Challenges and Strategies for Management and Business Education: Addressing the Case of Relevance

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i The 2015 International Conference of Management Sciences (ICoMS 2015), April 23, UMY, Indonesia

The 2015 International Conference of Management Sciences (ICoMS 2015)

Thursday, April 23 2015

Universitas Muhammadiyah Yogyakarta, Indonesia

Chair Person

Retno Widowati PA, Ph.D

Reviewers:

1.

Prof. Shu-Hsien Liao (Tamkang University, Taiwan)

2.

Prof. Dr. Zainal Abidin bin Mohamed (USIM, Malaysia)

3.

Prof. Dr. Heru Kurnianto Tjahjono (Universitas Muhammadiyah Yogyakarta)

4.

Assoc. Prof. Dr. Kalsom Abdul Wahab (USIM, Malaysia)

5.

Assistant Prof. Dr. Thanet Wattanakul (Khon Kaen University, Thailand)

6.

Dr. Nattanin Ueasin (Khon Kaen University, Thailand)

7.

Dr. Indah Fatmawati (Universitas Muhammadiyah Yogyakarta)

8.

Dr. Masyhudi Muqorobin (Universitas Muhammadiyah Yogyakarta)

9.

Retno Widowati PA, Ph.D (Universitas Muhammadiyah Yogyakarta)

10.

Dr. Nano Prawoto (Universitas Muhammadiyah Yogyakarta)

11.

Dr. Rizal Yaya, Ak., CA. (Universitas Muhammadiyah Yogyakarta)

Moderators:

Room A: Dr. Indah Fatmawati

Room B: Dr. St Dyah Handayani, MM & M. Imam Bintoro, S.E., M.Sc.

Room C: Dr. Rizal Yaya, Ak., CA

Room D: Prof. Dr. Heru Kurnianto Tjahjono

Web Operator Assistant:

Pradita Ningrum

Administration Assistant:

Nur Adawiyah


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ii The 2015 International Conference of Management Sciences (ICoMS 2015), April 23, UMY, Indonesia

Preface ICoMS 2015

The 2015 International Conference on Management Science

April 23 2015

Universitas Muhammadiyah Yogyakarta, Indonesia

Dear Presenters and Delegates,

Department of Management, Economics Faculty, University of Muhammadiyah Yogyakarta, in collaboration with the Khon Kaen University Thailand, USIM Malaysia, Tamkang University in Taiwan, organized an International Conference which will be held on December 23 April 2015.

We are proud to know that there is a thick manuscript submissions came to our table for this conference. In detail, there are 36 international academic manuscript which we received from Indonesia, Malaysia, Thailand, Taiwan.

Our international conference is a manifestation of the Government of Indonesia through the Directorate General of Higher Education, which has encouraged the internationalization of research and teaching in order to foster high-caliber academic institutions globally and increase competitiveness in Internasional Higher Education.

We are very confident that our presenters and delegates will get a lot of ideas together and experience of this conference. In addition, our participants will enjoy additional insight from our plenary session keynote speakers, namely, Prof. Zainal Abidin, Ph.D. from USIM Malaysia, an international Strategic Management expert.

Through this conference, we are committed to promote and improve our mission and academic culture synthesize global progress with local knowledge. Therefore, it is my great honor to welcome you to ICoMS 2015 in great cultural city of Yogyakarta, Indonesia. I look forward to seeing you soon in the conference.

Best wishes,

Retno Widowati PA, Ph.D. Chair of ICoMS 2015


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iii The 2015 International Conference of Management Sciences (ICoMS 2015), April 23, UMY, Indonesia

TABLE OF CONTENTS

The 2015 International Conference of Management Sciences (ICoMS 2015)

Thursday, April 23 2015

Universitas Muhammadiyah Yogyakarta, Indonesia

No

Article

Page

Reviewers & Moderators

i

Opening Remark

ii

Table of Contents

iii

Room A

Moderator:

Dr. Indah Fatmawati, M.Si.

1

1

Value Creation of SMEs Through Relational Capabilities 2

2 Building Favorable Destination Through Branding Capability 14

3 The Effectiveness of the use of internet marketing in Batik industry in Giriloyo Bantul, Indonesia

20 4 Marketing Campaigns Grounding Ambidexterity: Mandatory Skill of

Salesperson

27 5 Developing the Selling Relationship Quality to Improve the Performance of

Sales Person in Pharmaceutical Industry in The Daerah Istimewa Yogyakarta

37

6 Consu er Consu ption of Dates and Goat’s Milk:

An Exploratory Study

48 7 The Moderating Effects of Need For Cognition on Framed Message

Promoting Electricity Energy Saving Behavior

66

Room B

Moderator:

Dr. St Dyah Handayani, MM, & M. Imam Bintoro, S.E., M.Sc.

81

8 Strengthening Salesperson Performance Quality of Mesmerizig Business Offering to Winning Customer Heart

82 9 Flexibility Networking Capability, Entreprenenurial Oerientation on

Business Performance

89 10 An Analysis of Antecedents and Consequences of Brand Commitment the

Empirical Study on Branded Laptop In Indonesian

96 11 The Impact of Communication Effectiveness And Service Quality on

Relationship Commitment

110 12 Gaining Competitive Advantage through Business Process Reengineering

(BPR)

117 13 The Influence of Management Information System E-Learning to Net

Benefit in Yogyakarta Private University Using Delone and McLean’s 00 Model


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iv The 2015 International Conference of Management Sciences (ICoMS 2015), April 23, UMY, Indonesia

14 The Effect of Product Attributes, Price, Need for Variations and Consumer Dissatisfaction on Brand Switching Behavior of Face Cream Product Brands

in Yogyakarta, Indonesia

137

Room C

Moderator:

Dr. Rizal Yaya, Ak., CA

145

15 Challenges and Strategies for Management and Business Education: Addressing the Case of Relevance

146 16 Release of Sbi Interest Rate and Stock Trading Volume on the Herding

Behavior of Indonesian Investors

156 17 Waqf Manejemen and Administration: Role of State Islamic Religious

Cauncil Negeri Sembilan (MAINS). Malaysia

166 18 Development in Northeast Regional Thailand: A Case Study National

Economic and Social Development Plan

173 19 Integration Of Halal Compliance and Islamic Financing: Analysis of

Industries In Malaysia

179 20 Key Succes Factor Performance Balanced Scorcard:

Effect of Public Service Quality And Good Governance on The Performance of Public General Hospital of Cilacap (Survey in Cilacap District General

Hospital)

185

21 Muslims Participation in cash waqf : the Case in malaysia 193

22

Room D

Moderator:

