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Gadjah Mada International Journal of Business
Published by Universitas Gadjah Mada
ISSN : 14111128     EISSN : 23387238     DOI : -
Core Subject : Economy,
Economics, Econometrics & Finance
Gadjah Mada International Journal of Business (GamaIJB) is a peer-reviewed journal published three times a year (January-April, May-August, and September-December) by Master of Management Program, Faculty of Economics and Business, Universitas Gadjah Mada. GamaIJB is intended to be the journal for publishing articles reporting the results of research on business, especially in the context of emerging economies. The GamaIJB invites manuscripts in the various topics include, but not limited to, functional areas of management, accounting, international business, entrepreneurship, business economics, risk management, knowledge management, information systems, ethics, and sustainability.
Arjuna Subject : -
Articles 10 Documents
 1 
Search results for , issue "Vol 9, No 3 (2007): September - December" : 10 Documents clear
Hierarchical level oF managers’ abilities: A Moderator between Quality Management Practices and Company Financial Performance Ciptono, Wakhid Slamet
Gadjah Mada International Journal of Business Vol 9, No 3 (2007): September - December
Publisher : Master of Management, Faculty of Economics and Business, Universitas Gadjah Mada

Show Abstract | Download Original | Original Source | Check in Google Scholar | Full PDF (430.012 KB)

Abstract

This study investigates the moderating impacts of hierarchical level of managers’ abilities on the form and strength of all structural relationships between quality management practices and company financial performance. This study describes the structural relationships among the research constructs —six critical factors of quality management practices (quality improvement program, supervisory leadership, supplier involvement, management commitment, training to improve products/services, cross-functional relationships); the contextual factors of oil and gas companies—world-class performance in operations (world-class company practices, operational excellence practices, company non-financial performance); and company financial performance. It uses a sample of 1,332 managers in 140 strategic business units (SBUs) within 49 oil and gas companies operating in Indonesia. The empirical results indicate that the goodness-of-fit of the unconstrained model is much better than that of the constrained model, and this is an indicator that hierarchical level of managers’ abilities moderates all structural relationships among the research constructs. Hence, the hierarchical level of managers’ abilities acts as a moderating variable of the whole model (i.e., among critical factors of quality management practices, world-class company practices, operational excellence practices, company non-financial performance, and company financial performance). It means that the major contribution of the hierarchical level of managers’ abilities is how to make changes in the organizational system. Top level managers’ abilities are deemed the most capable of making significant changes because of their broad sources of power and influence. Conversely, lower level managers’ abilities find it more difficult making significant changes in the system because of bureaucratic control processes that limit their actions —powerlessness or a chronic lack of autonomy. Compared to the hierarchical level of managers’ abilities, the degree of autonomy may be a more comprehensive contribution in reference to managers’ abilities to influence an organizational system. Autonomy may not only act as a person enhancer to increase internal work motivation, but it may also serve to moderate the extent to which individuals are able to significantly influence a system. In addition, involvement and empowerment of all organizational members (including managers) in cooperative and collaborative (interactive) efforts to achieve quality improvements appear to be a key element to TQM. Results further reveal that world-class performance in operations (world-class company practices, operational excellence practices, and company non-financial performance) positively mediates the impact of critical factors of quality management practices on company financial performance. Results also point out that three out of six critical factors of quality management practices are positively associated with world-class company practices and operational excellence practices under the moderating of hierarchical level of managers’ abilities. World-class company practices and operational excellence practices have direct and significant effects on company non-financial performance. Furthermore, empirical results suggest that there is a positive and significant relationship between company non-financial performance and company financial performance.
Imaginative Experience: A Narrative-Dialogic Ethnography of the Community Who Adores Its Idol Ardianto, Eka
Gadjah Mada International Journal of Business Vol 9, No 3 (2007): September - December
Publisher : Master of Management, Faculty of Economics and Business, Universitas Gadjah Mada

Show Abstract | Download Original | Original Source | Check in Google Scholar | Full PDF (580.427 KB)

