Research Areas Sub KK SMDM
There are 12 areas of research in Sub KK SMDM, namely:
- Cooperative Strategies < D1> Fokus pada isu-isu yang berkaitan dengan strategi kooperatif pada fungsional, bisnis, perusahaan, grup dan analisis tingkat jaringan. Contohnya untuk menjawab:
- How do competitive, corporate, growth and innovation strategy decisions influence cooperative strategies?;
- Under what conditions does reliance on cooperative strategies rather than organic growth or mergers and acquisitions increase the likelihood of success?;
- What differences exist in the emergence, negotiation, management and termination of cooperative strategies involving dyads versus multi-party collaborations and networks?;
- How do actors leverage relational, structural, and organizational attributes of networks to shape organizational behavior and outcomes of cooperative arrangements?
- Strategic Human Capital <D2>. Fokus pada penelitian yang menyikapi peran human capital dalam kinerja perusahaan. Contohnya untuk menjawab:
- How can firms purposefully create valuable firm-level human capital heterogenenity?
- What are the mechanisms that link human capital to firm-level outcomes?
- How do firms best manage the value appropriation challenges presented by “star” employees?
- What factors explain differences in human capital productivity within industries?
- Stakeholder Strategy <D3> Mencakup perspektif multi-stakeholder dari strategi perusahaan, pendahulunya, batas-batasnya, peran, dan nilai-nilai, dan bentuk yang beragam dari dampak dan kinerja. Contohnya untuk menjawab:
- How do competitive, corporate, growth and innovation strategy decisions influence the effectiveness of stakeholder engagement and sustainability oriented strategies and practices?
- How do stakeholder engagement and sustainability oriented strategies and practices influence the effectiveness of competitive, corporate, growth and innovation strategies?
- How can firms attempting to satisfy a plurality of stakeholder interests compete and/or cooperate effectively with like-minded firms as well as with traditional competitors?
- Competitive Strategy <D4>. Fokus pada penelitian mengenai perusahaan dan interaksi di dalamnya dari waktu ke waktu. Contohnya untuk menjawab:
- what are the dimensions and drivers of business performance? ;
- How do businesses interact with one another and with their environment?
- What is the nature and effect of these interactions? What is competitive advantage?
- How can firms build and maintain a competitive advantage in a changing world?
- What role do resources and capabilities play in shaping firms and industries over time? How do groups and clusters of firms arise and what are their effects?
- Strategy Process <D5>. Fokus pada faktor-faktor yang mengatur pembentukan strategi di grup, fungsional, perusahaan, dan analisis tingkat jaringan . Meliputi: the micro-practices of strategy making, the development of strategic initiatives, idea generation and creativity in strategy, the role of chance events, capability development and the role of emotions in strategy
- Entrepreneurship & Strategy <D6>. Fokus pada perilaku kewairausahaan baik pada usaha baru maupun pada perusahaan yang sudah established. Contohnya untuk menjawab:
- How can we strengthen the theorizing on entrepreneurial activity?
- How does a focus on innovation and entrepreneurship differ from other theories on competitive advantage?;
- What are the appropriate research methods for a scientific study of the entrepreneurial process?;
- What is the role of strategy in a new venture firm and how does it differ from that in an established firm?
- Strategic Leadership Governance <D7>. Membentuk atau dibentuk dengan strategi perusahaan dan kinerja dalam berbagai konteks kelembagaan dan peraturan. Contohnya untuk menjawab:
- How does strategic leadership and governance in shaping strategy and performance?;
- To what extent are firms reflections of their top managements, boards, and owners?
- How does the firm’s performance, strategy, and external context shape strategic leadership and governance?
- How does strategic leadership and governance shape ethical and socially responsible behavior?
- What are the reciprocal relationships between strategic leadership and governance and stakeholders?
- Behavioral Strategy <D8>. Mempopulerkan penelitian yang menerapkan psikologi kognitif dan sosial dalam konteks manajemen strategis dan praktek. Meliputi area penelitian: Bounded rationality in competitive markets, Cognition and decision making; cognitive biases and heuristics, Cognitive schema and management perception, Individual and collective beliefs and ideologies, Prospect theory, reference points, and risk-taking, Emotions, motivations, personalities, and pathologies, The psychology of bargaining and organizational politics, Anomalies in strategic learning, The social psychology of group decision making
- Strategy Practice <D9>. Meliputi segala kegiatan, metode dan alat yang digunakan dalam perbuatan strategi dan bagaimana ‘strategy work’ yang dikaitkan dengan outcome organisasi. Contohnya untuk menjawab:
- What does ‘strategy work’ involve? Who is involved in the doing of strategy?;
- What impact do strategizing activities have on firm performance?;
- How do individual strategists and their teams shape strategy and firm performance?;
- What is their role in the development and leverage of firm’s resources, capabilities and processes?
- Knowledge & Innovation <D10>. Fokus pada bagaimana manajer dapat dengan usaha terbaiknya memanfaatkan basis pengetahuan organisasi mereka dalam rangka membangun keunggulan kompetitif bagi perusahaan mereka. Contohnya untuk menjawab:
- What is organizational knowledge?;
- Where does it reside?;
- How does organizational learning take place and how does it feed into knowledge?;
- What is the link between learning and innovation?;
- How is knowledge shared and transmitted within and among organizations?
- How can knowledge, learning, and innovation be managed better?
- Global Strategy <D11>. Secara eksplisit berkaitan dengan dampak yang mengembangkan kekuatan budaya, sosial, ekonomi, teknologi, lingkungan, dan politik global
- Corporate Strategy <D12>. Mencakup keputusan, tindakan dan hasil terkait dengan portofolio organisasi dari lini bisnis. Contohnya untuk menjawab: vertical integration, mergers and acquisitions, divestitures, corporate diversification strategy/organization, implementation and performance.