Prof. Dr. Heru Kurnianto Tjahjono

197

23 Antecedents and Consequences of Service Culture in The Public Sector Services Company in Bengkulu

198 24 Structural Equation Modeling Qorganizational Culture, Internal Marketing

and Knowledge Management in Private Hospital Company in Bengkulu

206

25 Unified Knowledge Sharing as Antecedent to

the Implementation of Organizational Innovation

214

26 Organizational Commitment Among Professions 221

27 Mediating Role of Job Satisfaction on Effects of Compensation Distributive Justice, Compensation Procedural Justice, Person Organization Fit (PO-Fit)

on Organizational Commitment

227

28 Analysis the Influence of Quality Work Life on Job Satisfaction and Employee Performance

236 29 The Influence of Islamic Work Ethic on Organizational Commitment with

Intrinsic Motivation and Job Satisfaction as an Intervening Variable


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The 2015 International Conference of Management Sciences (ICoMS 2015), April 23, UMY, Indonesia 1

Room A

Moderator:

Dr. Indah Fatmawati, M.Si.

Paper ID MP.001 : Value Creation of SMEs Through Relational Capabilities Nur Yakin & Mulyo Budi Setiawan

Paper ID MP.004 : Building Favorable Destination Through Branding Capability Jasanta Peranginangin

Paper ID MP 25: The Effectiveness of the use of internet marketing in Batik industry in Giriloyo Bantul, Indonesia

Mohammad Rianda Al Rasyid, Retno Widowati PA, & Misbahul Anwar

Paper IDMP 012: Marketing Campaigns Grounding Ambidexterity: Mandatory Skill of Salesperson

Dwi Suryanto Hidayat

Paper ID MP 016: Developing the Selling Relationship Quality to Improve the Performance of Sales Person in Pharmaceutical Industry in The Daerah Istimewa

Yogyakarta

Ida Bagus Nyoman Udayana

Paper ID L.106: Consu er Consu ption of Dates and Goat’s Milk: An Exploratory Study

Asmaddyharis, Zurinakefeli, Sitinuraziramohddaud, Nurulaini Muhamed, Nursilahah Mad, & Syadiyah Abdul Shukor

Paper ID MP 022: The Moderating Effects of Need For Cognition on Framed Message Promoting Electricity Energy Saving Behavior


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The 2015 International Conference of Management Sciences (ICoMS 2015), April 23, UMY, Indonesia

2

VALUE CREATION OF SMEs THROUGH

RELATIONAL CAPABILITIES

Nuryakin1, Mulyo Budi Setiawan2

1

Ph.D Program Marketing of Diponegoro University, Semarang

(norsbri@yahoo.com)

2

Ph.D Program Marketing of Diponegoro University, Semarang

(mulyobudisetiawan@gmail.com)

ABSTRACT

This paper reports the empirical research findings on the study of relational capabilities (RC) and identify the effect of value creation (VC) and customer response capability (CRC) to enhance business performance in the context of SMEs. This paper developed and investigated the research gap of the effect of relational capabilities on business performance. This article will also contributes to the debat and other perspective on the impact of relational capabilities on business performance. Data were collected from 154 SMEs of the Wooden Furniture Cluster in central Java, Indonesia. After validating with the Confirmatory Factor Analysis (CFA), SEM analysis was applied to measures the direct and indirect effect of relational capabilities on business performance of SMEs. The results show that there are positive impacts of relational capabilities on business performance, and value creation. In addition, the impact of customer response capability on business performance and value creation was also positive. And in addition, the results also show a positive impact between value creation on business performance. The implications of the results is discussed under future research section. This article will also contributes to the debat and other perspective on the impact of relational capabilities on business performance.

Keyword : Relational Capabilities, Customer Response Capability, Value Creation, Business Performance.

Backgroud to the Research

Asean Economic Community (AEC) 2015 has become a current issues on the business and science. The issues is a very important activities to develop of an region through economic change and business competitiveness, moreover, on the Small Medium Enterprises (SMEs) to enhance international market performance.

A previous studies of the role small and medium enterprises (SMEs) explains how relational capabilities can enhance a capacity of customers in a domains international market (Zohdi et al. 2013; Roy 2012; Hormiga et al. 2011; Fazli et al. 2013; Daou et al. 2013; Agndal and Chetty 2007a; Abiola 2013). Cooperation with others relationship in the small and medium enterprises (SMEs) can be develop networking capability and achieve superior performance (Roy 2012). Furthermore, the empirical investigations have shown the issues of small medium enterprises to develop relationship marketing. Within the SMEs perspective Agndal and Chetty (2007b) investigate how social relationship in the contexs market turbulence in international performance. Therefore, the limitation of resources SMEs look for cooperative relationship with foreign partners.

The determinant of relationship capabilities of the small and medium enterprises (SMEs) in international markets has been discussed in the

previous study. Based on literature review the role of business networking and customer orientation is a antecedent of business performance (Taghieh et al. 2013; Roy 2012; Raza 2012; Mu et al. 2008; Mitrega 2012). The others study described that relational capabilities is a power injection to customer value creation and innovation performance (Ngugi et al. 2010). Relational capabilities is a multidimensional construct, but it is difference aspect on a business contexs. For example Mitrega (2012) described relational capabilities is internal factors in the organization to achieve customer value creation by a quality of relational. Furthermore, the quality of relational is a dominant factor to enhance a superior performance.

In the other perspective, the role of small and medium enterprises (SMEs) through networking capabilities with a business association is a power to achieve the international market (Matthyssens et al. 2008; Hutchinson et al. 2006; Benedetto and Song 2003; Acedo and Casillas 2007). But, on the other argue the resources and the limited number of sources of funding and made problems in the small and medium enterprises. That problem is the control made for the sme practitioners develop their business.

Porter (1985) explains that companies must be strength production capabilities to specificity and be able to market performance. One of the efforts to creating of the superior product can be creating the


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3

value of products and product innovations that are a

could be identified (Solitander and Tidström 2010; O'Cass and Sok 2013). Moreover, differentiation is a becoming company to effort and ability the value of product and services at the superior prices in the contexs barrier in the market entry by low cost and competitive, unique or superior.

Barney (1991) asserts that firm develops sustainable competitive advantage by leveraging the internal resources that its posses. Furthermore these resources are described as unique, rare, nonsubstitutable and difficult to imitate by rival firms, and included all assets and capabilities. In the business and environment turbulence perspective, others organization not regard the produced by strategic resources to implementing a strategy. Yeniyurt et al. (2005) investigate the role and important organization to entry the global market. The organization have competence in the knowledge and resources to developing knowledge on customers, competitor, and suppliers by coordination and supply chain.

