Article Per Year (5 Year)
p-Index From 2019 - 2024
0.23
P-Index
This Author published in this journals
All Journal Gadjah Mada International Journal of Business Makara Human Behavior Studies in Asia The South East Asian Journal of Management ASEAN Marketing Journal
Firmanzah Firmanzah
University of Indonesia
Economics, Econometrics & Finance Social Sciences

Published : 6 Documents Claim Missing Document
Claim Missing Document
Check
Articles

Found 6 Documents
Search

 1 
Enhancing Foreign Consumer Acceptance The Role of Capabilities of Creating Export-Market Oriented Products in Small and Medium-Sized Enterprises (SMEs) Firmanzah, Firmanzah
Gadjah Mada International Journal of Business Vol 10, No 2 (2008): May - August
Publisher : Master of Management, Faculty of Economics and Business, Universitas Gadjah Mada

Show Abstract | Download Original | Original Source | Check in Google Scholar | Full PDF (101.03 KB)

Abstract

The main purpose of this paper is to measure the effects of SMEs capabilities on their export performance. This paper offers a model to test the effects of the capabilities of creating export-market oriented products (EMOPs) on increasing SMEs’ export performance. Six hypotheses are developed to analyze causal effects of variables. Using 387 Indonesian SMEs as sample, hypotheses testing highlight the importance of SMEs’ capabilities of building export-market oriented products, which highly follow foreign (export) market standards. Hence, these kinds of products increase foreign consumer acceptance. In general, this paper offers a possible explanation to predict the determinants of how SMEs’ can perform in the export market.
Subsidiary Perspective of Coordination Mechanisms on Localization Decisions, Working Environment, Marketing Engagement and New Product Performance Firmanzah, Firmanzah
Makara Human Behavior Studies in Asia Vol. 13, No. 2
Publisher : UI Scholars Hub

Show Abstract | Download Original | Original Source | Check in Google Scholar

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 the global strategy. At the same time, subsidiary managers need to have a certain level of autonomy to ensure that the launching program is adapted to the local specificities. These two pressures have forced the subsidiary managers to take up the roles of ‘boundary spanners’. Good working environment between subsidiaries’ managers and headquarter is believed to be the determinant factor for the new product performance. However, good working environment between headquarter and subsidiary is not automatically conditioned. The types of coordination developed by the headquarter influence the subsidiary managers and the headquarter working environment, and hence determine the new product success. This research emphasizes that negotiation coordination is more suitable than the hierarchical coordination when building good working environment during NPL process, determines the commercial performance of new products.
New Product Development (NPD) Process in Subsidiary: Information Perspectives Firmanzah, Firmanzah
Makara Human Behavior Studies in Asia Vol. 12, No. 2
Publisher : UI Scholars Hub

Show Abstract | Download Original | Original Source | Check in Google Scholar

Abstract

Information is an important resource for new product development (NPD) process in subsidiary. However, we still lack of research to analyze NPD process from information perspective in subsidiary context. This research is an exploratory research and it exploited 8 cases of NPD process in consumer goods subsidiaries operating in Indonesian market. Three types of information have been identified and analyzed NPD process; global, regional and local information. The result of this research reveals that new product will be resulted is determined by the type of information used. This research reveals four new product typology using information types. The semi-structured interview and archive studies generate global, regional, integrated and local NPD process. Each process has its own characteristics such as type of information used and interaction pattern among subsidiary-regional office-headquarter.
‘Initiative-Decision’ Typology of New Product Launching (NPL) into Local Market: Toward Interaction Mechanism Firmanzah, Firmanzah
ASEAN Marketing Journal Vol. 1, No. 2
Publisher : UI Scholars Hub

Show Abstract | Download Original | Original Source | Check in Google Scholar

Abstract

New product launching (NPL) process in subsidiaries is very complex, expensive and risky. This process is marked by the problem of role partition between headquarter and subsidiaries. This research emphasizes the quality of relation between subsidiaries and headquarter which determines the qualities of NPL process into local market. Typology of initiative-decision during NPL process has been documented. Using cluster analysis, three clusters of ‘initiative-decision’ during NPL are found in this research: ‘headquarters domination’, ‘mix-initiative’ and ‘interaction’. Using ANOVA analysis, this research found that interaction between subsidiary and headquarter managers positively increases the effectiveness of marketing-strategy during NPL process. This finding suggests that interaction mechanism between subsidiary and headquarter is the best solution to launch a new product to the local market.
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
Publisher : UI Scholars Hub

Show Abstract | Download Original | Original Source | Check in Google Scholar

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.
Control and Organizational Learning in MNCs: an Analysis Through the Subsdiaries Sector Villarmois, Olivier De La; Benavent, Christophe; Firmanzah, Firmanzah
The South East Asian Journal of Management Vol. 2, No. 2
Publisher : UI Scholars Hub

Show Abstract | Download Original | Original Source | Check in Google Scholar

Abstract

For any large complex organization the problem of ensuring its constituent activity in accordance with overall policy and, at the same time adopt to its environment, is a central and continuing concern. Thus, the fundamental question which must be answered is 'what control mechanism can facilitate the adaptation process in the local market?' In multinational corporations (MNCs), the control mechanism, imposed by headquarters, has an objective to integrate the subsidiaries' activities to the global strategy. however, the presents on the local market necessitates the adaptation to the local environment characteristics. The objective of this paper is to contribute solving the dilemma between control and learning in an MNC. The interaction between control and learning process will be analyzed. The literature study leads us to develop a typology based on two factors; the stage of the learning process (knowledge production and mobilization) and its locus (local or global). The combination of these two factors provides four configurations. The control system produces knowledge, both locally and globally, which can be mobilized by the local or global units. A proposition to resolve our main problem is formulated. The combinations of these four configurations make it possible for an MNC to resolve the dilemma between control and learning. An application of this typology has been carried out by analyzing case studies of MNCs operating in Indonesia.
Co-Authors Benavent, Christophe Villarmois, Olivier De La