Jakarta, Indonesia
Jakarta, Indonesia

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Basuki Y.T.,STIE Kusuma Negara and Doctor of Research in Management | Arief M.,Kusuma Negara Business School | Propheto A.,Kusuma Negara Business School
Advanced Science Letters | Year: 2015

Globalisation economy impacted in Indonesia industrial sectors especially in manufacturing. This effect become worst with situation of the crisis energy, increasing the minimum wages, increasing the electrical and fuel price, so the cost of product will be increase significantly, in 2013 production cost incremental is 25%. While the incremental price of goods just only maximum 1,41%. In this condition the role of the innovation, which focusing research in manufacturing company is esentially need, with the objective to improving the products and market competitiveness in a way to increase the company performance. Manufacturing industries in Indonesia have an important role in national economic, with contributes by 20,85% of national GDP (Gross Domestic Products), and 60,02% contribution to total national export in 2012. This research objectives will help to improve performance of manufacturing industries in Indonesia, through leadership, innovation culture, and dynamic capabilities. The quantitative research were conducted with unit analysis is company, focusing to the 190 manufacturing companies—with food and beverages producers—under GAPMMI Organization. From 63 valid datas, and analyzed by Smart PLS2. The results are the leadership, dynamic capability and innovation culture supported to the company performance directly, while dynamic capability has the highest impact, follow by leadership, and innovation culture. Leadership and dynamic capabilities also has indirect impact to the company performance through the innovation culture, but leadership role have higher impact compare to the dynamic capabilty. Now the business leaders understand what variable has very dominant factors to increased the company performance, and how the prioritization of those three factors to be applied in the strategic management in order to increase the performance of the manufacturing company especially in food and beverages industries in Indonesia. © 2015 American Scientific Publishers. All rights reserved.


Arief M.,Kusuma Negara Business School | Kartono R.,Binus University | Buss M.,Kusuma Negara Business School | Basuki Y.T.,Kusuma Negara Business School
Advanced Science Letters | Year: 2015

This paper will provides perspectives on business strategy and a theoretical approach for the strategic development of the manufacturing industry to respond the increasing of environmental pressure. This paper is a conceptual approach using grounded theory, and adopted empirical study from previous scholar study. The data were used by documentary analysis of strategic plans and some articles on the manufacturing industries organization. The entrepreneurial process and dynamic capability are the business strategic perspectives of effective organizational to achieving business Excellency. The study suggests that the dynamic capabilities and entrepreneurial process supported the green manufacturing industries to achieve business excellency. The empirical study much needed, that can be an aid to management endeavoring to build competitive industry organizations especially in manufacturing industries to increasing the business performance. © 2015 American Scientific Publishers. All rights reserved.


Djaja I.,Pelita Harapan University | Arief M.,Kusuma Negara Business School | Kusiyah,Kusuma Negara Business School
Advanced Science Letters | Year: 2015

Shareholders expect the value of their investment to increase by an amount greater than the value of the underlying risks of their investments, by taking into consideration the time value of money. Understanding the creation, preservation and distribution of value is, therefore, essential for Management. This paper describes how Companies can enhance core values by creating growth and improving Return on Invested Capital through a merger. Merger establishes operational and financial synergies. Operational synergies improve profit, resulting from better pricing and purchasing powers. The blend of different strengths and the pooling of resources, allow merged Companies to enjoy higher margins. Financial synergies optimize capital structure due to sharing of financing resources and cheaper mean of financing. The merger drives revenue and asset growth from new, enlarged and extended markets. As part of the analysis, this paper also discusses the merger case of PT Kalbe Farma, Tbk and its group companies. © 2015 American Scientific Publishers. All rights reserved.

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