The impact of relational capabilities on business performance is a debateble in the others perspective. Some evidence the other research of the impact capabilities is not supported to business performance. For example, Moen et al. (2008) argued the utilization of technology especially to search information have a negative relation on satisfaction in the new market knowledge development. The others study explain interfirm cooperations is a negative impact on business performance James G Combs and Jr (1999).

The aims of this study is to empirically study the concept of value creation to fulfill a gap research relational capabilities on business performance. This study is a testing the concept of value creation to a bridging variable on enhance business performance. Value creation is the concept in the organizational by ability and created value added in relational organization by networking mutually.

Review of Literature and Hypotheses Development

The theoretical review in this study based on theories about the value creation, business performance,

relational capabilities, and customer response capability. In this study was also literature review to a prove the concept of the value creation and to fulfill and solutions the results of gap research between relational capabilities to enhance business performance.

Value Creation and Business Performance

To create new or better products, firms need to reallocate resources, to combine new resources, or to combine existing resources in new ways (Tsai and Ghoshal 1998). The study of Porter (1985) develop a basic theories of a value chain. Porter analysis in the value creation on business level. Therefore in the study analysis of a value chain explore the main activity company, having the direct effect on value creation, and support program to impact of value and enhancing performance. Moreover, Porter analysis explain the value can be created a differentiation through activities to make a products and services to impact on superior performance.

Based on previous study we can described the creation of the organizational was the variables of the determinants of the business innovation (O'Cass and Sok 2013). The role of manager and the employee is very important for the value creation. The results of the study shown the innovations have a positive effect on the firm ability to offering a values and enhancing business performance. Clarke and Fuller (2011) describe the role of the social partnership in the inter firm relationship which a strategic collaborative focused on organization performance.

The study is to develop a value creation in the small and medium enterprises (SMEs) in the furniture exsport oriented industry is Central Java. Value creation of products for SMEs is accumulation from a SMEs with the buyer, suppliers and manufacturing enterprises through internal resources development. The value creation process on a SMEs of furniture industry in Indonesian can be seen in the figure 1.


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Value Created :  Market information, Product innovation

 International Standaritation, Price competition

Value Created :  Skill , Competence

 Capability, Ability

 Ekperience

Value Created :  Production supported material, Quality

of material

Value Created :  Production quality, Job Order

 Product Legal

Figure 1. The model: Value Creation of SMEs Furniture

As can be observed from Figure 1, we include the value creation of SMEs furniture of the 4D-model and have positioned this in the centre of the model. The idea that the essence of producing a SMEs is to provide a solution or an experience can be traced to several authors. The 4D-model inside a relational SMEs with resources, buyer, supplier, and the manufacture.

The others studies explained that creation is a key in product innovation to achieve business performance (Viljakainen and Toivonen 2014; Sørensen and Jensen 2015; Lefaix-Durand et al. 2005; Gurau 2004). For example, Gurau (2004) explained that the concept of the value creation is related to internal activities in a value creation for customers. Consist of internal activity to design product, market, supply chain and others activities to support product creation. Lefaix-Durand et al. (2005) explains the model interfirm relationship and value creation. The model of value creation process can be develop through a process of cooperation in internal business. Interfirm relationship are at the very core of new trends in the present business environment, trends such as market orientation, time based competition, supply-chain management, strategic partnership on business.

Banyte and Dovaliene (2014b) investigate the relations between customer engagement into value creation and customer loyalty. Moreover, the study is result showed that relations between customer engagement with value creation and customer loyalty are analysed in an integrated manner through direct and indirect relation between the two constructs. Based on previous studies, and literature review we proposes:

H1 : The higher of the value creation, the higher will the business performance be for the SMEs.

Relational Capabilities, Value Creation and Business Performance

The importance of relationship capabilities to firms of small size in international markets has been highlighted in the literature. Specifically, building a strong and close partnership or also known as relationship quality to developing the competitive ability of small businesses (Ismail et al. 2014).

Relational capabilities is an important assets in the internal resources capabilities contexs (Zohdi et al. 2013; Ngugi et al. 2010; Hormiga et al. 2011; Fazli et al. 2013). Relational ability relating to focused on achieve a access knowledge, supporting innovation and the creation of a competitive advantage (Smirnova et al. 2011). Moreover, relational capabilities has assumed a exchange business relationship and an effort to develop information specific and the relationship of the business through the other knowledge.

Day and Van den Bulte (2002) define relational capabilities is a organization ability to communication, coordination and manage business interaction. Furthermore, the aspect of relational capabilities is internal capabilities issues in the future study. The concept of relational capabilities describe three dimention, the configuration process ability, customer response capabilities, and business controlling ability ((Dyer and Singh (1998), Jacob (2006)).

Relational capabilities is a current issues on the interaction business. For example Ayios (2004) studies has focused on understanding the behavior of relational the ability of organization and the role of corporate culture in the business relationship .This has a strength perspective that the role of the relation of inter relationship to be a very important. In other studies Butler and Purchase (2008) explained the effort to create trust among organization, but the higher levels of interpersonal organization.

Value Creation of

SMEs

Buyer

Resources

Manufacture

Supplier


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Resource based view (RBV), internal

capability determine the root of sustainable competitive advantage an organization (Barney 1991). For example internal capability is a brand legality, technology knowledge, and skills of production that is a difference by competitor (Lee et al. 2001). The resources capability can be applied to technological organization, for example in the others studies ((Moen et al. 2008), (Lin and Chen 2007; Ismail and Mamat 2012; Mohannak 2007)). Dakhli and De Clercq (2004) examines the effects of dimention of social capital in the relational capabilities contexs, such as human capital and social capital in the value creation of the business by innovation. The study using concept a social capital by trust, the relationship of business, norms and behavior to testing the relationship between of social capital and innovation.

Smirnova et al. (2011) asserts the relationship of market orientation in the development of relational capabilities and the business performance that shown that market orientation as to customer orientation dimensions, influence positive on relational capabilities. Relational capabilities influence in a business performance. Lee et al. (2001) explain the relation between internal capability and external networking can achieve business performance.

The results of regression models shown three dimensions of the impact of internal capability on the innovation performance. The interaction between internal capability based on partnership relationship can enhancing on performance. Customer relationship, relational with supplier, interfirm networking and corporate reputation can achieve of the successfull of the business performance (Hormiga et al. 2011). Borchert and Bruhn (2010) concluded that human capital, relational capital, team performance and size of company can influence on business performance. Based on previous studies, and literature review we proposes:

H2 : The higher the relational capabilities, the higher the business performance will be for the SMEs.

