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"Pemerintah saat ini menaruh perhatian besar pada pengembangan ekonomi nasional yang mengedepankan UMKM. Dalam usaha pengembangan UMKM ini, kalangan akademisi membentuk kegiatan yang dinamakan Business Coaching. Business coaching saat ini erat kaitannya dengan pemberdayaan Usaha Mikro Kecil dan Menengah (UMKM). UMKM bisa dikatakan memiliki kontribusi yang signifikan terhadap perekonomian suatu negara dalam rangka menyumbang pendapatan domestik bruto (PDB) serta mampu melakukan penyerapan tenaga kerja. Dengan kemampuan ini, UMKM menjadi pilar ekonomi yang diunggulkan pemerintah. Sektor UMKM juga memiliki peranan yang tidak perlu diragukan dalam menentukan PDB. Dalam menyikapi hal tersebut, para pelaku usaha UMKM harus mampu memainkan strategi bisnis nya dengan lebih fleksibel agar mampu bertahan dalam menghadapi persaingan. Pengalaman Karin Kukis dalam merespon permintaan hari raya tidak baik. Mereka memproduksi kue kering dengan jumlah yang tidak sesuai. Karin Kukis merasa kapasitas produksi mereka tidak optimal sehingga mereka tidak mampu memenuhi permintaan sehingga target mereka tidak tercapai. Oleh sebab itu diperlukan suatu strategi bisnis untuk menopang bisnis Karin Kukis. Dalam merespon tantangan tersebut, Karin Kukis menjalankan strategi bisnis fleksibel. Strategic flexibility adalah kemampuan perusahaan untuk merespon variasi permintaan dari lingkungan pasar yang kompetitif dan dinamis (Sanchez, 1995) Dalam menghadapi pasar yang permintaan yang tidak menentu ini, Karin Kukis akan memperbaiki kapasitas produksinya sehingga Karin Kukis dapat mengoptimasi kapasitas serta bersaing dengan para kompetitornya yang lain dan mampu mencapai tujuannya yakni peningkatan pendapatan dari penjualan.

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The government is currently paying great attention to the development of the national economy that puts forward MSMEs. In this MSMEs development effort, the academic community formed an activity called Business Coaching. Business coaching is now closely related to the empowerment of Micro Small and Medium Enterprises (MSMEs). MSMEs can be said to have a significant contribution to the economy of a country in order to contribute to gross domestic product (GDP) and able to absorb labor. With this capability, UMKM becomes the economic pillar of the superior government. The MSME sector also has an unquestionable role in determining GDP. In dealing with it, the MSMEs business actors must be able to play its business strategy with more flexible in order to survive in the face of competition. Karin Kukis's experience in responding to the holiday demand is not good. They produce dry cakes with unsuitable amounts. Karin Kukis feels their production capacity is not optimal so they are unable to meet the demand so that their target is not achieved. Therefore, a business strategy is needed to sustain the business of Karin Kukis. In response to these challenges, Karin Kukis operates a flexible business strategy. Strategic flexibility is the ability of a company to respond to variations in demand from a competitive and dynamic market environment (Sanchez, 1995). In the face of this uncertain market demand, Karin Kukis will improve its production capacity so that Karin Kukis can achieve capacity optimization also compete with its other competitors and be able to achieve the goal is to increase revenue from sales."

"ABSTRACTRecently, research on paradoxical strategies has been considered critical in winning in the competitive dynamic landscape, characterized by uncertainty and rapid changes in the business environment. Such environmental uncertainties require firm to apply paradoxical strategies; combining strategic flexibility and strategic consistency (Parnell, 1994). This study addresses three main questions: what is the effect of strategic flexibility on firm's performance; what is the contingent effect of perceived environmental uncertainty on the relationship between paradoxical strategies and firm's performance. Questionnaires were distributed to 131 CEOs or members of top management team of Indonesian commercial banks (including sharia banks); and the 59 returned responses were analyzed to test hypotheses. The results indicate that strategic flexibility has positive effect on bank's performance, while strategic consistency does not have significant effects o bank's performance. In terms of combining these two paradoxical strategies, the results of this study confirm that the effect of strategic flexibility on bank's performance depends on strategic consistency and environmental uncertainty."

