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F;acrors Aliecting Return on Deposit (RoD) of Sharia Ilanks in Indonesia.
r Sugeng Wahyudi" Deki NOITENDI, Robiyanto. Flersugondoi4 oratg Penulis Anggota
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Business: Theory and Practice 16484627
Vol 19, No. I Pages 166 s/d 176.
Yilnius Gediminas Technical University https://doi.ors/10.3846/btp.2018. I 7 https://btp.press.v gtu. lUarticle/26443l
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struktur penulisan baik (sko t- 3,50).
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PeerReview,
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NtP. 195S08i6 1x603 1 002
Unit Kerja: Jurusan Akutansi Fakultas Ekonomika dan Bisnis Universitas Diponegoro
Document details
References (34)
22 of 42
Factors affecting return on deposit (ROD) of Sharia banks in Indonesia (Article) (Open Access)
, , ,
Universitas Diponegoro, Semarang, Indonesia Satya Wacana Christian University, Salatiga, Indonesia
Abstract
This study examines the effect of Capital Adequacy Ratio (CAR), Financing to Deposit Ratio (FDR), board of direc-tors’
size (BOARD), sharia supervisory board (DPS), bank size (SIZE), and interest rate (INT) and sharia bank ownership status (DFOR) to Return on Deposit (ROD). The sample used in this research is 11 sharia banks operating in Indonesia.
By using multiple regression analysis technique, it was found that CAR and SIZE have a significant negative effect on ROD) of sharia banks in Indonesia. While the FDR, BOARD and INT have a significant positive effect on ROD of sharia banks in Indonesia. Meanwhile, DPS and DFOR have no significant effect on ROD of sharia bank in Indonesia. © 2018 The Authors.
SciVal Topic Prominence
Topic:
Prominence percentile: 96.136
Author keywords
Capital adequacy ratio (CAR) Foreign ownership Return on deposit (ROD) Sharia bank Sharia supervisory board
Abbas, S.A.
(Open Access) (2018) Entrepreneurship and Sustainability Issues, 5 (3), pp. 682-692. .
doi: 10.9770/jesi.2018.5.3(20)
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View references (34)
Islamic banking | Islamic banks | Home financing
ISSN: 16480627 Source Type: Journal Original language: English
DOI: 10.3846/BTP.2018.17 Document Type: Article Publisher: VGTU
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Copyright © 2018 The Authors. Published by VGTU Press.
This is an Open Access article distributed under the terms of the Creative Commons Attribution License (http://creativecommons.org/licenses/by/4.0/), which permits unrestricted use, distribution, and reproduction in any medium, provided the original author and source are credited..
VERSLAS: TEORIJA IR PRAKTIKA / BUSINESS: THEORY AND PRACTICE
ISSN 1648-0627 / eISSN 1822-4202 http://btp.press.vgtu.lt
2018 19: 9–16 https://doi.org/10.3846/btp.2018.02
To link to this article: https://doi.org/10.3846/btp.2018.02
attain a better competitive position (Qureshi et al. 2015, Vargas-Halabí et al. 2017).
