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![The relationships between Environment, Strategy, Organizational Structure, and Business Performance A. Hypothesis Based on the research model, this study hypothesis that: H1. There is positive influence of external environment (EE) to competitive strategies (CS). H2. There is positive influence of internal environment (IE) to competitive strategies (CS). H3. There is positive influence of organizational structures (OS) to competitive strategies (CS). H4. There is positive influence of competitive strategies (CS) to organizational structure (OS). H5. There is positive influence of competitive strategies (CS) to the business performance (BP). H6. There is positive influence of competitive strategies (CS) to organizational structures (OS). H7. There is positive influence of strategic orientation (SO) to the business performance (BP). H8. There is positive influence of organizational structures (OS) to the business performance (BP) III. RESEARCH METHODOLOGY There are six variables which are used in this research; external environment, internal environment, competitive strategy, strategic orientation, organizational structure and business performance. Validity and reliability tests indicate that all variables are valid and reliable. The population of this study are all manufacturing industries in Yogyakarta and Central Java. The samples in this study are designed using Cluster Random Sampling technique, guided by Standard Classification of Indonesian Business Field [Klasifikasi Baku Lapangan Usaha Indonesia] (KBLUI) in category D at digit 2. 250 samples are taken and based on the result of the questionnaire distribution, 143 respondents answered the items completely, so this meets the requirement for Structural Equation Modelling (SEM).](profile/Mohamad-Effendi-2/publication/265566028/figure/fig1/AS:896021609607168@1590639607132/The-relationships-between-Environment-Strategy-Organizational-Structure-and-Business.png)
The relationships between Environment, Strategy, Organizational Structure, and Business Performance A. Hypothesis Based on the research model, this study hypothesis that: H1. There is positive influence of external environment (EE) to competitive strategies (CS). H2. There is positive influence of internal environment (IE) to competitive strategies (CS). H3. There is positive influence of organizational structures (OS) to competitive strategies (CS). H4. There is positive influence of competitive strategies (CS) to organizational structure (OS). H5. There is positive influence of competitive strategies (CS) to the business performance (BP). H6. There is positive influence of competitive strategies (CS) to organizational structures (OS). H7. There is positive influence of strategic orientation (SO) to the business performance (BP). H8. There is positive influence of organizational structures (OS) to the business performance (BP) III. RESEARCH METHODOLOGY There are six variables which are used in this research; external environment, internal environment, competitive strategy, strategic orientation, organizational structure and business performance. Validity and reliability tests indicate that all variables are valid and reliable. The population of this study are all manufacturing industries in Yogyakarta and Central Java. The samples in this study are designed using Cluster Random Sampling technique, guided by Standard Classification of Indonesian Business Field [Klasifikasi Baku Lapangan Usaha Indonesia] (KBLUI) in category D at digit 2. 250 samples are taken and based on the result of the questionnaire distribution, 143 respondents answered the items completely, so this meets the requirement for Structural Equation Modelling (SEM).
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This study will develop a model of relationship between the environment, strategy, organizational structures and business performance of the manufacturing industries in Yogyakarta and Central Java. The population of this study are all manufacturing industries in Yogyakarta and Central Java. The samples in this study are designed using Cluster Rando...
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... The mechanical is suitable for simple and stable environments, while the organic is the most appropriate structure in dynamic and complex environments. These endeavors have attracted the attention of researchers later to identify the features of the two types that might affect organizations' performance [26]. Organizations with mechanical structures have high levels of formalization. ...
... The measurement of business performance is performed using financial and non-financial approaches to determine the achievement of the company's goals (Chong, 2008). However, difficulties emerge when the manager or owner of SMEs is unwilling or reluctant to provide information about financial performance nature (effendi and Arifin, 2010). To anticipate the unavailability of real performance data, such information can be explored through the perception approach of the owner or manager of SMEs (Dess & Beard, 1984). ...
... Furthermore, the SSP put forward that the structure-strategy relationship is contingent to the external environmental. According to Effendi and Arafin, the relationship between structure and strategy is inextricably reciprocal [41]. Structure should be compatible with strategy otherwise strategy formulation and implementation will be constrained. ...
Despite all the innovative research in agriculture, technology adoption in integrated agricultural supply and processing systems (IASPS) remains a challenge. This is attributed to the complex nature of IASPS and the continued lack of a holistic view towards most of the interventions into the systems. To make sense of issues that affect IASPS, it is important to recognise that most issues within these systems do not exist in isolation, but are imbedded within complex interrelationships. This research developed and demonstrated a systematic diagnostic model that could be used to locate high leverage intervention points within IASPS and to make predictions about the systems behaviour. A meta-analysis was conducted to test the evidence of the interlinkages between IASPS domains and to compare the strength of these relationships. The model revealed that the collaboration, structure and information sharing domains had a higher direct leverage over the other IASPS domains as these were associated with a larger number of interlinkages. Additionally, collaboration and structure provided dynamic leverage as these domains were part of feedback loops. In terms of the potency, collaboration was highly correlated to culture compared to the other domains, viz., information sharing, coercive power and transaction costs.
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