"Dynamic capability merupakan salah satu pendorong kemampuan perusahaan melalui performa inovasi sebagai prediktor penting bagi keberlanjutan organisasi, tetapi penelitian yang menghubungkan strategic flexibility dan organizational creativity sebagai anteseden performa inovasi organisasi masih terbatas. Tujuan dari penelitian ini adalah mengetahui hubungan innovation performance dengan knowledge management, strategic flexibility, serta organizational creativity pada UKM khususnya di Provinsi Bali dalam innovation performance saat pandemi Covid-19. Metode penelitian yang digunakan dalam penelitian ini yaitu penelitian kuantitatif dengan teknik pengumpulan data yang digunakan berupa kuesioner yang disebarkan kepada 431 manajer UKM. Teknik pengolahan data yang digunakan dalam penelitian ini yaitu partial least square – structural equation modelling (PLS-SEM). Hasil penelitian menunjukkan bahwa UKM yang memanfaatkan pengetahuan pada standar kinerja, perencanaan strategi bisnis yang baik, serta memiliki ide yang cukup berbagai akan menghasilkan produk yang dapat memberikan kontribusi besar bagi industri dalam memenuhi kebutuhan pelanggan. Namun, manajer perlu melakukan diskusi antar karyawan berkaitan dengan pekerjaan mereka, membuat strategi dalam menghadapi pesaing bisnis, serta menerapkan kreativitas mereka untuk dapat bersaing dengan merek terkemuka di industri.

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Dynamic capability is one of the drivers of company capabilities through innovation performance as a significant predictor of organizational sustainability. However, research linking strategic flexibility and organizational creativity as antecedents of organizational innovation performance is still limited. The purpose of this study was to determine the relationship between innovation performance and knowledge management, strategic flexibility, and organizational creativity in SMEs, especially in the Province of Bali in innovation performance during the Covid-19 pandemic. The research method used in this research is quantitative research with data collection techniques used in the form of questionnaires distributed to 431 UKM managers. The data processing technique used in this study is partial least square–structural equation modelling (PLS-SEM). The results of the study show that SMEs that utilize knowledge of performance standards, good business strategy planning, and diverse ideas will produce products that can make a major contribution to the industry in meeting customer needs. However, managers need to hold discussions among employees regarding their work, make strategies in dealing with business competitors and apply their creativity to compete with the leading brands in the industry."

"Digitalisasi menawarkan kesempatan yang besar untuk lingkungan bisnis, tak terkecuali untuk perusahaan rintisan (startup). Menanggapi desakan teknologi, banyak perusahaan rintisan yang menggunakan platform digital sebagai strategi bisnis mereka. Namun kenyataannya, banyak perusahaan rintisan yang gugur karena tidak adanya entrepreneurial orientation dan digital platform capability yang sebanding. Selain itu, perusahaan rintisan menghadapi tantangan yang unik karena sumber daya mereka yang terbatas maka perusahaan rintisan harus mampu mengelola hubungan internal dan eksternal mereka sehingga dibutuhkan network capability yang baik. Dalam mengelola hubungan tersebut, perusahaan juga harus mampu mengembangkan pendekatan strategic flexibility mereka. Karena skala perusahaan yang kecil, maka dibutuhkannya kemampuan untuk mengambil tindakan yang fleksibel dan cepat dalam menanggapi perubahan lingkungan. Dengan adanya kapabilitas dan orientasi tersebut diharapkan bahwa perusahaan rintisan dapat meningkatkan startup performance mereka. Penelitian ini bertujuan untuk menguji secara empiris pengaruh entrepreneurial orientation dan digital platform capability yang dipengaruhi network capability dan strategic flexibility terhadap startup performance. Survey dilakukan terhadap 124 perusahaan rintisan berbasis digital dalam bidang jasa di Indonesia. Selanjutnya hasil survey dianalisis menggunakan structural equation modelling-partial least square (SEM-PLS) untuk menguji hipotesisnya. Hasilnya, entrepreneurial orientation dan digital platform capability berpengaruh secara langsung terhadap network capability dan tidak langsung terhadap startup performance melalui peran network capability dan strategic performance. Namun berdasarkan penelitian ini bahwa pengaruh network capability terhadap startup performance tidak didukung data

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Digitization offers great opportunities for the business environment, and there are no exceptions for startup companies. Responding to the pressure of technology, many startup companies are using digital platforms as their business strategy. However, in reality, many startups fail due to the lack of an entrepreneurial orientation and comparable digital platform capability. In addition, startups face unique challenges because of their limited resources, so startups must be able to manage their internal and external relationships hence good network capability is needed. In managing these relationships, companies must also be able to develop their strategic flexibility approach. Due to the small scale of the company, it requires the ability to take flexible and fast actions in response to environmental changes. With this capability and orientation, it is hoped that startup companies can improve their startup performance.

This study aims to empirically examine the influence of entrepreneurial orientation and digital platform capability that effect network capability and strategic flexibility on startup performance. The survey was conducted on 124 digital-based startups in the service sector in Indonesia. Furthermore, the survey results were analyzed using the structural equation modeling-partial least square (SEM-PLS) to test the hypothesis.

As a result, entrepreneurship orientation and digital platform capabilities have a direct effect on network capabilities and indirectly on startup performance through the role of network capabilities and strategic flexibility. However, based on this research, the effect of network capability on startup performance is not supported by data."