Relational capabilities can impact value creation of product based on customer orientation and develop business networking (Zohdi et al. 2013; Ngugi et al. 2010; Lee et al. 2001; Fazli et al. 2013; Elango and Pattnaik 2007). Ngugi et al. (2010) asserts relational capabilities can creation by human relational capability, technological relational capability, managerial systems relational capability, and cultural relational capability. The other studies Lamprinopoulou and Tregear (2011) finding that horizontal relationship between the manufacturer of SMEs to marketing performance. Ural (2009) asserts the positive effect share information in the financial performance of export and satisfaction with effort exports; long-term orientation in the financial performance of export, export performance and satisfaction; and relations of satisfaction with financial performance, strategic performance and satisfaction.

Zohdi et al. (2013) explain the needs and customer demands of organization is essential to the a success of a organization performance. Moreover, in the dynamic market conditions and the rules of technological change, is impact on effectiveness success organization in the market. Another study conducted by Lawson-Body and O’Keefe (2006) about interorganisasional based information system can provide strategic advantage through the creation of customer loyalty.

The study of Carvalho and Reis (2012) indicates the importance role of information technology in analyzing manager regarding the application of creativity and technique and relations of organization which products innovative on the market. The result consist by Jamsa et al. (2011) shown that the utilization of business networking as a source of opportunities and resources that can serve as the solution to change toward value lifetime sustainability. Based on previous studies and literature review, we proposes:

H3 : The higher the relational capabilities, the higher the value creation for the SMEs.

Customer Response Capability, Value Creation and Business Performance

Kohli and J. Jaworski (1990) define market orientation is intelligence market which includes the generation of intelligence, dissemination of intelligence and responsiveness. They analyzed the market orientation in the level of activity in the organization. In the other perspective, Narver and Slater (1990) define the market orientation as a cultural aspects of the organization. They measure the market orientation in a rate of behavior, and defines orientation, with the dimensions of customers, the orientation of a competitor, inter-functional and coordination. Both a different approach was joined in the framework of the competence of the knowledge of the market with response to focus the process of information, customers and competitors.

The measure process of customer knowledge using the ability to customer response capability (Jayachandran et al. 2004). Capabilities in response to customers in the organization is competence in satisfying the needs of customers through on the effectiveness and response to achieve the sustainability of the success of the organization performance. The dimensions of customer response as a measure in the ability to response to customers in the study is the expertise and speed to respond to customers.

The organization is under pressure and a competitor relationship because of enhancing the process of adaptability and speed, as a result of globalization of the economy (Mohd Taisir Masadeh et al. 2014). Organization need a trust as a the value of special knowledge, contained in the process and procedures organization, with a pressures of globalization. This study develop dimensions customer response capability which has been used for construct


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H2 H3

H4

H5

H1

in empirical research. Customer response capability is capability organization to response to customer.

The effort to understand the source of the customer value in the relationship supplier and customer as superior factors the survival of the organization (Howden and Pressey 2008). Weng and Huang (2012) investigate the impact of customer knowledge integration capability and customer relationship management to enhance new service performance. Furthermore, the research shown the positive relationship customer knowledge integration capability and customer relationship management. customer relationship management is full mediation to enhance new service performance. Based on previous studies and literature review, we proposes:

H4 : The higher the customer response capabilities, the higher the value creation for the SMEs.

O'Cass and Sok (2013) explained that the innovation capability is a antecedent of value creation of a service organization, management style, behavior an employee and marketing planning to supported innovation. The research shown that innovation capability in service organization has positive effects on the value creation offering. The impact of value creation offering is a positive relationship with the perceived of customers and positive impact on business performance.

Wu and Choi (2004) investigated of reciprocity and managerial role to enhance

performance based on trust and relationship bonding interaction. The result showed that the relationships of the managerial capabilities have a positive impact on trust. The managerial capabilities have a significant impact on networking. The study of marketing strategy in the competitiveness relationship marketing as one issues to achieve superior performance (Kanagal 2002). Relationship marketing is defined as identification, maintenance, formation and association with customers to customer value creation and the organisation of relations with others. The concept an relationship exchange can be the use of transaction cost analysis and social exchange theory. The role of relationship marketing as a increase in profitability, develop partnerships, database of customer, customers response, consumers understand, and building trust with customers. Based on previous studies and literature review, we proposes :

H5 : The higher the customer response capabilities, the higher the business performance of the SMEs.

In this study, a comprehensive research models is developed based on a previous study and literature review. Furthermore, the research framework, the hypotheses are developed to describe and the relationship among relational capabilities, customer response capability, value creation and business performance. The research framework is shown in Figure 2.

Figure 2. The research model effects of relational capabilities on business performance

We explaine how value creation is most important to enhance business performance. The value creation is one of the bridge ability to enhance the value of a business entity at a higher performance. Therefore, the manager in a business entity will be very consern in the process and increasing performance by value creation capabilities.

Method Research Framework

This study was conducted based on empirical research model. Measurement of variables indicator

related to the concepts or constructs that have been developed and proposed to build hypotheses must meet standards of validity and reliability criteria that have been used by many researchers. The empirically concept in this study is the impact of relational capabilities, value creation, customer response capability on business performance.

The object of this study consists of SMEs that conduct interorganizational relationship with other organization in the furniture industry of Central Java Indonesian. The unit analysis of the study is owners or marketing manager, and production manager. The SMEs manager can represent the views, attitudes,

Customer Response Capability

Business Performance Value

Creation Relational


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behaviors in conducting a relational capabilities in the

development of value creation to gain higher business performance.

Variable Definitions and Measurement

To test the hyphoteses model, we designed a survey questionnaire on the basis of a comprehensive literature review to specify a set of items that ensured content validity. The self-administered questionnaire was part of a wider examination of relational capability, customer response capability, value creation and business performance. Wright et al. (2006) suggested, we adapted, modified, and extended existing scales. Because the study was conducted in Indonesian SMEs, the survey instrument was in Central Java. The face validity analysis of the questionnaire was tested in try out with managers or owner furniture SMEs. Then we distributed and collected the questionnaires. We also measured the level of implementation of business performance. This research used self-reported questionnaires to measure relational capabilities, customer response capability, value creation and business performance.

Relational capabilities. Following Day and

Van den Bulte (2002), we define relational capabilities is an organization ability to communication, coordination and manage business interaction. The indicator relational capabilities in this study is a inter organization approach with customer, trust in network, and mutual relationship with customer. All constructs of relational capabilities were measured with scales of multiple closed-ended items; responses were based on 5-point Likert scales ranging from strongly disagree to strongly agree.

