量化卓越绩效真的有利可图吗?Baldrige卓越度测量模型在印度尼西亚部署的实证研究

IF 5.5 Q1 MANAGEMENT
Mahameru Rosy Rochmatullah , Rahmawati Rahmawati , Agung Nur Probohudono , Wahyu Widarjo
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引用次数: 4

摘要

大量的研究继续争论采用鲍德里奇卓越测量模型(BEM)对企业的财务效益。本文旨在通过研究2013-2019年印尼国有企业(SOEs)的边界元管理实施情况来探讨这一问题。更具体地说,我们使用非财务绩效作为中介变量,分析当年(t)的边界元管理与上一年(2012-2018 /t-1)和次年(2014-2020 /t+1)的财务绩效之间的关系。这种方法的目的是发现衡量当年的结果是否考虑了公司上一年的业绩,并刺激了下一年的进步。本定量研究基于174家公司的样本和3654个观察数据点。采用偏最小二乘路径模型(PLS-PM),我们发现BEM部署与企业社会责任活动、客户满意度、劳动力质量和总生产率衡量的非财务绩效密切相关。然而,这种关系并不能预测公司的财务成功,以盈利能力、财务杠杆风险和股东回报来衡量。其他研究结果表明,国有企业的BEM没有得到适当的实施,这可以从财务和非财务绩效、非独立审查人员和领导层政治利益之间的权重得分不平衡中得到证明。因此,国有企业不太可能从BEM部署中获得经济收益。在讨论和暗示部分中给出了更具体的解释。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
Is quantifying performance excellence really profitable? An empirical study of the deployment of the Baldrige Excellence Measurement Model in Indonesia

Numerous studies continue to debate the financial benefits of employing the Baldrige Excellence Measurement Model (BEM) for a business. This paper aims to explore this issue by studying the implementation of BEM in Indonesian State-Owned Enterprises (SOEs) in 2013–2019 (t). More specifically, we analyze the relationship between the BEM in the current year (t) and the financial performance in the previous year (2012–2018/t-1) and the following year (2014–2020/t+1) using non-financial performance as a mediating variable. This method is intended to discover whether measuring the results for the current year considers the company's performance from the previous year and stimulates progress in the following year. This quantitative study is based on a sample of 174 firms and 3654 observational data points. Employing partial least square–path modeling (PLS-PM), we find that BEM deployment is strongly related to non-financial performance as measured by corporate social responsibility activities, customer satisfaction, workforce quality, and total productivity. Nevertheless, this relationship does not predict financial success for the company, as measured by profitability, financial leverage risk, and shareholder return. Other findings indicate that the BEM on SOEs is not implemented properly, as evidenced by an unbalanced weight score between financial and non-financial performance, non-independent examiners, and political interests at the leadership level. Hence, SOEs are unlikely to gain financially from BEM deployment. A more specific explanation is presented in the discussion and implication sections.

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来源期刊
CiteScore
8.00
自引率
4.50%
发文量
47
期刊介绍: Asia Pacific Management Review (APMR), peer-reviewed and published quarterly, pursues to publish original and high quality research articles and notes that contribute to build empirical and theoretical understanding for concerning strategy and management aspects in business and activities. Meanwhile, we also seek to publish short communications and opinions addressing issues of current concern to managers in regards to within and between the Asia-Pacific region. The covered domains but not limited to, such as accounting, finance, marketing, decision analysis and operation management, human resource management, information management, international business management, logistic and supply chain management, quantitative and research methods, strategic and business management, and tourism management, are suitable for publication in the APMR.
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