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Article
Publication date: 29 November 2018

Joklan I.C. Goni, Fransisca Tharia and Nugroho Suryo

The purpose of this paper is to examine factors that most strongly influence success in benchmarking as attempted by Indonesian manufacturers and service companies. It…

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Abstract

Purpose

The purpose of this paper is to examine factors that most strongly influence success in benchmarking as attempted by Indonesian manufacturers and service companies. It investigates the impacts of success in Kaizen, people mindset and organizational dimensions with success in benchmarking.

Design/methodology/approach

A total of 100 questionnaires were distributed to senior managers at an 87 percent response rate.

Findings

This study reveals that success in benchmarking that companies undertake correlates positively with their success in Kaizen, people mindset and organizational dimensions.

Research limitations/implications

As an empirical study, this work has some limitations that need to be recognized. First, the sample only includes Indonesian companies. Second, as the small sample size resulted in only indicative outcome, more research is needed in this area. Furthermore, there may also have been other factors affecting success in benchmarking. It is, therefore, recommended that the framework be extended to include more variables such as information-technology competency, company status (being a single or group company) and to use other methodologies, such as multiple regression.

Practical implications

A company can achieve success in benchmarking through implementing success in kaizen, people mindset, formalization, centralization and integration. Industry-wise, formalization and centralization are the variables that impact the success in benchmarking significantly. For services companies, formalization and centralization is the significant variable affecting, whereas, for manufacturing companies success in Kaizen is the significant variable for success in benchmarking. Therefore, for services companies, having documented and implementation policies, regulations and procedures will influence success in benchmarking. The involvement of the top management, budgeting for every functions and unit performance evaluation will result in success in benchmarking. On the other hand, top management commitment and worker involvement are necessary to drive success in Kaizen in manufacturing companies.

Originality/value

Unlike most of the previous studies on a manufacturing company, this paper examines both manufacturing and services companies especially in Indonesia.

Details

Benchmarking: An International Journal, vol. 25 no. 9
Type: Research Article
ISSN: 1463-5771

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Article
Publication date: 18 November 2020

Ade Febransyah and Joklan Imelda Camelia Goni

The purpose of this study is to measure the supply chain competitiveness of the e-commerce industry in Indonesia.

1952

Abstract

Purpose

The purpose of this study is to measure the supply chain competitiveness of the e-commerce industry in Indonesia.

Design/methodology/approach

The study used a multi-criteria decision-making model based on the analytic hierarchy process. Four main criteria are used to measure the supply chain competitiveness, i.e. cost, differentiation, sustainability and infrastructure.

Findings

The findings of this study show that cost is the most important criterion with a degree of importance of 33.19%, followed by infrastructure of 29.40%, differentiation of 27.96% and sustainability of 9.45%. It shows that the internally controlled strategy contributes about 70% of supply chain competitiveness. The internal infrastructure criterion that consists of software and hardware contributes 65.92% to the whole infrastructure criterion. The internal infrastructure then contributes 19.38% to supply chain competitiveness. Therefore, the internally controlled strategies and internal infrastructure contribute up to 90.08% to the supply chain competitiveness of e-commerce in Indonesia. This result implies that to attain the supply chain competitiveness, the company must carry out strategies focusing on the performance such as cost, differentiation, sustainability as well as on the internal infrastructure such as software and hardware.

Research limitations/implications

In this paper, the authors limited their study to the business to business (B2B) and business to consumer (B2C) players because these two platforms have been experiencing a very rapid growth. While e-commerce business can take many platforms besides B2B and B2C, the future research should include other platform such as consumer to consumer as well. Because the focus in this study is more the information and material flows, it will be of great interest if the future research covers the platform of mobile payment as well that guarantee the ease of cashflows within supply chains. Also, with the occurrence of the Covid-19 pandemic when this paper was written, in the near future, it is then of great interest to incorporate the pandemic context into the proposed model used in this study. The further study should analyze long-term changes happened as the result of pandemic such as behavioral changes of online shopping from customer side or shift in e-commerce supply chain infrastructure and inventory practice.

Practical implications

With this study, it is expected that it can be determined which criteria contribute the most to the supply chain competitiveness of the e-commerce industry in Indonesia that will be useful for industry player.

Originality/value

E-commerce development in Indonesia is still facing serious challenges. The multi-criteria decision making approach used in this research lays a foundation of how supply chain competitiveness is determined based on the judgment of experts coming from major companies within the supply chain.

Details

Competitiveness Review: An International Business Journal , vol. 32 no. 2
Type: Research Article
ISSN: 1059-5422

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Article
Publication date: 12 April 2022

Joklan Imelda Camelia Goni and Amy Van Looy

Building process innovation capability (PIC) is becoming increasingly important to keep pace with changing business environments and emerging technological opportunities. However…

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Abstract

Purpose

Building process innovation capability (PIC) is becoming increasingly important to keep pace with changing business environments and emerging technological opportunities. However, the literature on process innovation capability (PIC) is still very broad and does not consistently reflect today's reality that is becoming increasingly complicated and knowledge-intensive, leading to more organizational needs for supporting less-structured business processes (LSBP).

Design/methodology/approach

Based on a systematic literature review (SLR), the authors provide evidence for this under-investigated subject by consolidating organizational capabilities for managing PIC in LSBP. The authors screened 1,083 and identified only 26 peer-reviewed articles that simultaneously encompass process innovation and LSBP.

Findings

The authors explain which LSBP types are typically addressed, and in which sectors. The authors categorize research avenues, best practices and a framework that links PIC to performance outcomes by also considering business environments. Three theories (i.e. resource-based view, dynamic capabilities and sociotechnical theory) help to underpin the six empirically observed capabilities along three pillars (i.e. people, process and technology).

Research limitations/implications

Besides a research agenda, the authors offer a conceptual framework for PIC in LSBP as a reference to guide scholars and practitioners.

Practical implications

The authors offer best practices, as derived from the literature.

Originality/value

This is the first SLR for PIC in LSBP, consolidating and categorizing the PIC-LSBP characteristics. Due to few studies on the subject, this work contributes to a deeper understanding of the PICs needed for LSBP to obtain the desired performance outcomes.

Details

Business Process Management Journal, vol. 28 no. 3
Type: Research Article
ISSN: 1463-7154

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