Customer response capability. Customer

response capabilities is competence in satisfying the needs of customers through on the effectiveness and response to achieve the sustainability of the success of the organization performance (Jayachandran et al. 2004). The subjects were asked to indicate, on a 5-point Likert-type scale, their opinion of three indicator : adaptability, speed response and accuracy to response.

Value creation. Value creation is firm's

interpretation and responsiveness to customer requirements via the delivery of superior performance in the value offering and as the extent of perceived value customers receive (O'Cass and Sok 2013). As in previous studies a 5-point Likert type scale was used. We develop opinion of three indicator : value added of product quality, cost eficiency and service delivery.

Business performance. Business performance was the result of operational activities organization include the achieve of the internal and external outcomes (Lin and Peng 2008). The subjects were asked to indicate, on a 5-point Likert-type scale, their opinion of three indicator : sales volume, sales growth and profitability.

Research data which will be collected consist of primary data and secondary data. Primary data was collected using a survey method with most sending questionnaires, in addition to some companies do interviews for respondents’ request. Questionnaire that was tested content validity and reliability then performed field trials in order to obtain improved consistency and validity of the research instrument (questionnaire).

Research Sample

The target of population of the study includes SMEs furniture companies operating in some provinces Indonesian. The industry is quite interesting to study because of its though competition environment and the industry has a significant role in the economic field, especially for the marketing sector.

This study analyzes data at the SMEs. Both the sample and the variables used in this analysis come from the SMEs Furniture survey. The sample is representative of the population of SMEs Wooden Furniture of the Central Java, because the sampling frame was generated by a purposive sampling. A proportionate sample was taken from each SMEs furniture on the number of firms in each cluster and on the willingness of the managers or owners of the firms to be interviewed. The respondents involved in this research comprised 200 managers and owners who each had comprehensive knowledge of past and present organization practices, particularly with regard to relational capabilities, customer response capability, value creation and business performance.

We collected data from SMEs in the furniture industry in three clusters located in Central Java. First, we decided on five clusters which represent the furniture industry in Central Java:

(1) Furniture cluster located in Surakarta and Klaten District;

(2) Handicraft and rattan cluster located in Sukoharjo District;

(3) Wooden cluster located in Sragen District;

Data analysis and Measurement models

To test the hypothesized relationship in our models, we used a SEM. These causal relationships were captured by employing path models estimated using covariance structure modeling. The hypothetical model in SEM analysis involves two kinds of variables: observable/manifest variable; and latent/non-observable variables. Observable variables serve as indicators of underlying constructs and latent variables are usually theoretical constructs that cannot be observed directly.

For processing data by the SEM approach we used AMOS. The focal point in the analyzing path model is the extent to which the hypothesized model fits, or, in other words, adequately describes the sample data. In evaluating the fit of the model, several


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goodness-of-fit indices were used normed fit index

(NFI); comparative fit index (CFI); Tucker-Lewis index (TLI); root mean square error of approximation (RMSEA) in addition to the X2 statistic.

We further evaluated measurement properties by running a confirmatory factor analysis. Following similar studies Baker. and Sinkula. (1999), e divided the variables into related groups. Each item was set to load only on its respective latent construct, and the latent constructs were allowed to be correlated. The results indicate that the measurement models have loading faktor more than 0,5. The research concluded that indicators can explained for measuring construct.

Results of the Structural Model

The empirically model illustrated in Figure 2 has five hypothesized relationships among the variables, namely relational capabilities, customer response capability, value creation and business performance. Figure 3 shows the path diagram resulting from the structural equation model analysis using AMOS software. The results show that all the measurements have significant loadings to their corresponding second-order construct. Overall, the model has a fit with goodness of fit index (GFI) = 0.910, comparative fit index (CFI) = 0.979, and root mean square error adjusted (RMSEA) is 0.060, which is very good.

The results also indicate support for all the hypotheses.

The results support hypothesis 1, which states that impact value creation on business performance.

The standardized coefficient is 0.248, which is statistically significant at P<0.05 (CR =2.359). The statistical significance of hypothesis 1 confirms that the higher value creation, the higher business performance will be.

Hypothesis 2 is also supported, which indicates that positive impact of relational capabilities on business performance. The standardized coefficient is 0.359, which is statistically significant at P<0.05

(CR =3.296). The implementation will be the higher of relational capabilities, the higher the business performance for the SMEs.

Hypothesis 3 is also supported, which indicates the impact of relational capabilities on value creation. The standardized coefficient is 0.639, which is statistically significant at P<0.05 (CR =6.384). The higher of relational capabilities, the higher the value creation for the SMEs.

The results also indicate the positive impact of customer response capabilities, on value creation, thus confirming Hypothesis 4. The standardized coefficient is 0.357 which is statistically significant at P<0.05 (CR

=2.951). For implementation purposes, the higher the customer response capabilities, the higher the value creation for the SMEs.

Finally, hypothesis 5 is also supported, which indicates that impact customer response capability on business performance. The standardized coefficient is 0.224, which is statistically significant at P<0.05 (CR

=2.928). The implementation of a the customer response capabilities, the higher business performance. Table 1 shows al the 5 hypotheses condensed.

Figure 3. The relational capabilities construct formed for the SME context

However, note that the relationship between relational capabilities and business performance is

significant regardless of the business performance context. 1.19 Business Performance (BP) Customer Response Capability (CRC) 1.21 Value Creation (VC) .52 X10 e10 .72 .49 X11 e11 .70 .51 X12 e12 .71 .56 X8 e8 .75 .53 X9 e9 .73 .46 X6 e6 .67 .50 X5 e5 .50 X4 e4 Relational Capabilities (RC) .61 X1 e1 .78 .43 X2 e2 .66 .58 X3 e3 .76 .50 .74 ebp Chi-Square=68.547 DF=48 Prob=.027 GFI=.910 AGFI=.854 TLI=.971 CFI=.979 RMSEA=.060 .58 X7 e7 .76 .71 .71 .24 evc .30 .32 1.17


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Table 1. Summary of results from the SEM

Relationship Path

Coeff.

CR Prob. Hypothesis

Value creation  Business performance 0,248 2,359 0,000 Supported Relational capabilities  Business performance 0,359 3,296 0,000 Supported Relational capabilities  Value creation 0,639 6,384 0,000 Supported Customer response capabilities  Value creation 0,357 2,951 0,003 Supported Customer response capabilities  Business Performance 0,224 2,928 0,003 Supported

Conclusion and Implication Theoretical and practical implications

This research findings indicates a positive relationship between value creation and business performance as well as interorganizational relationships. These findings are consistent with earlier research and theories (Walter et al. 2001; O'Cass and Sok 2013). Walter et al. (2001) argue the theoretical considerations and conceptualize value creation is as a set of direct and indirect functions of customer relationships. The functions are characterized with respect to performed activities and employed resources of a customer firm.

