL EXCEEDANCE,” J. Bus. Logist., vol. 29, no. 2, pp. 75–105, Sep. 2008, doi: 10.1002/j.2158-1592.2008.tb00088.x.
[81] S. Kumar and R. Gulati, “Measuring efficiency, effectiveness and performance of Indian public sector banks,” Int. J. Product. Perform. Manag., vol. 59, no. 1, pp. 51–74, Dec. 2009, doi: 10.1108/17410401011006112.
[82] E. Miron-Spektor and G. Beenen, “Motivating creativity: The effects of sequential and simultaneous learning and performance achievement goals on product novelty and usefulness,” Organ. Behav. Hum. Decis. Process., vol. 127, pp. 53–65, Mar. 2015, doi: 10.1016/j.obhdp.2015.01.001.
[83] L. Wirthwein, J. R. Sparfeldt, M. Pinquart, J. Wegerer, and R. Steinmayr, “Achievement goals and academic achievement: A closer look at moderating factors,” Educ. Res. Rev., vol. 10, pp. 66–89, Dec. 2013, doi: 10.1016/j.edurev.2013.07.001.
[84] V. Naidoo, “Firm survival through a crisis: The influence of market orientation, marketing innovation and business strategy,” Ind. Mark. Manag., vol. 39, no. 8, pp. 1311–1320, Nov. 2010, doi: 10.1016/j.indmarman.2010.02.005.
[85] A. C. Maltz, A. J. Shenhar, and R. R. Reilly, “Beyond the Balanced Scorecard:,” Long Range Plann., vol. 36, no. 2, pp. 187–204, Apr. 2003, doi: 10.1016/S0024-6301(02)00165-6.
[86] S. Cadez and C. Guilding, “An exploratory investigation of an integrated contingency model of strategic management accounting,” Accounting, Organ. Soc., vol. 33, no. 7–8, pp. 836–863, Oct. 2008, doi: 10.1016/j.aos.2008.01.003.
[87] D. Turner and M. Crawford, Change Power: Capabilities that Drive Corporate Renewal. Sidney: Business and Professional Publishing, 1998.
[88] O. Waranantakul, P. Ussahawanitchakit, and P. Jhundra-indra, “SERVICE INNOVATION CREATION CAPABILITY OF SPA BUSINESSES IN THAILAND: AN EMPIRICAL INVESTIGATION OF THE ANTECEDENTS AND CONSEQUENCES,” Rev. Bus. Res., vol. 13, no. 4, pp. 39–76, Oct. 2013, doi: 10.18374/RBR-13-4.2.
[89] A. Phokha and P. Ussahawanitchakit, “Marketing Leadership Strategy, Marketing Outcomes and Firm Sustainability: Evidence from Food Product Businesses in Thailand,” Int. J. Strateg. Manag., vol. 11, no. 3, 2011.
Published
2022-03-17
How to Cite
Novianto, I., Rizqiawan, H., Fauzuddin, Y., Iswoyo, A., & Iswoyo, A. (2022). MODEL KONSEPTUAL STRATEGI PROFESIONALISME MANAJERIAL DAN KESUKSESAN PERUSAHAAN. SENADA (Seminar Nasional Manajemen, Desain Dan Aplikasi Bisnis Teknologi), 5, 209-225. Retrieved from https://eprosiding.idbbali.ac.id/index.php/senada/article/view/630
Abstract dilihat 726 kali
FULL TEXT diunduh 364 kali