Abstract

Managing customer loyalty becomes an important activity in marketing management. One of the reasons is that loyal consumers tend to make good financial performances to producer. Unfortunately, gaining a loyal customer is not a trivial activity since there are gaps to understand consumer experience comprehensively. To fulfill the gaps, this article explores imaginative experience of the community who adores its idol in the light of cultural perspective. The members of the community who adores its idol experience the imaginative experience. The author argues that those phenomena are cultural perspective, because they are meaningful to the members. Through narrative-dialogic ethnography, the author builds the concept of imaginative experience that through the imaginative media, the members do narrative-dialogic between “the realm of areal” and “the realm of afotik” then activate the imaginative relations in “the realm of aktinik”. Every member constructs its imaginative relations into imaginative constructions formed in a personal story. Managing imaginative experience could benefit the company. It can be the “Imaginative Experience Management” (IEM) that accommodates imaginative consumers’ experiences with the company’s products deeply and sustainably through managing the story of its consumers’ imaginative experiences. It can also be linked to the customer loyalty programs. In this matter, IEM should be integrated with brand management.
Organizational Justice as an Antecedent of Job Performance Nasurdin, Aizzat Mohd.; Khuan, Soon Lay
Gadjah Mada International Journal of Business Vol 9, No 3 (2007): September - December
Publisher : Master of Management, Faculty of Economics and Business, Universitas Gadjah Mada

Show Abstract | Download Original | Original Source | Check in Google Scholar | Full PDF (220.027 KB)

Abstract

The present research examines the influence of organizational justice (distributive justice and procedural justice) on predicting job performance (task performance and contextual performance). Survey data were drawn from a sample of 136 customer-contact employees within the telecommunications industry in Malaysia. Results of the regression analysis illustrate that distributive justice alone has a significant and positive relationship with task performance. On the other hand, only procedural justice is found to be significantly and positively related to contextual performance. Implications of the findings and directions for future research are highlighted.
Program Perceived Value and Program Satisfaction Influences on Store Loyalty: Insights from Retail Loyalty Progam Omar, Nor Asiah; Musa, Rosidah; Nazri, Muhamad Azrin
Gadjah Mada International Journal of Business Vol 9, No 3 (2007): September - December
Publisher : Master of Management, Faculty of Economics and Business, Universitas Gadjah Mada

Show Abstract | Download Original | Original Source | Check in Google Scholar | Full PDF (276.832 KB)

Abstract

Investigations to determine whether program perceived value could influence program satisfaction, program card loyalty and store loyalty are critical to elucidate the roles and significance of the constructs and advancing management practice. Accordingly, in line with this research direction, this study aims to assess the effects of program perceived value offered by few leading retail superstores and departmental stores in Malaysia on its members’ loyalty towards the store. The data set utilized in this study has been obtained via quota sampling technique, where a sample of 153 retail loyalty programs’ members was analyzed. An integrative conceptual model was developed and tested using Structural Equation Modeling using AMOS program. The results exemplify that program perceived value is a strong driver of program satisfaction and program card loyalty. Unexpectedly, program perceived value is not a significant predictor of store loyalty but, it has an indirect effect on store loyalty mediated by program satisfaction. Continuous plea in marketing management is to make marketing instruments more efficient. In recent years introduction of customer relationship marketing instruments is strongly advocated, both in marketing theory and practice. Several researchers (e.g., Berry 1983; Berry and Parasuraman 1991; and Gronroos, 1994) have changed the focus of a marketing orientation from attracting short-term, discrete transactional customers to retaining long-lasting, intimate customer relationships. In fact Roberts, Varki, Brodie (2003), further suggested that it is best to describe relationship marketing as the formation of “bonds” between the company and the customer. Achieving an effective relationship in a consumer context is considered to be even more challenging than it is in a business-to-business context, given the generally more polygamous character of consumers as opposed to business customers (Keng and Ehrenberger 1984; Pressey and Matthews 1998).
Behavior of Stock Price Variability over Trading and Nontrading Periods, and Daily Return Volatility Sumiyana, Sumiyana
Gadjah Mada International Journal of Business Vol 9, No 3 (2007): September - December
Publisher : Master of Management, Faculty of Economics and Business, Universitas Gadjah Mada

Show Abstract | Download Original | Original Source | Check in Google Scholar | Full PDF (355.569 KB)