The relational capabilities can be enhance of business performance in SMEs. Thus, studies indicate that of the relational capabilities, they have a higher business performance, support the typology proposed (Zohdi et al. 2013; Ngugi et al. 2010; M.Welbourne and Pardo-del-Val 2008). This studies asserts the relational capabilities on business performance on SMEs (Zohdi et al. 2013). Despite that result, the analysis from the internal perspective would be incomplete and it is necessary to add the relational perspective.

This research is indicate a positive relationship between relational capabilities and value creation. This means that the strength relational capabilities the SMEs can enhance value creation. Based on literature review Ayios (2004) argue that a relational capabilities is Ayios (2004) studies has focused on understanding the behavior of relational the ability of organization and the role of corporate culture in the business relationship .This studies described a strength perspective that the role of the relation of inter relationship to be a very important and consist (Butler and Purchase 2008) . In other studies the effort to create trust among organization, but the higher levels of interpersonal organization. The degree of value creation makes the need for building efficient external relations more important. The results regarding the effect of relational capabilities indicate that the development of value creation may result in the relationship between internal capabilities and external capabilities becoming positive.

Customer response capability is a positive impact on value creation. This studies consist at the relationship theories. The inter organization relationship is a competitor relationship and process of adaptability, as

a result a organization intention to response customer (Mohd Taisir Masadeh et al. 2014). Organization need a trust as a the value of special knowledge, contained in the process and procedures organization, with a pressures of globalization. Based on literature review Banyte and Dovaliene (2014a) explain in order to reveal the relations between customer engagement into value creation and their loyalty to the company, it could be noticed that researchers interpret them differently. While investigating relations between customer engagement into value creation and customer loyalty.

The results confirm that the development of customer response capability enhancing business performance. These results are in line with those of Wu and Choi (2004) asserts of mutually relationship and managerial role to enhance performance based on trust and relationship bonding interaction. The result showed that the relationships of the managerial capabilities have a positive impact on trust. Based on relationship marketing theories Kanagal (2002) define as identification, maintenance, formation and association with customers to customer value creation and the organization of relations with others. The result shown relationship exchange theories is supported by transaction cost analysis and social exchange theory can indicate of this studies.

Limitations and Future Research

The contribution of this research to the literature, it has certain limitations from which future research may be derived. This study does not allow for the generalisation of the results, since they can only be interpreted with regard to the subject population of the study and in the wooden furniture industry. Furthermore, the future of research should be apply the empirically model of strategic resources to other processes of the SMEs. Moreover, the measurement of the variables relational capabilities, customer response capability and value creation is taken from an analysis of the respondents perceptions indicated in the Likert type questions on the questionnaire. In that respect, it is necessary to use other methodologies, such as the application of qualitative techniques that permit the analysis of the resources based view theory and level of organizational category from a more overall perspective. It is also necessary to develop other constructs and variables that complement the relational capabilities and customer response capability.


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The 2015 International Conference of Management Sciences (ICoMS 2015), April 23, UMY, Indonesia 14

BUILDING FAVORABLE DESTINATION THROUGH

BRANDING CAPABILITY

Jasanta Peranginangin1

1

Ph.D Student of Diponegoro University

(Jasanta.pa@gmail.com)

ABSTRACT

Through branding capabilities the city can build favorable destination for increase tourist visitors. This research is to find the main factors that influencing of to the visitor to be come and make the destination as the favorite place to spend they vacation. The city can use the branding capabilities to promote the destination portfolio and the destination positioning to make sustainable advantage. There is five hypothesis developed in this study and tested with data analyzed using SEM. The data were collected from government tourist department and hotels manager in Jogjakarta City.

Keywords: Branding Capabilities, Brand destination portfolio, destination positioning, specific destination advantage, marketing performance

1.1 INTRODUCTION TO THE

RESEARCH

Balakrishnan (2009)explainssuccesful strategic branding of destination is dependent on several inter related components. There are 5 prime components : vision and stakeholders management, Target customer and product portfolio matching, positioning and differentiation strategies using branding components, communication strategies, Feedback and response management strategies. Rizzi and Dioli (2010)stated the destination brand created by the place itself according to inside-outside aprroach.

Fanning (2011)convince there is no connection between branding and marketing. There is no need to advertised internationally but the important think advertised in selected relations key market. Selected relation key market need to ensure the effectivity the branding capability.

There researh gap need to be accomplised to make branding capability effectively and make the branding strategy more efficient. The

effective and efficient strategy will gain excelent marketing perfomance. Accomplised the research gap, this study proposed specific destination advantage as the perfect strategy to raise marketing perfomance for the destination.

Strong brand are pivotal instruments in attracting foreign and domestic visitors. Branding capability can make signifant effect to destination marketing performance. Jogjakarta as the second favorites destination in Indonesia needs more effort to make the city as the best destination. The tagline “Never Ending Asia” as the spirit to be come the best destination in Asia. Jogjakarta as the central of Javaness Culture possessed many potential portfolio to promote.

1.2 THEORETICAL FRAMEWORK

AND HYPOTHESIS

According to resource based view these are factor conditions to more competitive advantage, first demand condition, related and support industry, strategy, and structure and rivalry, Smit (2010). Ferdinand


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The 2015 International Conference of Management Sciences (ICoMS 2015), April 23, UMY, Indonesia 15 (2013)demonstrated that resources

development to get specific competitive advantage by pioneering in market place, location advantage, social involvement practices, social integration initiative, and social networking.

Branding capability is creating the value of brand image. Branding capability succesful depend on five factors (Balakrishnan 2009): (1) Vision and stakeholder management. (2) Target customer and product portfolio matching.

(3) Positioning and differentiation strategies using branding components.

(4) Communication strategies.

(5) Feedback and response management strategies.

Marzano and Scott (2009)explains that destination branding process need the stakeholder power to make specific destination advantage. Power is the authority to force collaboration between stakholder destination brand. Power identified as authority and manipulation, authority defined as five different sub types are coercive authority, induved authority, legitimate authority, competent authority, and personal authority. Manipulation refers to act of negotiation, in this study manipulation same as persuasion.

Figure 1 ConceiptualMaping

figure 1 demonstrated that destination should be specific advantage, this study build the specific destination advantage by competitive advantage theory and branding theory.

