MABIS: Manajemen dan Bisnis
Manajemen & Bisnis (MABIS) is an open access journal with ISSN 1412-3789 and e-ISSN 2477-1783. The editorial board invites authors and experts to publish and share their ideas through scientific and empirical research in the field of Management and Business. The major objective of the publication is to improve theories, concepts, and practices in the field of management and business. The dissemination of research will enable young researchers, and practitioners to present and share their scientific empirical findings. We are going to be a bridge between theories and practices in management and business.
Articles
515 Documents
<![CDATA[THE EFFECT OF BRAND IMAGE ELEMENTS ON PRICE PREMIUM AND BRAND LOYALTY OF SAMYANG BRAND INSTANT NOODLE IN SURABAYA ]]>
<![CDATA[Erviana, Ing]]>;
<![CDATA[Anandya, Dudi]]>;
<![CDATA[., Indrarini]]>
<![CDATA[ Journal of Management and Business Vol 15, No 2 (2016): SEPTEMBER 2016 ]]>
Publisher : <![CDATA[Department of Management - Faculty of Business and Economics. Universitas Surabaya. ]]>
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DOI: 10.24123/jmb.v15i2.282
<![CDATA[This research aims to investigate the positive relationship between brand image’s elements which are brand awareness, perceived quality, country of origin, social image, and uniqueness, to price premium and brand loyalty for Samyang instant noodles purchase in Surabaya. This research showed that brand awareness, perceived quality, and country of origin do not significantly correlated to price premium and brand loyalty while social image and uniqueness correlate positively to price premium and brand loyalty so it can be concluded that only social image and uniqueness which affect price premium and brand loyalty. Samyang’s instant noodle distribution manager in Indonesia need to focus on social image and uniqueness and need to ignore brand awareness, perceived quality, and country of origin to get price premium and brand loyalty.]]>
<![CDATA[EMPLOYEE EMPOWERMENT BASED ON COMPETENCY ]]>
<![CDATA[Elsye Tandelilin]]>
<![CDATA[ Journal of Management and Business Vol 3, No 1 (2004): MARCH 2004 ]]>
Publisher : <![CDATA[Department of Management - Faculty of Business and Economics. Universitas Surabaya. ]]>
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DOI: 10.24123/jmb.v3i1.75
<![CDATA[In order to face business competiton that is very complex and the change of external environment that is become very rapid, the firms must do several changes. One of the change is human resource management, because human resource as a trigger which is very important in determining the success of an organization. According to the Sims (2.001) knowledge workers will be the need and the priority of an organization to face the competition and become a thing that we cannot avoided. To have high competence human resource which is appropriate with the need of organization and to be able to manage the organization appropriately will create high valued innovation. An effort to make a condusive condition for the employees in organization so that they can contribute optimally, management team should work harder. Increasing activity of the firm as a result of the change in business environment will make manegement should increase their control on the employees' activities. The consequence is the increase in cost and employee's number. To anticipate that problem, there are many organizations start to use employee empowerment concept. More detail, this concept said that employee empowerment means encouraging and allowing human resource (employees) to be responsible with their man responsibility, in order to be more effective and efficient in their contribution to reach the organization's goal. In reality, there are many organization which have employee empowerment fail to get the optimal result because they are not concent to skill, ability, knowledge and attitude of the employees and of course it will affect to the result of the empowerment itself. Besides, the level of the employees and certain condition are needed such as structure and culture support in order to reach an optimal result of this concept's implementation. However, it does not mean if all conditions above are being satisfied then empowering will be success, because this implementation means there is a process of change that should be done by the employees theirselves. To change the employees' attitude is not an easy thing. For those things the change in mindset of the employees should be done appropriately, so that with this empowering mindset will make the implementation of empowerment become easier.]]>
<![CDATA[EXAMINING A MODEL OF INFORMATION TECHNOLOGY ACCEPTANCE BY USERS OF ENTERPRISE RESOURCE PLANNING ]]>
<![CDATA[Pontoh, Grace T.]]>
<![CDATA[ Journal of Management and Business Vol 10, No 2 (2011): SEPTEMBER 2011 ]]>
Publisher : <![CDATA[Department of Management - Faculty of Business and Economics. Universitas Surabaya. ]]>
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DOI: 10.24123/jmb.v10i2.198
<![CDATA[Enterprise resource planning (ERP) system is a complex system that involves various stakeholders as users of ERP system within an organization. This research is the development of Hwang’s research (2005) who applies the implementation and adoption of ERP system in informal controls, such as self-control and cultural control. Perceived enjoyment as self-control and uncertainty avoidance as cultural control are used in the implementation of ERP systems and connected to technology acceptance variables for investigating the relationship between these variables. Field data taken through surveys of ERP system users in Indonesia (n=188) are analyzed by Amos. The results support the hypothesis of this research which shows that perceived enjoyment as self-control and uncertainty avoidance as cultural-control are important determinants of ERP system acceptance.]]>
