cover
Article Per Year (5 Year)
All
Home Page
OAI Link
Editorial Team
Contact
Reviewer
Google Scholar
Contact Name
Erna Andajani
Contact Email
ernajani@staff.ubaya.ac.id
Phone
+62312981139
Journal Mail Official
editor@journalmabis.org
Editorial Address
Raya Kalirungkut, Surabaya 60293
Location
Kota surabaya,
Jawa timur
INDONESIA
MABIS: Manajemen dan Bisnis
Published by Universitas Surabaya
ISSN : 14123789     EISSN : 24771783     DOI : http://dx.doi.org/10.24123
Core Subject : Economy, Social,
Economics, Econometrics & Finance Social Sciences
Manajemen & Bisnis (MABIS) is an open access journal with ISSN 1412-3789 and e-ISSN 2477-1783. The editorial board invites authors and experts to publish and share their ideas through scientific and empirical research in the field of Management and Business. The major objective of the publication is to improve theories, concepts, and practices in the field of management and business. The dissemination of research will enable young researchers, and practitioners to present and share their scientific empirical findings. We are going to be a bridge between theories and practices in management and business.
Arjuna Subject : Bisnis, Menejemen, dan Akutansi (semua kategori) - Bisnis, Menejemen, dan Akutansi (Lain-Lain)
Articles 6 Documents
 1 
Search results for , issue "Vol 5, No 2 (2006): SEPTEMBER 2006" : 6 Documents clear
ANJAK PIUTANG (TANPA RECOURSE) SEBAGAI SALAH SATU ALTERNATIF UNTUK MENGATASI MASALAH CASH FLOW BAGI UKM DI INDONESIA DAN PERLAKUAN AKUNTANSINYA Sugiarti, Yenny
Journal of Management and Business Vol 5, No 2 (2006): SEPTEMBER 2006
Publisher : Department of Management - Faculty of Business and Economics. Universitas Surabaya.

Show Abstract | Download Original | Original Source | Check in Google Scholar | Full PDF (10760.505 KB) | DOI: 10.24123/jmb.v5i2.94

Abstract

Small and medium enterprises (SMEs) often face a cash flaw problem due to a difficulty of internal source of fund. In order to obtain external sources, SMEs usually apply for credits from banks. However, the credits require a rigid debt covenant, which often causes a constraint to SMEs in their operational activities. In several countries, factoring is an alternative financing for external sources. This alternative has come to be a favored solution, especially for SMEs. This paper attempts to show the possibility for adopting the factoring, especially a factoring without recourse, in SMEs in Indonesia. In order to support the arguments, the author shows the evidence of the success story in several countries. The author also explains the advantages of factoring without recourse and the accounting treatment of factoring in order to show the advantage in working capital
MENANGANI PENOLAKAN KARYAWAN MELALUI ADKAR MODEL Eisye Tandelilin
Journal of Management and Business Vol 5, No 2 (2006): SEPTEMBER 2006
Publisher : Department of Management - Faculty of Business and Economics. Universitas Surabaya.

Show Abstract | Download Original | Original Source | Check in Google Scholar | Full PDF (18060.845 KB) | DOI: 10.24123/jmb.v5i2.95

Abstract

More and more organizations today face a dynamic and changing environment. This, in turn, is requiring these organizations to adapt. “Change or die" is the rallying cry among today's managers worldwide. There are many forces that are acting as stimulants for change such as socio-cultural, technological, economic, and political. But the question is “what can a change agent change?1' The options essentially fall in four categories : structure, physical setting, technology, and people. The application of planned changed is not a simple way and sometimes create many resistances for many reasons. Resistance is not always a negative perspective. The member's resistance can be positive perspectives because it provides a degree of stability and predictability to behavior. There are many tactics have been suggested for use by change agents in dealing with resistance to change. One of the best suggestions is ADKAR MODEL (Awareness, Desire, Knowledge, Ability, and Reinforcement). The advantages of this model are ability to identified why the change is not running well and suggestions to handle it, ability to identify the changing of many levels (individual, group, inter-group, and organization). and the impact of change relatively permanent. The optimal results can be reached if every step in this model is running well and fully supported by all management teams (in system and financial).
PENGARUH KUALITAS LAYANAN DAN KEPUASAN PELANGGAN TERHADAP MINAT PEMBELIAN ULANG PADA INDUSTRI RETAIL Tries Edy Wahyono
Journal of Management and Business Vol 5, No 2 (2006): SEPTEMBER 2006
Publisher : Department of Management - Faculty of Business and Economics. Universitas Surabaya.