Abstract

This study examined the behavior of stock price variability over trading and nontrading periods, and daily return volatility. This study used intraday data in Indonesia Stock Exchange. Sample was taken from the firms listed in LQ 45 indexes for the year of 1999-2006. The behavior of stock price variability and daily return volatility, according to previous theories, is influenced by the array of public and private information.This study concludes that return variance over trading and nontrading periods, along with overnight and lunch break nontrading session, and the first and second trading session, has differed significantly. In addition, daily return volatility is also not identical significantly. Subsequently, this study used size, trading volume, bid-ask spreads and up-down market as control variables. This study contradicts to all prior studies. This study especially suggests contra evidence in comparisons with previous concepts and theories in regards to size, trading volume, bid-ask spreads, and up-down market as control variables.
Hierarchical level oF managers’ abilities: A Moderator between Quality Management Practices and Company Financial Performance Wakhid Slamet Ciptono
Gadjah Mada International Journal of Business Vol 9, No 3 (2007): 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 (430.012 KB) | DOI: 10.22146/gamaijb.5591

Abstract

This study investigates the moderating impacts of hierarchical level of managers’ abilities on the form and strength of all structural relationships between quality management practices and company financial performance. This study describes the structural relationships among the research constructs —six critical factors of quality management practices (quality improvement program, supervisory leadership, supplier involvement, management commitment, training to improve products/services, cross-functional relationships); the contextual factors of oil and gas companies—world-class performance in operations (world-class company practices, operational excellence practices, company non-financial performance); and company financial performance. It uses a sample of 1,332 managers in 140 strategic business units (SBUs) within 49 oil and gas companies operating in Indonesia. The empirical results indicate that the goodness-of-fit of the unconstrained model is much better than that of the constrained model, and this is an indicator that hierarchical level of managers’ abilities moderates all structural relationships among the research constructs. Hence, the hierarchical level of managers’ abilities acts as a moderating variable of the whole model (i.e., among critical factors of quality management practices, world-class company practices, operational excellence practices, company non-financial performance, and company financial performance). It means that the major contribution of the hierarchical level of managers’ abilities is how to make changes in the organizational system. Top level managers’ abilities are deemed the most capable of making significant changes because of their broad sources of power and influence. Conversely, lower level managers’ abilities find it more difficult making significant changes in the system because of bureaucratic control processes that limit their actions —powerlessness or a chronic lack of autonomy. Compared to the hierarchical level of managers’ abilities, the degree of autonomy may be a more comprehensive contribution in reference to managers’ abilities to influence an organizational system. Autonomy may not only act as a person enhancer to increase internal work motivation, but it may also serve to moderate the extent to which individuals are able to significantly influence a system. In addition, involvement and empowerment of all organizational members (including managers) in cooperative and collaborative (interactive) efforts to achieve quality improvements appear to be a key element to TQM. Results further reveal that world-class performance in operations (world-class company practices, operational excellence practices, and company non-financial performance) positively mediates the impact of critical factors of quality management practices on company financial performance. Results also point out that three out of six critical factors of quality management practices are positively associated with world-class company practices and operational excellence practices under the moderating of hierarchical level of managers’ abilities. World-class company practices and operational excellence practices have direct and significant effects on company non-financial performance. Furthermore, empirical results suggest that there is a positive and significant relationship between company non-financial performance and company financial performance.
Imaginative Experience: A Narrative-Dialogic Ethnography of the Community Who Adores Its Idol Eka Ardianto
Gadjah Mada International Journal of Business Vol 9, No 3 (2007): 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 (580.427 KB) | DOI: 10.22146/gamaijb.5592