<![CDATA[UJI FAKTOR-FAKTOR PEMBEDA KEBIJAKAN DIVIDEN: ANALISIS DISKRIMINAN ]]>
<![CDATA[Fitri Ismiyanti]]>;
<![CDATA[Putu Anom Mahadwartha]]>
<![CDATA[ Journal of Management and Business Vol 4, No 1 (2005): MARCH 2005 ]]>
Publisher : <![CDATA[Department of Management - Faculty of Business and Economics. Universitas Surabaya. ]]>
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DOI: 10.24123/jmb.v4i1.182
<![CDATA[This research tested variables (firm specific and beta) that affected dividend policy in Indonesian firms. Samples are listed firm in Jakarta Stock Exchange (JSX) especially manufacture industry. This research uses discriminant analysis with several tests for data and results to maintain the robustness of the analysis. The results indicate that debt, investment opportunity sets and return on assets are significant in affecting dividend policy. Meanwhile beta fails to discriminate between firms that pay dividend and not pay dividend. The firm specific variables could discriminate between firms that pay dividend and not pay dividend. The results also show that management is more concerned about firm specific variables in dividend policy and less concerned, about systematic risk (beta).]]>
<![CDATA[ARE THERE DIFFERENCES IN WILLINGNESS TO PAY AMONG VISITORS AND NON-VISITORS OF TAMAN NEGARA NATIONAL PARK? ]]>
<![CDATA[Zaiton Samdin]]>;
<![CDATA[Khairil Wahidin Awang]]>
<![CDATA[ Journal of Management and Business Vol 9, No 1 (2010): MARCH 2010 ]]>
Publisher : <![CDATA[Department of Management - Faculty of Business and Economics. Universitas Surabaya. ]]>
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DOI: 10.24123/jmb.v9i1.150
<![CDATA[Approaches such as the Contingent Valuation Method (CVM) have helped to assign dollar values to non-use values for non-market goods which, unlike other products, are not traded in the market. This study attempts to put a value on the above non-market values. This study used the CVM, with Willingness to Pay (WTP) as the elicitation method to measure the non-use value among visitors and non-visitors of Taman Negara National Park (TNNP). This study also will answer questions; are there any differences in the WTP of various market segments, based on nationality, gender, age, education and income among visitors and non-visitors? This study found that there was a different between visitors and non-visitors willingness to pay. It also found that visitors and non-visitors market segments such as nationality,, income etc. are differed. Thus, information found in this study can be a fundamental source for park management in directing park pricing policy towards an efficient system. Although using WTP for this economic valuation cannot provide exact answers on the valuation of these natural resources, it can still provide a guideline on pricing strategy and give extra information for park management decisions, especially about park pricing. Thus, better decision-making processes can be practised if monetary values can be placed on these non-market goods.]]>
<![CDATA[INTERNAL AUDIT: THE APPLICATION OF RISK MANAGEMENT AND ELECTRONIC CHANNELS INTERNET BANKING THROUGH THE AUDIT MANAGEMENT SYSTEM IN THE QUALITY OF FINTECH GOVERNANCE IN BANKING INDUSTRY ]]>
<![CDATA[Suryaningsih, Ika Barokah]]>;
<![CDATA[Putrihandani, Yuani]]>;
<![CDATA[Nugraha, Kristian Suhartadi Widi]]>
<![CDATA[ Journal of Management and Business Vol 17, No 2 (2018): SEPTEMBER 2018 ]]>
Publisher : <![CDATA[Department of Management - Faculty of Business and Economics. Universitas Surabaya. ]]>
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DOI: 10.24123/jmb.v17i2.337
<![CDATA[This article aims to prove the role of internal auditors in providing added value in improving the quality of governance in the banking sector. The role of information technology in the banking industry sector is very dominant in service operations. This condition requires banks to apply their prudential principles by guaranteeing the implementation of risk management and electronic channel internet banking through audit management control systems. This study used an explanatory research approach with census data collection methods. The object of this study was the internal auditors of a branch office of one of the national private banks in Jember. The data of this study were the results of the response of 41 internal auditors of various branches and sub-branches in Jember Regency and supported by a literature review of the annual report of banks’ internal audit performance with a path analysis data processing tool. The results of the study showed that the application of risk management and electronic channel internet banking had an effect on the audit management system and the quality of financial technology governance.]]>
<![CDATA[BIAS BETA DAN MODEL KOREKSI ]]>
<![CDATA[Aulia Hanani]]>;
<![CDATA[Endang Emawati]]>
<![CDATA[ Journal of Management and Business Vol 6, No 1 (2007): MARCH 2007 ]]>
Publisher : <![CDATA[Department of Management - Faculty of Business and Economics. Universitas Surabaya. ]]>
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DOI: 10.24123/jmb.v6i1.98