Competitive Advantage (Smit, 2010)

Branding Capability (Balakrishnan,

2009)

Destination Branding (Marzano,2009) Specific Competitive

Advantage (Ferdinand 2013)

Specific Hotel Advantage


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The 2015 International Conference of Management Sciences (ICoMS 2015), April 23, UMY, Indonesia 16 1.2.1 Marketing Perfomance

Bordean, Borza et al. (2010) demonstrated twelve item hotels performance grouped to 5 categories :

Tabel 1 Hotel Perfomance

Performance Measures Performance Index

Profitability 1. Return on Assets (ROA) 2. Return on Investment (ROI) 3. Return on Sales (ROS)

Growth 4. Growth in sales

5. Market share increase Stakeholder Satisfaction 6. Customer satisfaction

7. Employee satisfaction Competitive Positition 8. Overall competitive position

9. Success rate in launching new products/services Hotel Specific Measures 10. Occupancy percentage

11. Average daily rate (ADR)

12. Revenue per available room (RevPAR) Source : Bordean, Borza et al. (2010)

Quintal and Polczynski (2010)stated that increse the visitors by creating satisfaction, so that Marinkovic, Senic et al. (2014)described the antecedents of increasing visitors intention to repeat are atmosphere of the destination, quality of relationship, and satisfaction of visitors.

Marketing perfomancemeasured scale with threeindicators :

- Visitors growth - Well known - pavorable

1.2.2 Branding Capability

Branding capability is capable to capturing the complexity of brand with the ultimate objective of a better understanding. Branding capability to estabish the reputation and competitive advantage, Sevin (2014). According to past research, The study proposes hypotheses H1.

H1 : Branding Capability is significantly and positively affective to hotel specific advantage.

Branding capability measured scale with four indicators :

- Design uniqueness - Insightfull colour - Reputation

- Meaningfull syimbol

1.2.3 Hotel Facilities Completeness

Jakosuo (2011)stated the facilities completeness primarily developed the specific advantage and increase marketing perfomance. Tsenga, Chiub et al. (2011)stated a great hotel facilities will increase the marketing perfomance. Tourist favorable destination not only depends on the destination quality but also the service supplement such hotel facilities.

According to past research, The study proposes hypotheses H2 and hypotheses H3 :


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The 2015 International Conference of Management Sciences (ICoMS 2015), April 23, UMY, Indonesia 17 Marketing

Perfomance Hotel

Facilities Completenes

s

Branding Capability

City Branding Positioning

Hotel Specific Advantage

H 1

H2

H4 H5

H3

H2 : Hotel Facilities Completeness is significantly and positively affective to hotel specific advantage.

H3 : Hotel Facilities Completeness is significantly and positively affective to marketing perfomance.

Hotel Facilities Completeness measured scale with three indicators :

- comfortable - food and beverages - leasure excellence

1.2.4 City Branding Positioning

Sujan and Bettman (1989), (Pike (2004)) stated that brand positioning is to build the special place in the mind of target customer. City Brand position increase in the mind of tourist significantly affective to hotel specific advantage.

City Branding Positioningmeasured scale withthree indicators :

- prestiges - uniqueness - completeness

According to past research, The study proposes hypotheses H4 :

H4 :City branding positioning is significantly and positively affective to hotel specific advantage.

1.2.5 Hotel Specific advantage

Manhas (2010)concluded that market positioning in several ways like offering a specific benefit, targeting a specific segment, price or distribution. Ninga and Hoon (2011)described that specific advantage should design by specific image, improve comfortable, specific city image, and strengtening the publicity.

Hotel Specific advantagemeasured scale with fourindicators :

- non subtitude - rarely - valuable point - non imitable

According to past research, The study proposes hypotheses H5 :

H5 : Hotel specific advantage is significantly and positively affective to marketing perfomance.

Figure 2

Empirical Research Model

1.3 Methodelogy

Research methodology for this study using quantitative data based on questionnaire. Questionnaire send to the hotel manager or hotel owner in Jogjakarta, the hotel populations is 155 unit around the Jogjakarta City. Questionnaire using two question model, first the closed question and the second using open questions. Data analysis using Stuctural Equation Modelling with Amos Program.

1.4 Data Analysis

This research aims to find the key factors of hotel specific advantage and marketing performance of a destination. Data quantitative treated to explore significantly of


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The 2015 International Conference of Management Sciences (ICoMS 2015), April 23, UMY, Indonesia 235

TABLE OF AUTHOR(S)

The 2015 International Conference of Management Sciences (ICoMS 2015)

Thursday, April 23 2015

Universitas Muhammadiyah Yogyakarta, Indonesia

NO ARTICLE AUTHOR(S) INSTITUTIONS

1. Paper ID MP.001: Value Creation of SMEs

Through Relational Capabilities

Nur Yakin & Mulyo Budi Setiawan

Doctoral Student of Diponegoro University

(norsbri@yahoo.com) 2. Paper ID MP.004:

Building Favorable Destination Through

Branding Capability

Jasanta Peranginangin Doctoral Student of Diponegoro University

(jasanta.pa@gmail.com)

3. Paper ID MP 025: The Effectiveness of the use of internet marketing

in Batik industry in Giriloyo Bantul, Indonesia

M. Rianda Al Rasyid, Retno Widowati PA, &

Misbahul Anwar

Universitas Muhammadiyah Yogyakarta

(retno.widowati@umy.ac.id)

4. Paper IDMP 012: Marketing Campaigns Grounding Ambidexterity:

Mandatory Skill of Salesperson

Dwi Suryanto Hidayat Doctoral Student of Diponegoro University

(ds.hidayat17@gmail.com)

5. Paper ID MP 016: Developing the Selling Relationship Quality to Improve the perFormance

of Sales Person in Pharmaceutical Industry in

The Daerah Istimewa Yogyakarta

Ida Bagus Nyoman Udayana

Doctoral Student of Diponegoro University

(ibn.udayana@yahoo.co.id)

6. Paper ID L.106: Consumer Consumption

of Dates and Goat’s Milk:

An Exploratory Study

Asmaddyharis, Zurinakefeli, Sitinuraziramohddaud,

Nurulaini Muhamed, Nursilahah Mad, & Syadiyah Abdul Shukor

Universiti Sains Islam Malaysia (syadiyahas@usim.edu.my)

7. Paper ID MP 022: The Moderating Effects of

Need For Cognition on Framed Message Promoting Electricity Energy Saving Behavior

Indah Fatmawati Universitas Muhammadiyah Yogyakarta

(indahfatmawati@yahoo.com)


