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Do cross-border bank mergers and acquisitions lead to greater efficiency? Evidence from Indonesia Rudi Kurniawan; Dominicus Savio Priyarsono; Widodo Ramadyanto; Tania Chusna Azzahra
Jurnal Fokus Manajemen Bisnis Vol. 16 No. 1 (2026)
Publisher : Universitas Ahmad Dahlan

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.12928/fokus.v16i1.14884

Abstract

This study investigates whether cross-border mergers and acquisitions enhance the efficiency of Indonesian private commercial banks, an issue that remains inconclusive in the emerging-market literature. The purpose of this research is to assess the impact of foreign ownership on efficiency and identify its key determinants, specifically by testing the validity of efficiency and synergy theories in an emerging market context. Quarterly financial data from 2017 to 2024 for 10 banks, 5 foreign-acquired and 5 non-acquired, are analyzed. Bank efficiency is measured using data envelopment analysis, which assesses technical, pure technical, and scale efficiency. To estimate causal effects, propensity score matching combined with a difference-in-differences approach is used, while Tobit regression is used to examine determinants of efficiency. The results show that cross-border mergers and acquisitions do not lead to statistically significant overall efficiency gains, despite heterogeneous effects across individual banks. Furthermore, bank size has a significant negative effect on efficiency, while profitability and capital adequacy exhibit mixed effects. These findings suggest that foreign acquisitions do not automatically improve bank efficiency, highlighting post-merger integration challenges. Theoretically, this study contributes by challenging the synergy theory, demonstrating that ownership transformation does not automatically yield operational synergies, and enriching the banking efficiency literature with a robust, high-frequency framework. In practice, these insights serve as a crucial strategic guideline for bank management to prioritize post-merger cultural and operational integration over simple scale expansion, while also assisting financial regulators in formulating more prudent cross-border banking acquisition policies.
Enhancing sustainability performance: Integrating green transformational leadership, green organizational culture, and total quality management Utik Bidayati; Hendro Setyono; Tania Chusna Azzahra
Jurnal Fokus Manajemen Bisnis Vol. 16 No. 1 (2026)
Publisher : Universitas Ahmad Dahlan

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.12928/fokus.v16i1.15221

Abstract

Modern organizations need to understand the drivers of sustainability to remain competitive. This study examines sustainable performance by considering the roles of green transformational leadership and green organizational culture, with total quality management acting as an intervening variable. This study involved 161 respondents from micro, small, and medium enterprises in the batik sector in Yogyakarta, Indonesia as the unit of analysis. Statistical analysis was conducted using Smart PLS 4.0. The results indicate that green organizational culture plays a significant role in strengthening both sustainable performance and total quality management. While no direct relationship is found between green transformational leadership and sustainable performance, this leadership style has been shown to support improvements in total quality management practices. The results show that total quality management enhances sustainable performance and serves as a mediating mechanism linking green transformational leadership and green organizational culture to sustainable outcomes. This suggests that sustainable performance is shaped not only by environmentally oriented values and leadership but also by the effectiveness of integrated quality practices. The results lend support to both the resource-based view and the natural resource-based view, emphasizing that organizational factors can be leveraged as strategic resources to enhance and sustain competitive advantage over time. In practice, this study recommends strengthening green culture and leadership by improving the implementation of total quality management, which supports sustainability.