THE INFLUENCE OF PERCEIVED AUTHENTICITY TOWARDS PURCHASE INTENTION FROM THE RESTAURANT IMAGE AND POSITIVE EMOTION IN ZANGRAN DI CAFÉ IN SURABAYA

The growth of business in food & beverage makes the effort in this industry turn out to be more strictly competitive. Ice cream becomes one of the products which mayinterest new entrepreneurs in food & beverage. The newcomers put much effort tocreate the authenticity and difference from others in order to seize the attention of icecream lovers from the prior merchants. This research aims at investigating theinfluence of perceived authenticity towards people’s purchase intention from therestaurant image and positive emotion in Zangrandi Cafe on Yos Sudarso Street,Surabaya. The research took 150 customers as the samples who fulfilled therequirements such as not less than 17 years old, having tasted the ice cream inZangrandi Cafe on Yos Sudarso Street, Surabaya, having tried the ice cream inZangrandi Cafe on Yos Sudarso Street, Surabaya once in the last 3 months at least.The data gathering method used in this research is purposive sampling. Meanwhile,Structural Equation Modelling (SEM) is employed as a data analyzing technique.The results show that (1) Perceived Authenticity positively and significantly bringsinfluence towards Restaurant Image, (2) Perceived Authenticity positively andsignificantly brings influence towards Positive Emotion, (3) Restaurant Imagepositively and significantly brings influence towards Positive Emotion, (4) RestaurantImage positively and significantly brings influence towards Purchase Intention, (5)Positive Emotion positively and significantly brings influence towards PurchaseIntention, (6) also Perceived Authenticity positively and significantly brings influencetowards Purchase Intention

Urgensi Lingkungan Bisnis Dan Strategi Dalam Menciptakan Keunggulan Kompetitif

This study has several main objectives as follows: (1) To explore how SMEs develop strategies based on their strengths, weaknesses, opportunities, and challenges. (2) Explore the various efforts of SMEs in anticipating the uncertainty of the business environment. (3) Exporting the efforts of SMEs to formulate their competitive strategies. (4) Exploring how environmental uncertainty affects the choice of a SMEs competitive strategy. (5) Explore the efforts of SMEs to formulate their operational strategies. (6) Exploring how competitive strategy affects SME operational strategies. (7) Exploring how competitive strategy and operating strategy affects SMEs business performance. This study uses a descriptive research approach that seeks to identify and map (mapping) the potential and characteristics of SMEs in Surabaya and its surroundings (Sidoarjo, Gresik) with the aim of obtaining an accurate and detailed descirption of the potential characteristics of small and medium enterprises in the Surabaya area and surroundings. Based on the phenomena found in this study, there are several things that can be underlined: uncertainty in the business environment does not affect the company’s business strategy. In carrying out their business strategy, SMEs usually use the following strategis: (1) Concering the development of skills to respond to the opportunities created by companies in the first market. What often happens is that many imitators improve or modify goods and services to create higher value for buyers. If so, entrepreneurs need to shift their competitiveness to other market segments by dominating small market segments that large companies sess as having no oppurtunity. (2) Changes in product, market, or industry characteristics based on innovation. This strategy is carried out by changing existing products and services, for example changing benefits, values, and other economic characteristics.&nbsp

Strategi Inovasi Dan Kinerja Perusahaan Manufaktur Di Indonesia: Pendekatan Model Simultan Dan Model Sekuensial