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The 2015 International Conference of Management Sciences (ICoMS 2015), April 23, UMY, Indonesia 236 Strengthening

Salesperson Performance with Quality of Mesmerizig Business

Offering to Winning Customer Heart

University, Lecturer at Soegijapranata Catholic University

(bertabekti@gmail.com)

9. Paper ID MP 014: Flexibility Networking

Capability, Entreprenenurial Oerientation on Business

Performance

Ivonne Angelic Umboh & Gita Sugiyarti

Doctoral Student of Diponegoro University

(gitaaris50@yahoo.com)

10. Paper IDMP 021: An Analysis of Antecedents and Consequences of Brand

Commitment the Empirical Study on

Branded Laptop Indonesian

Ida Hidayanti & Ivonne Angelic Umboh

Doctoral Student of Diponegoro University

(idaugm04@yahoo.co.id) (ivonangel@gmail.com)

11. Paper ID MSDM 005: The Impact of Communication Effectiveness And Service

Quality on Relationship Commitment

Mulyo Budi Setiawan Doctoral Student of Diponegoro University

(mulyobudisetiawan@gmail.com)

12. Paper ID L.109: Gaining Competitive

Advantage through Business Process Reengineering (BPR)

Ummi Salwa AB, Syadiyah Abdul Shukor,

M Ridhwan Ab. Aziz & Zainal Abidin Mohamed

Universiti Sains Islam Malaysia (ummisalwa@usim.edu.my)

13. Paper IDMSDM 023: The Influence of Management Information

System E-Learning to Net Benefit in Yogyakarta Private University Using

Delone and McLean’s

2003 Model

Hajra Rasmita Ngemba &

Heru Kurnianto Tjahjono

Universitas Muhammadiyah Yogyakarta

(hajra.rasmita@gmail.com) (herukurnianto@umy.ac.id)

14. Paper ID MP 24: The effect of Product Attributes, Price, Need

for Variations and Consumer Dissatisfaction

on Brand Switching Behavior of Face Cream

Product Brands in Yogyakarta, Indonesia

Siti Maesaroh & Retno Widowati PA

Universitas Muhammadiyah Yogyakarta

(meychayong@rocketmail.com)

(retno.widowati@umy.ac.id)

15. Paper ID MP.010: Challenges and Strategies

Meika Puji Rahayu Dyah Anggraeni

School of Business, Charles Darwin University, Australia


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The 2015 International Conference of Management Sciences (ICoMS 2015), April 23, UMY, Indonesia 237 for Management and

Business Education: Addressing the Case of

Relevance

(meika_kurnia@umy.ac.id)

16. Paper ID MK 007: Release Macro Economics and Trading Volume on the Herding Behavior of Indonesian

Investors

Hartaty Hadady & Siti Puryandani

Doctoral Student of Diponegoro University,

(hartaty_malik@yahoo.com)

17. Paper ID L.107: Waqf Manejemen and Administration: Role of State Islamic Religious Cauncil Negeri Sembilan

(MAINS). Malaisia

Prof. Dato’ Dr. Mohammad Haji Alias,

Haji Azzero Efenndy Abdul Khodir & NurulIzzati Adnan

Universiti Sains Islam Malaysia (mohdhjalias@usim.edu.my)

18. Paper IDL.103: Development in Northeast Regional Thailand: A Case Study National Economic and Social Development Plan

Bodee Putsyainunt Khon Kaen University

19. Paper ID L.105 : Integration Of Halal Compliance And Islamic

Financing: Analysis of Industries In Malaysia

Nathasa Mazna Ramli, Nurul Aini Muhamed, Sumaiyah Abd Aziz, &

Nor Asiah Yaakob

Universiti Sains Islam Malaysia (nathasa@usim.edu.my)

20. Paper ID MP 23: Key Succes Factor Performance Balanced Scorcard: Effect of Public Service Quality And Good

Governance on The Performance of Public

General Hospital of Cilacap (Survey in Cilacap District General Hospital)

Nurlia Ulfa Laely, Bambang Jatmiko &

Kholifah Fil Ardhi

Universitas Muhammadiyah Yogyakarta

(bambang_jatmiko65@yahoo.com)

21. Paper ID L.101: Muslims Participation in

cash waqf : the Case in malaysia

Syadiyah Abdul Shukor, Intan Fatimah Anwar, &

Hisham Shabri

Universiti Sains Islam Malaysia (syadiyahas@usim.edu.my)

22. Paper ID MP 019: Antecedents and Consequences of Service

Culture in The Public Sector Services Company

in Bengkulu

Sularsih Anggarawati & Fachri Eka Saputra

University of Bengkulu, Indonesia (fach1910@gmail.com)

23. Paper ID MP 020: Structural Equation

Muhartini Salim, Praningrum &

University of Bengkulu, Indonesia (ningrum_bkl@yahoo.co.id)


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The 2015 International Conference of Management Sciences (ICoMS 2015), April 23, UMY, Indonesia 238 Modeling Qorganizational

Culture, Internal Marketing and Knowledge Management

in Private Hospital Company in Bengkulu

Nurhasanah

24. Paper ID MSDM 017: Unified Knowledge Sharing as Antecedent to

the Implementation of Organizational Innovation

Ika Nurul Qamari & Julitta Dewayani

Doctoral Student of Diponegoro University

(ika_nr@umy.ac.id) (littadew@gmail.com) 25. Paper ID MSDM 018:

Organizational Commitment Among

Professions

Retno Setyowati Doctoral Student of Diponegoro University

(retnosetyo@fk.undip.ac.id) 26. Paper ID MSDM 022:

Mediating Role of Job Satisfaction on Effects of

Compensation Distributive Justice, Compensation Procedural

Justice, Person Organization Fit (PO-Fit)

on Organizational Commitment

Nur Wahyunianti D & Heru Kurnianto

Tjahjono

Universitas Muhammadiyah Yogyakarta

(niantidahri@gmail.com) (herukurnianto@umy.ac.id)

27. Paper ID MSDM 024: Analysis The Influence of Quality Work Life on Job

Satisfaction and Employee Performance

Wandi Riswandi & Heru Kurnianto Tjahjono

Universitas Muhammadiyah Yogyakarta

(herukurnianto@umy.ac.id)

28. Paper ID MSDM 025: The Influence of Islamic

Work Ethic on Organizational Commitment with Intrinsic Motivation and

Job Satisfaction as an Intervening Variable

Syamsul Hidayat & Heru Kurnianto

Tjahjono

Universitas Muhammadiyah Yogyakarta

(mastersyah@gmail.com) (herukurnianto@umy.ac.id)