"Recently, research on paradoxical strategies is receiving considerable attentionfrom both researchers and practitioners. The value of paradoxical strategies iscurrently considered critical in increasing firm performance and winning in thecompetitive dynamic landscape, which is characterized by uncertainty and rapidchanges in the industry and business environment (Barney and Hesterly, 2006). Suchperceived 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 strategicflexibility on Erm performance. Second, what is the effect of strategic consistency onfirm performance. Third, what is the effect of combining strategic flexibility andstrategic consistency on firm performance. Fourth, what are the contingent effects ofperceived environmental uncertainty on the relationship between paradoxicalstrategies and firm performance. This study conceprualizes the application ofparadoxical strategies as a set of capabilities that enable an organization not onlyadapt to changing environmental conditions, but also to maintain current strategiesand actions for a considerable period of time.Recognizing the broad nature of strategic flexibility, it is measured in terms ofpre-emptive moves, exploitative moves, protective moves, and corrective moves.Strategic consistency is measured in terms of proactive consistency and reactiveconsistency. Perceived environment is measured in terms of munificence, dynamism,and complexity. Overall firm perfonnance is measured in terms of financialperformance 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 thedegree of perceived environmental uncertainty, the level of strategic flexibility andstrategic consistency, and the resulting firm performance. Questionnaires weredistributed to 131 CEOs or members of top management team of commercial banks(including sharia banks) and the 59 retumed responses were analyzed to testhypotheses.The results indicate that strategic flexibility has positive effect on bankperformance, while strategic consistency does not have positive effect on bankperformance. In terms of combining these two paradoxical strategies, the results ofthis study conhnn that the effect of strategic flexibility on bank performance dependson strategic consistency and/or perceived environment. Contrary to expectation of thisstudy, the effect of strategic consistency on bank performance insignificantly dependson perceived environment.This study makes several important contributions to growing literature onparadoxical strategies and strategic management discipline. First, this study is one oflimited researches on the effect of paradoxical strategies on firm performance. Itexamines the effect of combining paradoxical strategies on fum performance withconsidering perceived environmental uncertainty as the antecedent. Second, it alsofills in the gap in previous study on managing paradoxes in service operations settingat the corporate/strategic level. Third, this study develops a set of measures ofstrategic consistency and strategic perfomrance that captures building on priorconcepts.The fundings in this study offer inputs for the development of banking industryin Indonesia. For bank management, to sustain its growth, banks should increase its infomation technology capabilities, which are mainly supported by flexible systemsand knowledgeable people. For the banking regulator and the government agencyalike, the inputs are as follows: carry out the detailed research on the impact ofregulation and govemment policy on bank flexibility; take Bank NTT, Bank Jatim,and Bank Sumsel as samples for other regional development banks as the agile bankswith high performance; create regulation and policy to drive innovative bankingproduct development; encourage the commercial banks to undertake informationtechnology investments to boost innovative financial products and services; createspeciiic regulation about outsourcing service provider; and encourage furtherdevelopment of Internet banking services by improving system infrastructureenvironment, enabling policy and regulatory environment for this business, andbuilding up a comprehensive e-security public policy framework."

"ABSTRAKPerkembangan terkini pada berbagai penelitian manajemen stratejik menyoroti semakin meningkatnya ketidakpastian pada lingkungan tugas (task environment) yang mengakibatkan keunggulan posisi (positional advantage) perusahaan tergerus semakin cepat dari waktu ke waktu. Hal ini mengakibatkan perusahaan-perusahaan harus menghadapi strategi paradox (strategy paradox) yang menuntut mereka untuk melakukan pengambilan komitmen strategis (strategic commitment) secara cepat dan akurat ditengah-tengah tingginya ketidakpastian strategis (strategic uncertainty). Penelitian ini hendak menganalisa konfigurasi berbagai perusahaan yang mampu mempertahankan keunggulan posisi dan kinerjanya ditengah-tengah tingginya ketidakpastian strategis pada lingkungan tugasnya. Kuesioner disebarkan kepada tim manajemen puncak dari 122 bank di Indonesia. Berbeda dari penelitian serupa yang dilakukan oleh Hamsal dan Agung (2007) yang menemukan bahwa persepsi akan ketidakpastian lingkungan (perceived environmental uncertainty) berkorelasi signifikan dan positif terhadap fleksibilitas strategi (strategic flexibility), penelitian ini menemukan bahwa persepsi akan ketidakpastian lingkungan tidak lagi memiliki korelasi secara signifikan dengan strategi perbankan di Indonesia. Lebih lanjut, penelitian ini menemukan bahwa untuk meningkatkan dan mempertahankan kinerjanya, perbankan perlu memprioritaskan segala usaha dan sumber dayanya untuk mempertahankan fleksibilitas strategi sebelum mengalokasikannya untuk membangun keunggulan posisi dan mempertahankan konsistensi strategi (strategic consistency). Sejalan dengan itu, apabila fokus perbankan adalah membangun dan mempertahankan keunggulan posisinya, maka segala usaha dan sumber daya harus diprioritaskan untuk membangun fleksibilitas strategi. Lebih lanjut, penelitian ini menemukan bahwa kinerja perbankan akan maksimal apabila perbankan mampu mendayagunakan fleksibilitas strateginya untuk membangun keunggulan posisi di dalam industri, dan lebih lanjut, mampu mempertahankannya dengan konsistensi strategi yang tinggi.

