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The South East Asian Journal of Management
Published by Universitas Indonesia
ISSN : -     EISSN : -     DOI : -
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The South East Asian Journal of Management Aim and Scope The South East Asian Journal of Management (SEAM) aims to present the latest thinking and research that test, extends, or builds management theory and contributes to management practice. Contents of the Journal will be of interest to management teachers, student and researchers as well as to practicing managers and material will be analytical rather than descriptive. Whilst a major focus of the journal is on the Asian countries and management issues connected with it, increasingly, global concerns and conceptual topics will be covered. The Journal does not take a narrow view of business and management and will publish in other disciplines if they contribute significantly to problems considered by managers and researchers. To be published in SEAM, a manuscript must make strong empirical and theoretical contributions and highlight the significance of those contributions to the management field. Thus, preference is given to submissions that test, extend, or build strong theoretical frameworks while empirically examining issues with high importance for management theory and practice.
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Articles 5 Documents
Search results for , issue "Vol 1, No 2 (2007): October 2007" : 5 Documents clear
ENTERPRISE FACTORS CONTRIBUTING TO THE SUCCESS OF MALAYSIAN BIOTECHNOLOGY SMES: A GROUNDED THEORY APPROACH Saridan Abu Bakar; Mohamed Sulaiman; Intan Osman
The South East Asian Journal of Management Vol 1, No 2 (2007): October 2007
Publisher : Department of Management, Faculty of Economics and Business, Universitas Indonesia

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Abstract

While numerous empirical studies have been conducted in Western countries on biotechnology enterprises, little empirical research has been done in Malaysia especially in respect to the factors that contribute to the success of biotechnology small and medium enterprises (SMEs). In view of this, a study was undertaken recently in Malaysia to address this gap in the existing body of biotechnology knowledge. Using a grounded theory approach, this qualitative study managed to develop a conceptual framework that sheds useful information on the enterprise factors that significantly impact the success of Malaysian biotechnology SMEs. Specifically, this study found that organizational structure, innovation activities, linkages with academic research institutions, linkages with other private enterprises, personal linkages with academic researchers, access to financial capital, the procuring of government assistances, vertical integration, enterprise image, GMP compliance and halal certification, strongly influence enterprise success.Keywords: biotechnology, SMEs, Malaysia, success, qualitative study, grounded theory
THE EFFECT OF HEADQUARTER INTEGRATION MECHANISMS ON SUBSIDIARIES’ NEW PRODUCT SUCCESS: FROM CONTROL TO COORDINATION MECHANISM Firmanzah Firmanzah
The South East Asian Journal of Management Vol 1, No 2 (2007): October 2007
Publisher : Department of Management, Faculty of Economics and Business, Universitas Indonesia

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Abstract

New product launching (NPL) to the local market by subsidiary managers is a strategic activity, which requires organizational supports from MNC global network. The NPL activity is marked by high level of uncertainty, risk, and market failure. Thus, a headquarter needs to integrate the subsidiary NPL into global strategy. There are two mechanisms to integrate subsidiaries’ activities during NPL process; coordination and control process. By testing the effect of each mechanism on role clarity and functional conflict, I found that coordination mechanism increase role clarity between headquarter and subsidiaries’ managers. In contrast, exercising control mechanism reduces role clarity and functional conflict between headquarter and subsidiaries’ managers during NPL. This research shows that both role clarity and functional conflict increase new product commercial performance introduced by subsidiary in the local market. Keywords: new product launching (NPL), coordination mechanism, control mechanism, and new product performance
ADOPTION OF INNOVATIVE INFORMATION SYSTEMS BY SMES: COMPARING THE ROLE OF FIRM’S ENACTED CAPABILITIES OF ACTIVE ADOPTERS AND NON-ACTIVE ADOPTERS Noor Akma Mohd Salleh
The South East Asian Journal of Management Vol 1, No 2 (2007): October 2007
Publisher : Department of Management, Faculty of Economics and Business, Universitas Indonesia

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Abstract

The adoption of innovative information systems (IS) by small-and medium-sized enterprises (SMEs) across heterogeneous culture, locales, and markets are a critical and an ongoing challenge. Such challenge requires more than just good ideas and extensive resources. It requires organisational capabilities that can be labelled as “enacted capabilities”. This study defines enacted capabilities as the firm’s ability to mobilise and deploy IS-based resources in combination or co-present with other capabilities within SMEs. Consequently, the aim of this study is to make a contribution by empirically examining the enacted capabilities of SMEs in developing countries that may influence the success of innovative IS adoption. In line with this objective, an innovative IS adoption behaviour investigation is conducted particularly as to why some SMEs are able to be enabled for use and utilise innovative IS, while others fail to do so. A survey of 206 of the CEOs/owners from Malaysian SMEs was con-ducted. The innovative IS examined was the government’s electronic procure-ment systems. The findings are consistent with the notion that all SMEs have enacted capabilities. Some SMEs integrate and coordinate them in a different way, depending on the context of each organisation. The findings also indicate that strong enacted capabilities and perceived net benefits affect the SMEs’ ability to perform or assimilate IS related strategic change.Keyword: innovative information systems, enacted capabilities, adoption behaviour
ENTREPRENEURS VS. BUSINESS PLANS: A STUDY OF PRACTICALITY AND USEFULNESS Sam PD Anantadjaya
The South East Asian Journal of Management Vol 1, No 2 (2007): October 2007
Publisher : Department of Management, Faculty of Economics and Business, Universitas Indonesia

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Abstract

Inhigher education, the topic on business plan is relatively studied in great details to note the importance on formulating business plans. Business plans are regarded as the reference point for business people; managers and members of the board of directors, to really realize the business activities. At least, the topic on business plan, which are discussed and studied in universities, ought to have its own value in the real business operations. Many entrepreneurs, however, face difficulties in formulating structural business plans. Many entrepreneurs may not actually formulate business plans as they are regarded important in many classrooms’ teaching, to provide necessary guidance toward corporate governance, opening up new business units, venture agreements, and/or expansion of business operations. Universities should provide connections between what is discussed in classrooms, and the implementation of such discussions in business practices. This research is intended to seek out relationships between the importance of structural business plans, and the practicality and usefulness of business plans for entrepreneurs in young organizations. The reference point for this research is business portfolio theory, both for individual and organization rational theory. One of such means discussed in this paper is the formulation and development of business plans to attract external funding in supporting the needs toward growth.Keywords: entrepreneur, business plan, university, practicality, usefulness
ORGANIZATIONAL MODEL OF THE SOUTHERN ASIA CLUSTER FAMILY BUSINESSES Vipin Gupta; Nancy M. Levenburg; Lynda L Moore; Jaideep Motwani; Thomas V. Schwarz
The South East Asian Journal of Management Vol 1, No 2 (2007): October 2007
Publisher : Department of Management, Faculty of Economics and Business, Universitas Indonesia

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Abstract

Recently, there has been an increased interest in the family business organization. Traditionally, the ideal typical organizational model was one where the management, governance, and ownership entities are kept separate. This principal agent model has been a subject of public debate in the wake of several corporate scandals. In the family business organization, significant management, governance and ownership is often with the members of a family & its trusted partners. It is common in the US to regulate the management, governance, and ownership roles of the family members by using competitive criteria for the involvement of different members. In Southern Asia cluster (Gupta & Hanges, 2004), on the other hand, it is quite common for the family involvement to be holistic and undivided, where the family collectively owns the shares in the family business. In this work, this organizational model of the Southern Asian family businesses is investigated. Keywords: Southern Asia, family business, organizational model

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