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All Journal Gadjah Mada International Journal of Business
Johnny Jermias
Faculty of Business Administration, Simon Fraser University, Burnaby, British Columbia
Economics, Econometrics & Finance

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PROMOTING INTRA-FIRM TRANSFER OF KNOWLEDGE THROUGH COMPETITION AND SHARING A Field Study Johnny Jermias
Gadjah Mada International Journal of Business Vol 5, No 1 (2003): January-April
Publisher : Master in Management, Faculty of Economics and Business, Universitas Gadjah Mada

Show Abstract | Download Original | Original Source | Check in Google Scholar | Full PDF (59.49 KB) | DOI: 10.22146/gamaijb.5396

Abstract

This paper examines three main concerns about intra-firm transfer on knowledge in the management accounting and strategic management literature: the ability of real-world organizations to learn productively, the levels of aggregation in which the productive learning occurs, and the types of management interventions that are both desirable and productive. Based on a field study conducted in several business units of a multinational corporation, this paper reports how management makes conscious andsystematic efforts to transform ideas from the best practice within the company as well as from its competitors.The company uses Management By Olympic Systems to accelerate learning through competition and sharing. The system utilizes Olympic principles and integrates individual and team concepts to achieve the Olympic targets. A broad range of Olympic targets in terms of financial and non-financial linked to the company’s incentive systems is used to improve business operations, to motivate managers and employees, and to meet stakeholders’ expectations.
Investigating the Joint Effects of Strategy, Environment and Control Structure on Performance Lindawati Gani; Johnny Jermias
Gadjah Mada International Journal of Business Vol 13, No 3 (2011): September-December
Publisher : Master in Management, Faculty of Economics and Business, Universitas Gadjah Mada

Show Abstract | Download Original | Original Source | Check in Google Scholar | Full PDF (220.035 KB) | DOI: 10.22146/gamaijb.5482

Abstract

The purpose of this study is to investigate the effects of misfit between competitive environment, business strategy and control structure on performance. We argue that the misfit between competitive environment, business strategy and control structure has significant negative implications on shareholder value creation associated with firms’ Joint Venture formation. Based on data of publicly-traded US manufacturing firms that announce a joint venture formation, we found that firms that have perfect fit are valued higher than those with both strategy and structural misfits and also those with structural misfit. Contradictory results were found when comparing firms with perfect fit with those that have strategy misfit. Further analyses indicate that all those strategy misfit firms operate in high entry barriers, where firms can compete effectively using either innovation or cost efficiency strategy due to the fact that they possess resources that are difficult to be imitated by their competitors.     
Performance Implications of Environment-Strategy-Governance Misfit Lindawati Gani; Johnny Jermias
Gadjah Mada International Journal of Business Vol 11, No 1 (2009): January - April
Publisher : Master in Management, Faculty of Economics and Business, Universitas Gadjah Mada

Show Abstract | Download Original | Original Source | Check in Google Scholar | Full PDF (68.494 KB) | DOI: 10.22146/gamaijb.5541

Abstract

This study examines the impacts of matching competitive environment, business strategy, and corporate governance structure on firm performance. We predict that in a dynamic environment, firms pursuing a product differentiation strategy will perform better than firms pursuing a strategy of cost leadership, but the performance differential is affected by the level of board independence and managerial share ownership. In a stable environment, we predict that firms pursuing a strategy of cost leadership will perform better than firms pursuing a product differentiation strategy, and the performance differential is affected by the level of board independence and managerial share ownership. Overall, the results are consistent with the predictions of this study. Board independence and managerial ownership affect the performance differential between product differentiators and cost leaders in a dynamic environment. In a stable environment, however, the results are not statistically significant.
FORMALIZING PRODUCT COST DISTORTION: The Impact of Volume-Related Allocation Bases on Cost Information Johnny Jermias
Gadjah Mada International Journal of Business Vol 5, No 3 (2003): September-December
Publisher : Master in Management, Faculty of Economics and Business, Universitas Gadjah Mada

Show Abstract | Download Original | Original Source | Check in Google Scholar | Full PDF (1321.58 KB) | DOI: 10.22146/gamaijb.5630

Abstract

The purpose o f this study is to formally analyze product cost distortions resulting from the process of allocating costs to products based on Activity-Based Costing (ABC) and the conventional product costing systems. The model developed in this paper rigorously shows the impact of treating costs that are not volume related as if they are. The model demonstrates that the source of product cost distortion is the difference between the proportion of driver used by each product in ABC and the proportion of the base used by the same product in the conventional costing systems. The difference arises because the conventional costing systems ignore the existence of batch-related and product-related costs. The model predicts a positive association between volume and size diversity with product cost distortions. When interaction between volume and size diversity exists, the distortion is either mitigated or exacerbated. The magnitude of the distortion is jointly determined by the size of the differences and the size of the total indirect costs.
Co-Authors Lindawati Gani