PENGARUH PENERAPAN PRAKTEK-PRAKTEK MANAJEMEN STRATEGIS TERHADAP KINERJA UKM DI MAKASSAR
Abstract
The increasingly dynamic market conditions and competition among companies encourage business owners,including small and medium enterprises (SMEs) owners in Indonesia and in other countries to understand how SMEscan be maintained or enhanced their performances. In order to compete, strategic and policy management expertsencourage companies, including SMEs to apply strategic management practices. This study aims to measure how strongthe influence of the implementation of strategic management practices on the performance of SMEs in Makassar,especially the performance associated with sales turnover, Break Even Point (BEP), and profit.This research uses quantitative data with primary data source through interview process and questionnaire. Theinterview process was conducted with the head of the small and medium enterprises (UKM) in Makassar, whereasquestionnaires were distributed directly to 178 respondents by the survey officer. Of the 178 questionnaires distributedto the respondents, 158 of them (88.76%) were eligible to be processed and analyzed.The results show that the strategic management practices such as strategic planning, strategic execution, andstrategic evaluation have a positive and significant impact on sales turnover, BEP achievement, and profits of SMEs,especially in medium-sized of enterprises. But the level of education does not serve as an important factor in moderatingthese strategic management practices against sales turnover, BEP and profits. The study also shows that thedetermination of mission and strategic formulation (part of strategic management practices) have no significant effect onsales turnover, BEP and profits.The results of this research are expected to contribute both to the academic community and to business actors,especially managers and/or owners of SMEs in Makassar. Another practical contribution is to provide inputs to policymakers such as Dinas Koperasi and UMKM Makassar, in order to develop the quality of SMEs to remain competitiveand still exist in an increasingly dynamic and competitive market.Keywords: Strategic planning, sales turnover, break even point (BEP), profitReferences
Analoui, F., dan Karami, A. (2003). Strategic Management in Small and Medium Enterprises (1st ed.). London:
Thomson Learning.
Andersen, T. J. (2000). Strategic planning, autonomous actions and corporate performance. Long Range Planning, 33,
-200.
Andrews, K. R. (1967). The concept of corporate strategy (3rd ed.). Homewood, IL: Irwin.
Ansoff, H. I., dan Bradenburg, G. R. (1971). A language for organization design. Management Science, 17, 705-731.
Bain, J.S. (1968). Industrial Organization (2 ed.). New York: Wiley.
Barney, J.B., dan Clark, D.N. (2007). Resource-based theory: Creating and sustaining competitive advantage. UK:
Oxford University Press
Bordean, O.N., Borza, A., dan Segura, D.G. (2011). A comparative approach of the generic strategies within the hotel
industry: Romania VS. USA. Management and Marketing Challenges for the Knowledge Society. Vol. 6 (4),
-514.
Chen, M. (1996). Competitor analysis and interfirm rivalry: Toward a theoretical
integration. Academy o f Management Review, 21(1), 100-134.
Chong, H. G. (2008). Measuring performance of small-and-medium sized enterprises: the grounded theory approach.
Journal of Business and Public Affairs, 2(1), 1-10.
Chow, C. W., & Van Der Stede, W. A. (2006).The use and usefulness of nonfinancial performance measures.
Management Accounting Quarterly, 7(3), 1-8.
David, Fred R & David, Forest R. 2016. Manajemen Strategik: Suatu Pendapatan Keunggulan Bersaing. Edisi ke-15.
Jakarta: Salemba Empat.
Dincer, O., Tatoglu, E., & Glaister, K. W. (2006). The strategic planning process: Evidence from Turkish firms.
Management Research News, 29(4), 206-219.
Falshaw, J. R., Glaister, K. W., & Tatoglu, E. (2006). Evidence on formal strategic planning and company performance.
Management Decision Journal, 44(1), 9-30.
Grant, R. M. (1998). Contemporary strategy analysis (3rd ed.). Malden, Massachusetts: Blackwell Publishers Ltd.
Hill, C.W.L., dan Jones, G.R. (1995). Strategic Management Theory: an Integrated Approach. (3rd ed.). Texas, USA:
Texas A and M. University.
Huang, C. J. (2006). Strategic planning and dysfunction: The dark side of mandating a formal planning system.
Soochow Journal of Political Science, 22, 47-71.
Laljit, C. R. (2006). The business strategy development among SMEs in the Kwa-Zulu Natal clothing manufacturing
sector. (Master of Business Administration dissertation). Durban University of Technology. Durban.
Mason, E. S. (1939). Price and production policies of large scale enterprises. American Economic Review, 29, 61-74.
Mohutsiwa, M. (2012). Strategic entrepreneurship and performance of SMEs in South Africa. (Master of Management
Dissertation). University of Witwatersrand. Johannesburg.
Murimbika, M. (2011). Influence of strategic management practices on the entrepreneurial orientation of South African
firms in the financial and business services sectors. (Masters Dissertation). University of Witwatersrand.
Johannesburg.
Naidoo, K. K. (2006). The strategic processes of small businesses operating in a turbulent environment: A retail
community pharmacy perspective. (Doctor of Business Leadership Dissertation). University of South Africa.
Pretoria.
Nkulu, M. (2012). The use of strategic planning for small, medium and micro enterprises in the retail industry. (Master
of Commerce Dissertation). University of Johannesburg. Johannesburg.
Odame, A. M. (2007). The relevance of strategic planning for entrepreneurial businesses in South Africa. (Master of
Business Administration dissertation). University of Pretoria.
Omsa, S., Salim, U., Djumahir, Rahayu, M. (2015). Competitive Strategi Orientation and Company Performance in
Selected SMEs Wooden Furniture in Pasuruan City. International Journal of Applied Business and Economic
Research (IJABER). Vol. 13, No. 7. 4659-4676.
O’regan, N., & Ghobadian, A. (2004).The importance of capabilities for strategic direction and performance.
Management Decision, 42(2), 292-312.
Panigyrakis, G. G., & Theodoridis, P. K. (2009). Internal marketing impact on business performance in a retail context.
International Journal of Retail and Distribution Management, 37(7), 600-628.
Parnell, J.A., Lester, D.L. Long, Z., dan Koseoglu, M.A. (2012). How environmental uncertainty affects the link
between business strategy and performance in SMEs Evidence from China, Turkey, and the USA. Management
Decision, 50(4), 546-568.
Phillips, P., Davies, F., & Moutinho, L. (2000). The interactive effects of strategic planning on hotel performance: a
neural network analysis. Management Decision Journal, 37(3), 279-288.
Phillips, P. (2000). The strategic planning/finance interface: Does sophistication really matter? Management Decision,
(8), 541-549.
Porter, M.E. (1980). Competitive strategy: Techniques for analyzing industries and competitors. New York: Free Press.
Punn, K. F., & White, A. S. (2005). A performance measurement paradigm for integrating strategy formulation: A
review of systems and frameworks. International Journal of Manage ment Reviews, 7(1), 49-71.
Sum, C., Jukow, L., & Chen, S. (2004).Taxonomy of operations strategies of high performing small and medium
enterprises in Singapore. International Journal of Operations and Production Management, 24(3), 321-345.
Tang, T., & Zhang, Y. (2005). Marketing strategy and business performance of small construction firms in China.
Macquarie Graduate School of Management working papers in management: 1-12. March.50.
Verbeen, F. H. M., & Boons, A. N. A. M. (2009). Strategic priorities, performance measures and performance: An
empirical analysis in Dutch firms. European Management Journal, 27, 113-128