Innovation is currently considered to be critical for organizational competitiveness and survival. There has been a mushrooming of conferences, courses, publications and event whole journals dedicated to the innovation issued including innovativeness and innovation strategy. This paper focusses on the effect of innovation strategy on firms’s performance. An innovation strategy for manufacturing function covers four areas: a firm’s desired innovation leadership orientation (i.e. being a leader versus a follower), its level of emphasis on process and product innovation, its use of internal and external sources of innovation and its intensity of investment in innovation.  This study examines two models of the association between manufacturing firms’ innovation strategy  and their financial performance. The first examines the variations in the firms’ financial performance as a function of the dimensions of innovation strategy. The second is a sequential model that suggests a causal consequency among the dimension of innovation strategy that may lead  to higher performance. Data were collected through mailed questionnaires. Respondents were CEOs of medium and large manufacturing firms on Indonesia. The questionnaires were sent to 700 CEOs manufacturing firms, an 21.05% response rate. Test of non-response bias indicated that the sample is representative for this study. The findings of this study suggest that: (1) Innovation strategy is important factor and a determinant of financial performance, (2) both model are appropriate for examining the associations between the dimension of innovation strategy and firms’ performance, and (3) the sequential model provides additional insights into the indirect contribution of the individual dimensions of innovation strategy to firms’ performance

FACTORS INFLUENCING THE SUCCESS OF TECHNOLOGY ADOPTION: A CASE STUDY OF INDONESIAN MANUFACTURING FIRMS

To date, the role of technology management as a factor of success in technological innovation has been a subject of significant interest among practitioners and academicians. Despite the plethora of attention given to the numerous issues of management of new technology adoption and implementation, many organizations still fail to manage their technology efficiently, effectively, and strategically. This paper is based on a field investigation via face to face interviews with top management in East Java involving medium and large manufacturing companies from the tobacco, plastic, pulp, furniture, textile, cable and plywood sectors. This research seeks to investigate the extent of technology adoption and its management in medium and large Indonesian manufacturing companies. Further, this study investigates the technology benefits perceived by respondents. The study found that: (1) Indonesian manufacturing companies still lack a strategic perspective when adopting technologies and they are more concerned with short-term issues; (2) they face problems related to people, organizational issues, limited budgets and lack of government support; (3) these problems limit the choice of technologies and together with the national economic situation, reinforces the short-term mindset of top management. In addition, the investigation of critical success factors and inhibitors of technology adoption is necessary for identification of a proper vision and strategic viewpoint of managing new technology. Abstract in Bahasa Indonesia : Sampai sekarang, peranan manajemen teknologi sebagai factor keberhasilan dalam inovasi teknologi menjadi topik yang menarik perhatian para praktisis maupun akademisi. Walaupun masalah-masalah manajemen teknologi dan implementasinya telah banyak diperhatikan, masih ada banyak perusahaan yang belum mampu mengatur teknologi secara efisien, secara efektif atau dengan strategi yang tepat. Makalah ini dibuat berdasarkan survei lapangan yang menggunakan wawancara langsung dengan para manajer atas di Jawa Timur dari perusahaan manufaktur besar dan menengah dari sektor rokok, kertas, mebel, tekstil, kawat, dan kayu lapis. Penelitian ini bertujuan untuk menyelidiki sampai sejauh mana teknologi telah diadopsi dan juga cara mengaturnya di perusahaan manufaktur yang menengah dan besar di Indonesia. Lebih lanjut, penelitian ini ingin mengetahui persepsi responden tentang keuntungan yang diperoleh dari teknologi. Penemuan penting: (1) perusahaan manufaktur di Indonesia masih belum mempunyai pandangan strategic terhadap adopsi teknologi and menjadi lebih berfokus pada masalah-masalah bersifat jangka pendek; (2) ada masalah terkait dengan sumber daya manusia, masalah organisasi, anggaran yang kecil, dan tidak didukung oleh pemerintah; (3) masalah-masalah tersebut menjadi kendala dalam memilih teknologi dan bersama dengan keadaan ekonomi nasional menyebabkan para manajer mempunyai pandangan jangka pendek. Selain itu, penelitian tentang faktor-faktor kritis yang membawa keberhasilan dan juga faktor-faktor yang menghambat adopsi teknologi harus ditentukan agar visi dan pandangan yang tepat terhadap teknologi baru dapat disusun. Kata kunci: adopsi teknologi, manufaktur, Jawa Timur, industry menengah/besar