<![CDATA[The purpose of this study is to analyze the existence of bias in beta values in the Jakarta Stock Exchange (JSX) that is a developing capital market and have a significant number of stocks that illiquid. Therefore, the measurement of beta is likely bias. The existence of bias beta values is caused by nonsynchronous trading. This study replicates the previous study from Hartono and Surianto (2000). It uses 88 samples of listing firms in the JSX from January 1997 until March 2002. The hypothesis testing concludes that during the-interval period beta values in the JSX are bias. The bias of beta values can be corrected with Scholes-Williams model, Dimson model, and Fowler-Rorke model. The Fowler-Rorke model gives the best result to reduce the bias than others.]]>
<![CDATA[CHANGE THAT DRIVES INNOVATIVE MANAGEMENT: A CASE STUDY ]]>
<![CDATA[Noviaty Kresna Darmasetiawan]]>
<![CDATA[ Journal of Management and Business Vol 7, No 1 (2008): MARCH 2008 ]]>
Publisher : <![CDATA[Department of Management - Faculty of Business and Economics. Universitas Surabaya. ]]>
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DOI: 10.24123/jmb.v7i1.115
<![CDATA[Innovation requires change. In the business environment, resistance to change is deleterious to organizations. The ability to continuously adapt to change enables firms to achieve sustainable value creation and competitive advantage. Major organizational changes for innovation can anticipate resistance, especially if proposed changes alter values and visions related to the existing order. Change may be viewed in terms of the alteration in activities and tasks of the organization. These may range from subtle modifications in procedures and operations (such as continuous improvement or small incremental steps); to transformational radical changes (such as rapid expansion into international markets, mergers or major restructuring in an organization). On the other hand, for firm to be innovative there must be awareness throughout the organization of the need for innovation. Along with the streamlining of operations and processes to improve product and service delivery, the mindset of employees needs to change. Since innovation is an important factor for future growth of any business venture, change management is required for achieving the required business strategies and practices. This case study was conducted to review change that drives innovative management. It was an exploratory study and had been done by using semi-structured interviews with ten managers. The research questions explored were: What were the drivers of change? How did the drivers support organizational objectives and goals? And what was the resistance to change? This firm had Continuous Innovation or Improvement for its corporate culture, and this research showed that it was the most important driver for its change. It was also found that the most important ingredient for successful change management was employee involvement. Therefore, management should pay more attention to human dimensions when implementing change. They have to invest more time in communicating, training and following up on the change system or process. It is important for management to seek and take into consideration the input from employees into procedures for implementing change.]]>
<![CDATA[CONSUMERS’ INTENTION TO SWITCH FROM PRINTED BOOK TO E-BOOK IN SURABAYA ]]>
<![CDATA[Liander, Kevin]]>;
<![CDATA[Margaretha, Silvia]]>;
<![CDATA[Anandya, Dudi]]>
<![CDATA[ Journal of Management and Business Vol 15, No 1 (2016): MARCH 2016 ]]>
Publisher : <![CDATA[Department of Management - Faculty of Business and Economics. Universitas Surabaya. ]]>
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DOI: 10.24123/jmb.v15i1.280
<![CDATA[The objective of this research is to know the factors that drives consumer to changes their reading behaviour from printed books to e-book using the switching behaviour theory. There are 5 variables that were used in this research, and those variables are new product attributes, social influences, price, switching cost, and intention to switch. This research finds that compatibility, convenience and switching cost have a significant impact on intention to switch, as well as the moderating effect of low switching cost between the relation of compatibility and social influences with intention to switch. ]]>
<![CDATA[IMPORTANCE OF THE PERFORMANCE ANALYSIS (IPA) AND CUSTOMER SATISFACTION FOR DETERMINING THE SERVICE STRATEGIES THROUGH THE SERVQUAL MODEL APPROACH ]]>
<![CDATA[., Kasnadi]]>;
<![CDATA[Indrayani, Rina]]>
<![CDATA[ Journal of Management and Business Vol 18, No 1 (2019): MARCH 2019 ]]>
Publisher : <![CDATA[Department of Management - Faculty of Business and Economics. Universitas Surabaya. ]]>
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DOI: 10.24123/jmb.v18i1.352
<![CDATA[The culinary industry in Bandung is very numerous and varied. So it is necessary to match the level of importance of service products according to costumers and the level of performance that a restaurant has given. This study is to determine the level of customer satisfaction on the quality of restaurant services and to provide suggestions on which service products that become and to determine service strategies. The method used is the method of Importance Performance Analysis (IPA) and the Customer Satisfaction Index (CSI). The results of processing data with the IPA method obtained 6 service products that need attention. The results of data processing from the CSI method show the level of customer satisfaction of 0.682%. Although it meets or is within the criteria of satisfaction, it needs a service strategy by making improvements to product services by providing a clear standard of service time to implement a culture of discipline, maximizing employee training to improve the ability of employees to handle customers, and conducting promotions in the form of price discounts at certain times, and maintaining good relations with suppliers.]]>