Abstract

Managing customer loyalty becomes an important activity in marketing management. One of the reasons is that loyal consumers tend to make good financial performances to producer. Unfortunately, gaining a loyal customer is not a trivial activity since there are gaps to understand consumer experience comprehensively. To fulfill the gaps, this article explores imaginative experience of the community who adores its idol in the light of cultural perspective. The members of the community who adores its idol experience the imaginative experience. The author argues that those phenomena are cultural perspective, because they are meaningful to the members. Through narrative-dialogic ethnography, the author builds the concept of imaginative experience that through the imaginative media, the members do narrative-dialogic between “the realm of areal” and “the realm of afotik” then activate the imaginative relations in “the realm of aktinik”. Every member constructs its imaginative relations into imaginative constructions formed in a personal story. Managing imaginative experience could benefit the company. It can be the “Imaginative Experience Management” (IEM) that accommodates imaginative consumers’ experiences with the company’s products deeply and sustainably through managing the story of its consumers’ imaginative experiences. It can also be linked to the customer loyalty programs. In this matter, IEM should be integrated with brand management.
Organizational Justice as an Antecedent of Job Performance Aizzat Mohd. Nasurdin; Soon Lay Khuan
Gadjah Mada International Journal of Business Vol 9, No 3 (2007): 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 (220.027 KB) | DOI: 10.22146/gamaijb.5593

Abstract

The present research examines the influence of organizational justice (distributive justice and procedural justice) on predicting job performance (task performance and contextual performance). Survey data were drawn from a sample of 136 customer-contact employees within the telecommunications industry in Malaysia. Results of the regression analysis illustrate that distributive justice alone has a significant and positive relationship with task performance. On the other hand, only procedural justice is found to be significantly and positively related to contextual performance. Implications of the findings and directions for future research are highlighted.
Program Perceived Value and Program Satisfaction Influences on Store Loyalty: Insights from Retail Loyalty Progam Nor Asiah Omar; Rosidah Musa; Muhamad Azrin Nazri
Gadjah Mada International Journal of Business Vol 9, No 3 (2007): 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 (276.832 KB) | DOI: 10.22146/gamaijb.5594

Abstract

Investigations to determine whether program perceived value could influence program satisfaction, program card loyalty and store loyalty are critical to elucidate the roles and significance of the constructs and advancing management practice. Accordingly, in line with this research direction, this study aims to assess the effects of program perceived value offered by few leading retail superstores and departmental stores in Malaysia on its members’ loyalty towards the store. The data set utilized in this study has been obtained via quota sampling technique, where a sample of 153 retail loyalty programs’ members was analyzed. An integrative conceptual model was developed and tested using Structural Equation Modeling using AMOS program. The results exemplify that program perceived value is a strong driver of program satisfaction and program card loyalty. Unexpectedly, program perceived value is not a significant predictor of store loyalty but, it has an indirect effect on store loyalty mediated by program satisfaction. Continuous plea in marketing management is to make marketing instruments more efficient. In recent years introduction of customer relationship marketing instruments is strongly advocated, both in marketing theory and practice. Several researchers (e.g., Berry 1983; Berry and Parasuraman 1991; and Gronroos, 1994) have changed the focus of a marketing orientation from attracting short-term, discrete transactional customers to retaining long-lasting, intimate customer relationships. In fact Roberts, Varki, Brodie (2003), further suggested that it is best to describe relationship marketing as the formation of “bonds” between the company and the customer. Achieving an effective relationship in a consumer context is considered to be even more challenging than it is in a business-to-business context, given the generally more polygamous character of consumers as opposed to business customers (Keng and Ehrenberger 1984; Pressey and Matthews 1998).
Behavior of Stock Price Variability over Trading and Nontrading Periods, and Daily Return Volatility Sumiyana Sumiyana
Gadjah Mada International Journal of Business Vol 9, No 3 (2007): 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 (355.569 KB) | DOI: 10.22146/gamaijb.5590

Abstract

This study examined the behavior of stock price variability over trading and nontrading periods, and daily return volatility. This study used intraday data in Indonesia Stock Exchange. Sample was taken from the firms listed in LQ 45 indexes for the year of 1999-2006. The behavior of stock price variability and daily return volatility, according to previous theories, is influenced by the array of public and private information.This study concludes that return variance over trading and nontrading periods, along with overnight and lunch break nontrading session, and the first and second trading session, has differed significantly. In addition, daily return volatility is also not identical significantly. Subsequently, this study used size, trading volume, bid-ask spreads and up-down market as control variables. This study contradicts to all prior studies. This study especially suggests contra evidence in comparisons with previous concepts and theories in regards to size, trading volume, bid-ask spreads, and up-down market as control variables.

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