Competing in the Era of Industrial Revolution 4.0 and Society 5.0

The industrial revolution 4.0 presents challenges that must be faced by the business world, namely the lack of adequate HR (Human Resource) skills, the problem of security of communication technology, the reliability of the stability of production machines, the inability to change by stakeholders, and the number of job losses due to automation. Society 5.0 offers a human-centered society that makes a balance between economic progress and the resolution of social problems through a system that is highly connected through cyberspace and the real world. If society 4.0 allows anyone to access also share information on the internet. Society 5.0 is an era where all technology is part of humanity itself. To take advantage of opportunities and answer the challenges of the industrial revolution 4.0, Indonesian people in particular are required to have data, technology and human literacy capabilities. Data literacy is needed by HR to improve skills in processing and analyzing big data for the benefit of improving public and business services. Technology literacy shows the ability to utilize digital technology to process data and information, while human literacy must be mastered because it shows the element of soft skills or the development of individual character to be able to collaborate, be adaptive, and innovative. Indonesia is demanded to be able to follow industry 4.0 workflows juxtaposed with society 5.0. The need for human resources in several business fields is still very massive if all of them are carried out by robotics. Indonesia is a developing country with a fairly dense population that is certainly able to align between the needs of industry 4.0 and society 5.0. Leadership in organizations must stay alive so that every innovative competitive strategy is able to run with the existing vision. To go to the era of society 5.0 the government is obliged to continuously control it

Does Environmental Hostility Moderate Technology Performance Relationship ?

Telah lama disepakati bahwa teknologi membantu Perusahaan untuk meningkatkan kinerja, untuk memperoleh keunggulan kompetitif, dan menciptakan hambatan dalam persaingan. Adopsi teknologi dan kekuatan-kekuatan teknologi secara langsung terkait dengan pendorong persaingan seperti kecepatan proses, tingkat cacat produk, ketepatan penghantaran dan produktivitas. Beberapa studi sebelumnya menunjukkan bahwa tingkat kompetisi dalam persaingan bisnis memoderasi hubungan teknologi-kinerja. Studi ini memfokuskan pada peran environmental hostility terhadap hubungan teknologi-kinerja. Data dikumpulkan melalui survey surat yang ditujukan kepada pimpinan Perusahaan mamufaktur di Indonesia. Studi ini menemukan bahwa teknologi lunak dan teknologi keras berpengaruh positif terhadap seluruh indikator kinerja. Environmental hostility memoderasi hubungan teknologi keras dengan semua indikator kinerja kecuali pertumbuhan kinerja manufaktur. Selanjutnya studi ini juga menemukan bahwa environmental hostility memoderasi hubungan teknologi lunak dengan kinerja finansial, pertumbuhan kinerja manufaktur, dan kinerja keseluruhan

The Influence of Manufacturing Strategies and Environtmental Munificience as Moderators of Technology-Manufacturing Performance Relationship: an Evidence From Indonesia

