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Mahjudin Mahjudin
Universitas Muhammadiyah Gresik, East Java, Indonesia
Humanities Decision Sciences, Operations Research & Management Social Sciences

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How Family Firms In Indonesia Re-Initiate Strategies During Covid 19 Pandemies : Empirical Initial Evidence From 5 Provinces In Java Island Mahjudin Mahjudin; Zainul Wasik; Kuncoro Catur Nugroho
Journal of Managerial Sciences and Studies Vol. 1 No. 1 (2023): April : Journal of Managerial Sciences and Studies
Publisher : PT. Mawadaku Sinergi Solusindo

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.61160/jomss.v1i1.1

Abstract

Purpose – Within a very short period of time, the worldwide pandemic triggered by the novel coronavirus has not only claimed numerous lives but also caused severe limitations to daily private as well as business life. Just about every company has been affected in one way or another. This first empirical study on the effects of the COVID-19 crisis on family firms allows initial conclusions to be drawn about family firm crisis management. Design/methodology/approach - Exploratory qualitative research design based on 27 semi-structured interviews with key informants of family firms of all sizes in five Western European countries that are in different stages of the crisis. Findings – The COVID-19 crisis represents a new type and quality of challenge for companies. These companies are applying measures that can be assigned to three different strategies to adapt to the crisis in the short term and emerge from it stronger in the long run. Our findings show how companies in all industries and of all sizes adapt their business models to changing environmental conditions within a short period of time. Finally, the findings also show that the crisis is bringing about a significant yet unintended cultural change. On the one hand, a stronger solidarity and cohesion within the company was observed, while on the other hand, the crisis has led to a tentative digitalization. Originality/value – To the knowledge of the authors, this is the first empirical study in the management realm on the impacts of COVID-19 on (family) firms. It provides cross-national evidence of family firms’ current reactions to the crisis.
ORGANIZATIONAL EVALUATION WITH THE ORGANIZATIONAL EFFECTIVENESS CHECKLIST (OEC) APPROACH Mahjudin Mahjudin
Journal of Managerial Sciences and Studies Vol. 1 No. 1 (2023): April : Journal of Managerial Sciences and Studies
Publisher : PT. Mawadaku Sinergi Solusindo

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.61160/jomss.v1i1.6

Abstract

Along with the growth rate of laying hen farms in Indonesia, SME’’S X, which is a laying hen breeder, has been doing business in this field for a long time and wants to expand. The expansion is carried out to add new customers, because the growth in the number of customers is less significant than the amount of production. In addition, SME’’S X often gets error reports from both production and sales. To expand, SME’’S X needs to improve the company's internal conditions first. Currently SME’’S X is carrying out repairs, but the improvements or developments that have been made have little impact, because the owner does not have clear priorities and standards to use. This study aims to evaluate the organizational effectiveness of SME’’S X. See how far SME’’S X has been effective or not in managing the organization and provide recommendations for improvements to the indicators in each criterion that need to be improved. To evaluate the effectiveness of a company using the Organizational Effectiveness Checklist (OEC), there are stages in determining indicators, identifying priorities and determining performance standards. Identification of the assessment of each indicator is carried out by means of interviews with experts and weighting is carried out which is processed using AHP to determine the priority of selected indicators that must be considered first. The results of the overall evaluation calculation, the effectiveness value of SME’’S X is 3.546. That SME’’S X is in a safe condition but needs to improve three criteria, namely growth, stability, and information management in increasing the effectiveness of the company
Co-Authors Kuncoro Catur Nugroho Zainul Wasik