Show Abstract | Download Original | Original Source | Check in Google Scholar | Full PDF (14786.602 KB) | DOI: 10.24123/jmb.v5i2.96

Abstract

Retail industry required to improve service quality continually to cope the high competitiveness and the customer demand. Theoritically, service quality will produce customer satisfaction, and the satisfied custiomer will doing repurchase or repurchase buying intention.
INSENTIF PASAR MODAL UNTUK MANAJEMEN LABA Lodovicus Lasdi
Journal of Management and Business Vol 5, No 2 (2006): SEPTEMBER 2006
Publisher : Department of Management - Faculty of Business and Economics. Universitas Surabaya.

Show Abstract | Download Original | Original Source | Check in Google Scholar | Full PDF (13230.022 KB) | DOI: 10.24123/jmb.v5i2.92

Abstract

Regulator and practitioner believe that earning management have pervasive and problematic in nature, while research academics not yet indicated that the earning management have the great influence to reported earning, or warn the investor for the attention to earning management. To obtain the same perception between academician, practitioner and regulator and also answer the question addressed to regulator, hence needed a clearer definition about earning management, and capital market incentive for earning management. Without a clear definition, hence identify the earning management can only conducted hereafter the happening of. Academic researcher better more amount giving its attention at capital market incentive for earning management. The increasing of assessment on stocks market, making sensitive manager progressively by level of company stock price and its relation with the accounting number (profit). As a result, manager has an incentive to manage the profit to maintain and improve the stock valuation.
STRATEGI MENDOMINASI BENAK KONSUMEN DAN PASAR MELALUI STV (STRATEGI - TAKTIK - VALUE) TRIANGLE (Studi Pada Industri Minuman Energi Di Indonesia) David Sukardi Kodrat
Journal of Management and Business Vol 5, No 2 (2006): SEPTEMBER 2006
Publisher : Department of Management - Faculty of Business and Economics. Universitas Surabaya.

Show Abstract | Download Original | Original Source | Check in Google Scholar | Full PDF (22191.954 KB) | DOI: 10.24123/jmb.v5i2.97

Abstract

The business development is driven by information system and digitalization, globalization and futurization. The fast growing of information system make consumers are faced by many informations of brand.The purposes of this research are what factors are making to exist a brand for consumers mind dominating and market dominating and how.) is Kratingdaeng strategy for consumers mind dominating and market dominating in energy drink industries.The result of this research show that: (1) all brand try to get place in the mind of consumers. Only the brand that have the right positioning is having a special place in the consumers mind. Positioning have supported by differentiation. Interaction between positioning and differentiation will be created a strong brand. All of those are dominating consumers mind and for dominating market through it's strong marketing mix as product, price, place and promotion and (2)Kratingdaeng changes perception of market from medical to energy drink by educating the market. In educating the market, Kratingdaeng uses TV program especially sport program so brand value Kratingdaeng increase 10.4%' from 304.2 (2005) to be 315.4 (2006) and gam index 21.3. Kratingdaeng is not compete in packaging or pricing hut to give satisfaction to customers (Kratingdaeng has receipt ICSA since 1999) and distribute to all outlet and all area by PT. Arta Boga Cemerlang.
STRATEGI MERGER PADA ERA KRISIS: ASPEK SINERGI JEJARING BISNIS Liliana Inggrit Wijaya
Journal of Management and Business Vol 5, No 2 (2006): SEPTEMBER 2006
Publisher : Department of Management - Faculty of Business and Economics. Universitas Surabaya.

