Differentiated strategy, business performance, and intellectual capital:<i>Evidence small medium enterprise from Indonesia</i>

Hariyati,; Venusita, Lintang; Dyani, Z F

doi:10.1088/1757-899x/296/1/012008

Cited by 3 publications

(4 citation statements)

References 13 publications

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“…It also enhances competitive advantage and productivity. Further, this study agrees with Hariyati et al (2018) who studied the impact of differentiation strategy on SMEs' business performance and intellectual capital in Indonesia and underscored the significance of the differentiation in firm performance. Evidently, differentiation enabled supermarkets to create, use, transfer and utilize the knowledge assets at their disposal to build sustainable competitive advantage.…”

Section: Differentiation Strategy and Performancesupporting

confidence: 90%

“…Evidently, differentiation enabled supermarkets to create, use, transfer and utilize the knowledge assets at their disposal to build sustainable competitive advantage. It also emerged that differentiation does not only improve performance in the context of COVID-19, comparing the present study and Hariyati et al (2018).…”

Section: Differentiation Strategy and Performancesupporting

confidence: 59%

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Competitive Strategies and Performance of Selected Large Supermarkets in Nairobi City County, Kenya

Bett,

Avoga

2023

jbmed

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A company's success is significantly influenced by its competitive response strategy. Competitive response strategies essentially aim to steer a business through its uncertain and erratic external environment while enabling it to keep order and efficiency in its internal operations. The COVID-19 pandemic negatively affected Kenya's retail industry and the economy. Due to a fall in economic productivity and consumer spending, many shops have struggled with smaller sales margins. Due to declining sales, companies have also been forced to lay off employees and close some branches. There is plenty of research on competitive response methods in other industries. However, few studies have focused on supermarkets, and no studies exist on whether or not these strategies were effective during the Covid-19 epidemic. Therefore, this study aimed to establish how competitive response strategies affected certain supermarkets' performance during COVID-19 in Nairobi. The research examined the effect of supermarkets' cost leadership, focus strategy, and differentiation on their operations during the COVID-19 crisis in Nairobi, Kenya. Specific research questions guided the overall study aims. The study employed a descriptive research design to address the research questions. The population of interest included the top, middle, and lower-level management staff from supermarkets participating in this study. The target population comprised 204 workers from various stores within the chosen supermarkets. In this investigation, the census approach of data collection was employed. Semi-structured and closed-ended questionnaires were the data collection instruments. The equipment used to perform the study was checked to confirm its accuracy and validity before it was set up for use. The data was then processed and categorized, and ready for analysis. Descriptive analysis was used to interpret the findings using average, frequency, and confidence interval statistics. The research only used inferential analysis inside the multi-regression paradigm. The model showed the level of correlation between the research variables. For inferential analysis, the correlation showed the significance of the linkages underpinning firm performance, cost leadership, and differentiation. Additionally, regression analysis showed the significance of the relationships underpinning dependent and independent variables. Lastly, the research complied with the required ethical standards and guidelines.

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Section: Differentiation Strategy and Performancesupporting

confidence: 90%

Section: Differentiation Strategy and Performancesupporting

confidence: 59%

Competitive Strategies and Performance of Selected Large Supermarkets in Nairobi City County, Kenya

Bett,

Avoga

2023

jbmed

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“…According to Albertini and Berger-Remy (2019); and Halid, Choo and Salleh (2018), human and external capitals put drastic strain on organizational performance. Organizational performance as opined by Hariyati and Dyani (2018) is the measure of quantity and quality of work done putting into consideration, the costs of resources it took the organization to accomplish the work. In the same vein, Hoang, et al, (2018); and Munir, et al, (2019) see organizational performance as the ability of an organization to actualize targets, goals and benchmarks.…”

Section: 3mentioning

confidence: 99%

Human, External Capitals and Organizational Performance in Nigeria: Do They Matter for Telecommunication Companies?

EGBERI

OMOGBIYA

2022

IJSMS

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There is dearth of studies on the combined effects of both human and external capitals on the performance of telecommunication companies in Nigeria. Notably, the few studies on human and external capitals have employed primary data without due attentiveness on whether human and external capitals can be measured using secondary data. Consequently, this study employs a dissimilar model of measurement in assessing how human capital (measured as the revenue minus cost of revenue divided by staff cost) and external capital (cost incurred in improving social networks, trademarks, brand values, license agreements, and customer loyalty) affect telecommunication companies’ performance (market share – Tobin’s Q). Data were gathered from five (5) publicly quoted telecommunication companies on the Nigerian Exchange Group from 2014-2021. Fixed and random effect regression were used in analysing the data and the Wald statistics revealed that telecommunication companies’ performance are influenced by human and external capitals.This result implies that human and external capitals matter for telecommunication companies’ performance. The findings call for stern policy recommendations for telecommunication companies’ management, regulatory framework of telecommunication industry, and management researchers alike.

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“…The fluctuations will significantly affect business performance due to declining business revenues and consumer spending. The development of SMEs specifically in Indonesia has always an undivided attention from the government because of the SMEs great performance in contributing to Indonesia's economic growth (Hariyati et al, 2018). Ambarwatiand Riyanto (2020) stated that 2 nd March 2020 was the beginning of Indonesia being hit by the pandemic.…”

Section: Introductionmentioning

confidence: 99%

Business Resilience during the Pandemic in Indonesia

Mariana¹,

Hariyati²,

Handayani³

et al. 2023

IJEBMR

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Micro Small Medium Enterprise (SME) is one of the main contributors to a nation's gross domestic product (GDP). However, with the currentCovid-19 pandemic, it has led to business closing and travel banning disrupting the SME business supply chain. Rahman (2020) highlighted that the SMEs are experiencing sales reduction, difficulty in financing the business and facing trouble in acquiring supply as well as distributing goods during the Covid-19 pandemic. The purpose of this study is to identify the SMEs resilience strategies during this challenging time. This study has taken a quantitative exploratory approach. Data were collected using an online questionnaire survey. Results indicate that SMEs focus on product differentiation as well as cost, financing and technology processes, thus suggesting the companies are resilient to disruptions. In addition, the result suggests that leveraging technology through e-commerce and digital marketing for business products and services facilitate SMEs to survive the pandemic.

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Differentiated strategy, business performance, and intellectual capital:Evidence small medium enterprise from Indonesia

Cited by 3 publications

References 13 publications

Competitive Strategies and Performance of Selected Large Supermarkets in Nairobi City County, Kenya

Competitive Strategies and Performance of Selected Large Supermarkets in Nairobi City County, Kenya

Human, External Capitals and Organizational Performance in Nigeria: Do They Matter for Telecommunication Companies?

Business Resilience during the Pandemic in Indonesia

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