Saat ini peran teknologi sebagai faktor keberhasilan dalam arena persaingan telah menjadi tumpuan perhatian baik bagi para praktisi maupun akademisi. Semakin banyak organisasi bisnis yang menginvestasikan berbagai teknologi baru untuk bisa tetap bersaing. Studi-studi terdahulu mengenai pengambilgunaan teknologi menemukan bahwa peningkatan penggunanaan teknologi manufaktur yang canggih dan praktik-praktik manajemen baru tidak dapat secara langsung dikaitkan dengan kinerja. Keuntungan atau manfaat yang signifikan baru dapat dicapai oleh Perusahaan-Perusahaan yang mengintegrasikan teknologi dengan pengembangan strategik Perusahaan. Para ahli mengemukakan bahwa strategi dan kondisi lingkungan bisnis harus dipandang sebagai variabel moderator utama dan keberhasilan organisasi bisnis tergantung kepada kemampuan teknologi secara tepat untuk mendukung strategi kompetitif serta bagaimana bereaksi terhadap tajamnya arena persaingan. Penelitian ini memfokuskan kepada adopsi hard technology dan soft technology dengan strategi manufaktur dan tajamnya persaingan bisnis (environmental hostility) sebagai moderator. Data dikumpulkan melalui survey surat. Responden adalah pimpinan Perusahaan skala menengah dan besar di seluruh Indonesia. Kuesioner dikirimkan kepada 1000 pimpinan Perusahaan manufaktur, diperoleh tingkat respon sebesar 18.41%. Uji non-response bias menunjukkan bahwa sample yang digunakan dalam studi ini adalah representatif. Studi ini menemukan bahwa: (1) Hard and soft technology berpengaruh positif terhadap kinerja manufaktur. (2) Perusahaan-Perusahaan manufaktur di Indonesia mengadopsi soft technology pada tahap yang lebih tinggi dibandingkan hard technology. (3). Keselarasan teknologi-strategi manufaktur sangat penting untuk menciptakan keunggulan kompetitif, dan (4). Pengaruh teknologi terhadap kinerja lebih baik jika kondisi persangingan relatif stabil, dan kurang hostile

Teknik Perbaikan Terus-Menerus (Continuous Improvement Techniques), Pentingnya Partnership dan Pengaruhnya terhadap Kinerja Operasional Perusahaan

Manufacturing excellence often results from the combined successive incremental improvement techniques and capital investment in technology. This research focuses successive incremental improvement techniques that considered as success factor of firms\u27 competitive advantage

The Role of Internal and External Contextual Factors on Firm’s Resources-performance Relationships

The critical resources affect the power of company’s competitiveness. Management and business literaturehave limited knowledge and empirical research concerning the problems faced by the Indonesian manufacturingsector in relation to resources management, strategy, and environment issues. The broad objective of this studyis to investigate the effects of resources on performance in Indonesian manufacturing fi rms and to analyzesensitivity of the resource-growth relationship on the degree of competition, degree of uncertainty as well asfi rm’s characteristics. This study is conducted by distributing a set of structured questionnaires to the CEOs oflarge-scale manufacturing fi rms. Simple random sampling is used in this study in order to provide the least biasand offer most generalizability. This study indicates that for the Indonesian manufacturing fi rms to survive andto grow, they need not only to improve its production capacities but also technological capabilities. The effectsof fi rm’s resources on performance depend on contextual factors such as environment and business strategies

Adopsi Teknologi Dan Fleksibilitas Manufaktur: Peran Sumber Data Sebagai Moderator

Globalization has created an environment where manufacturing organizations must adopt and implement shophisticated technologies (hard technology) and new management practices or techniques (soft technology), if they want to achieve competitive advantage. Shortening product life cycle, increasingly shopisticated customers, increasing labor costs and volatility in input prices has created an environment where manufacturers must be flexible, adaptive, responsive and innovative.  Advances Manufacturing Technologies (AMTs) and new management practices provide an organization with an opportunity to successfully compabt market place dynamic and create for itself a competitive advantage.  Manufacturers and academics believe that AMTs (hard technology) dan soft technology can improve manufacturing flexibility and lead time to market. This paper is based on an empirical study of one eighty three companies in six industry groups in Indonesia. The main goal of this paper is three folds. Firstly is to document the level of Advanced Manufacturing Technologies (AMTs) and soft technology adoption by Indonesian large manufacturing firms. Secondly is to the effect of technology on manufacturing flexibility. Finnaly is to investigate the moderating role of availability of resources on technology-manufacturing flexibility relationship. This study finds that both hard and soft technology have positive impact on manufacturing flexibility. Furthermore, the availability of resources is found to moderate hard technology-manufacturing flexibility relationship