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ABSTRACTRecently, researches on strategic management have been concerned with the increasingly uncertain, yet becoming more important, task environment that erodes firms? positional advantage more rapidly every day. As a result, firms are facing paradox of strategy, which demands rapid, yet accurate, strategic commitment in the present of strategic uncertainty. This research addresses questions regarding how organizations are best configured in facing environment with highly strategic uncertainty, while maintaining their positional advantage and high performance. Questionnaires were distributed to 122 top management teams of Indonesian commercial banks. In contrast with earlier research by Hamsal and Agung (2007) who found that perceived environmental uncertainty has a positive, significant correlation to Indonesian banks? strategic flexibility, this research found that environmental uncertainty does not has any significant correlation to Indonesian banks? strategy. Further this research also identify that in order to increase their performance, Indonesian banks should allocate most of their efforts and resources on increasing their Strategic Flexibility before they put any efforts and resources on creating Positional Advantage and maintaining Strategic Consistency. In addition, if any of the Indonesian banks have an intention on increasing their position in the industry, they should also allocate most of their efforts and resources on being strategically flexible. Further, when their SF has already become a distinctive PA, Indonesian banks should begin to maintain consistency in their strategy as the highest value of performance can be achieved when their PA is maintained by a strong basis of SC."

"Memperkuat value-chain MNE (Multinational Enterprises) membutuhkan ketahanan dari perusahaan cabang mereka yang terus menghadapi tantangan atas ketersinambungannya secara global. Peneliti sebelumnya telah mengemukakan bahwa flexibilitas dalam memasuki, mengubah, dan meninggalkan aliansi di host-country, bisa mengangkat masalah yang timbul di sana, sehingga memudahkan subsidiary mengambil pilihan-pilihan strategis yang diinginkan. Namun, ada beberapa aspek yang perlu dipertimbangkan sebelum flexibilitas strategi dilakukan. Studi empiris secara quantitatif yang berlandaskan pada teori "Resource-Based View" dalam konteks manajemen strategi internasional ini, maka, akan mengambil makna dari penemuan atas aspek strategi flexibilitas dari latar belakang tersebut. Berfokus pada hubungan antara aliansi strategis dan faktor penentu dan integrasi vertikal dengan perusahaan induk, penelitian ini pun menguji bahasan tersebut menggunakan regresi OLS. Pengaruh moderasi dari risiko politik host-country juga kemampuan internal perusahaan cabang untuk networking melalui manajer berlatar belakang asing bagi host-country, diselidiki melalui survei terhadap manajer operational di level menengah dalam perusahaan kecil hingga besar yang mendiami berbagai negara berisiko politik. Dari sampel ini, ditemukan implikasi manajerial yang membuktikan bahwa keterikatan ke perusahaan induk mendukung pengambilan keputusan mengenai aliansi di host-country karena desentralisasi yang ada dalam perusahaan cabang, namun, dapat terganggu oleh risiko politik dan kemampuan manajer asing dalam membangun hubungan dengan partner. Penelitian ini membantu mengklarifikasi koneksi bentuk integrasi vertikal antara perusahaan cabang dan induk yang ada, dengan pilihan-pilihan aliansi strategis, di dalam situasi politik yang mengancam serta komposisi manajer asing yang telah ditetapkan.

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Strengthening MNEs (Multinational Enterprises) value-chain requires their subsidiaries' sustainability that are constantly challenged due to being globally interconnected. Previous researcheshave posited that flexibility in entering, modifying, and exiting alliances in the host-country, could alleviate the issue, enabling subsidiaries to pursue desired strategic choices. Several considerable aspects, nevertheless, should be weighed prior to its execution. This quantitative empirical study upon the reource-based view foundation, thus derives from that finding and focus on strategic alliance's relationship with a detrimentally affecting factor, vertical integration with the parent company, as tested using OLS regression. Moderating influences from the host-country's political risk and their internal ability to form networking in the host-country through foreign managers are surveyed on middle-level operational managers from small to large companies residing in various politically risky countries. From there, the managerial implications draw that integratedness to parent companies promotes alliance decision-making due to decentralization in subsidiaries but can be hampered by host-country's political risk and foreign managers' established bond with partners. This research helps clarify the connection between settled vertical integration to strategic alliances choices, with given political threats and prospective foreign manager composition. "