Show Abstract | Download Original | Original Source | Check in Google Scholar | Full PDF (17394.128 KB) | DOI: 10.24123/jmb.v5i2.93

Abstract

Globalization is a great challenging for the countries that still hard effort against economic crises. Requirement to be professional for facing competition is an absolute factor, but in the other hand they didn't find the solution way to be surviving out from the crises. In the middle of 1997, it was the beginning Indonesian crises and also the impact of the crises is still continuing until now. Gross Domestic Income in the 1998 slightly goes down 59% if comparing with the beginning of 1997, similarly for the inflation rate and Rp/US$ exchange rate slight}/goes up to 76% and 255%, whereas the condition didn't yet recovery until 2002. Economic crises affects directly the corporate performance, as written in Bisnis Indonesia (1998): economic crises is driven by monetary crises in the middle of previous year (1997) had been cutting performance of both private and public corporate with very dramatically.With the condition like that, very difficult for company to survive even still little number can, but by the fact looked that many company have been collapsed or delisted. Therefore, they must be done immediately to become efficient by consolidation through merger as a strategic step to maintenance their firm value. The target of merger is obtaining the synergy in term of the competitive advantage and strengthening to survive. From 1997 to 2002 was listed 38 public firms which had acted merger activities included horizontal (same business line), vertical (supplier and customer), congeneric (different business line but m the same industry) and conglomerate diversification (unrelated business). These merger are spread in the many kinds of sectors and the most are in the consumer goods sector as 9 companies, and the least is in the Agriculture sector, only one.The result of this research proved that the strategic ways of merger have significant positive relationship toward firm value, in the other words the financial performance after merger is greater than before. If the financed of these merger by equity (79.5%), the effect is greater than financed by debt instrument (61.6%).

Page 1 of 1 | Total Record : 6

 1 

Filter by Year

2006 2006


Reset
Filter By Issues
All Issue Vol 22, No 1 (2023): March 2023 Vol 21, No 2 (2022): September 2022 Vol 21, No 1 (2022): March 2022 Vol 20, No 2 (2021): SEPTEMBER 2021 Vol 20, No 1 (2021): MARCH 2021 Vol 19, No 2 (2020): SEPTEMBER 2020 Vol 19, No 1 (2020): MARCH 2020 Vol 18, No 2 (2019): SEPTEMBER 2019 Vol 18, No 1 (2019): MARCH 2019 Vol 17, No 2 (2018): SEPTEMBER 2018 Vol 17, No 1 (2018): MARCH 2018 Vol 16, No 2 (2017): SEPTEMBER 2017 Vol 16, No 1 (2017): MARCH 2017 Vol 15, No 2 (2016): SEPTEMBER 2016 Vol 15, No 1 (2016): MARCH 2016 Vol 14, No 2 (2015): SEPTEMBER 2015 Vol 14, No 1 (2015): MARCH 2015 Vol 13, No 2 (2014): SEPTEMBER 2014 Vol 13, No 1 (2014): MARCH 2014 Vol 12, No 2 (2013): September 2013 Vol 12, No 1 (2013): March 2013 Vol 11, No 2 (2012): SEPTEMBER 2012 Vol 11, No 1 (2012): MARCH 2012 Vol 10, No 2 (2011): SEPTEMBER 2011 Vol 10, No 1 (2011): MARCH 2011 Vol 9, No 2 (2010): SEPTEMBER 2010 Vol 9, No 1 (2010): MARCH 2010 Vol 8, No 2 (2009): SEPTEMBER 2009 Vol 8, No 1 (2009): MARCH 2009 Vol 7, No 2 (2008): SEPTEMBER 2008 Vol 7, No 1 (2008): MARCH 2008 Vol 6, No 2 (2007): SEPTEMBER 2007 Vol 6, No 1 (2007): MARCH 2007 Vol 5, No 2 (2006): SEPTEMBER 2006 Vol 5, No 1 (2006): MARCH 2006 Vol 4, No 2 (2005): SEPTEMBER 2005 Vol 4, No 1 (2005): MARCH 2005 Vol 3, No 2 (2004): SEPTEMBER 2004 Vol 3, No 1 (2004): MARCH 2004 Vol 2, No 2 (2003): September 2003 Vol 2, No 1 (2003): March 2003 Vol 1, No 2 (2002): September 2002 Vol 1, No 1 (2002): March 2002 More Issue