It is worthy to note that organisations with concentra- tion of employees with distinctive competencies, suitable working environment and well structure organisational settings should encourage employees with intrapreneur- ial skills to innovate and implement ideas that will make organisations attain sustainable competitive advantage (Domingo et al. 2012, Lutfihak et al. 2010). Fostering em- ployee’s intrapreneurial engagement however becomes an indispensable strategy that can be adopted for employees’
willingness to take proactive initiatives towards improved work and exploring business opportunities (Parker 2011, Arnab 2014). Engagement of employees via empowerment, involvement, autonomy, relationships and adequate reward
EMPLOYEES’ INTRAPRENEURIAL ENGAGEMENT INITIATIVES AND ITS INFLUENCE ON ORGANISATIONAL SURVIVAL
1Hezekiah O. FALOLA, 2Odunayo P. SALAU, 3Maxwell A. OLOKUNDUN,
4Comfort O. OYAFUNKE-OMONIYI, 5Ayodotun S. IBIDUNNI, 6Olumuyiwa A. OLUDAYO
1, 2, 3, 5, 6Department of Business Management, Covenant University, Ota, Ogun State
4Department of Sociology, Olabisi Onabanjo University, Ago-Iwoye, Ogun State Received 10 October 2017; accepted 17 December 2017
Abstract. Employee intrapreneurial engagement is considered to be one of the fundamental initiatives that can help organisa- tions to achieve a sustainable competitive advantage in the midst of economic hardship and stiff competition particularly in a volatile and competitive business environment. The main objective of this study is to examine how employees’ intrapreneurial engagement initiatives would influence organisational survival. Few studies analyse how employee intrapreneurial engagement may foster organisational survival. In order to bridge this gap, we conducted a survey with three main manufacturing companies in Nigeria. A descriptive research method (Structural Equation Model (AMOS 22)) was applied to analyse the two hundred and fifty-nine (259) copies of valid questionnaire completed by the respondents using stratified and simple random sampling techniques. However, the study indicated that fostering employees’ intrapreneurial engagement have positive significant implica- tions on organisational survival. This suggests that employees’ empowerment, involvement, autonomy, relationships and reward system have significant effects on organisational survival. It is therefore recommended that organisations should challenge their employees by providing them with autonomy and the freedom to innovate and carve out spaces for them to take risks and experi- ment. The insights discovered from this study would help to facilitate stakeholders to develop or foster employee intrapreneurial engagement and strong institutional strategies to ensure organisational survival.
Keywords: intrapreneurship, empowerment, involvement, autonomy, relationships, reward, engagement.
JEL Classification: L22, M12.
Introduction
Organisations in the 21st century operate in a very compe- titive and volatile business environment as a result of rapid technological advancement, the influence of globalisation, and the need for concentration of employees with distincti- ve capabilities that can think out of box to proffer solutions to the challenges faced by the organisations via intrapre- neurship initiatives (Bimpitsos and Petridou 2012, Obeidat et al. 2014). The survival and sustainability of organisations in the midst of increasing competitive pressure requires that organisations invigorate intrapreneurial initiatives among the employees toward enhancement of job performance and organisational survival (Jasna and Bostjan 2011, Bhatia and Khan 2013). Intrapreneurship is being perceived to be one of the dynamic approaches that helps organisations to
Copyright © 2018 The Authors. Published by VGTU Press.
This is an Open Access article distributed under the terms of the Creative Commons Attribution License (http://creativecommons.org/licenses/by/4.0/), which permits unrestricted use, distribution, and reproduction in any medium, provided the original author and source are credited..
VERSLAS: TEORIJA IR PRAKTIKA / BUSINESS: THEORY AND PRACTICE
ISSN 1648-0627 / eISSN 1822-4202 http://btp.press.vgtu.lt
2018 19: 17–24 https://doi.org/10.3846/btp.2018.03
To link to this article: https://doi.org/10.3846/btp.2018.03
leadership has become a basic element in modern orga- nizations.
This study pursues to highlight the level of adopting transformational leadership dimensions and its relationship with change management in Jordanian insurance compa- nies.
1. Statement of problem
Insurance companies, like other business organizations, experience rapid development and continuous change, which needs to reconsider traditional leadership styles and replacing them with modern leadership styles such as transformational leadership.
Despite the importance of the subject of transforma- tional leadership, studies in this sector in Jordan are still limited; moreover, the researcher noticed that the adoption of the pattern of transformational leadership in Jordanian insurance companies is still weak. For this reason, convinc- ing insurance companies in Jordan to increase the level of
TRANSFORMATIONAL LEADERSHIP STYLE AND ITS RELATIONSHIP WITH CHANGE MANAGEMENT
Aymn Sulieman ALQATAWENH
Faculty of Business, Mu’tah University, Alkarak, Jordan E-mail: [email protected] Received 06 February 2018; accepted 11 March 2018
Abstract. Transformational leadership is considered one of the main leadership styles that influence organizational and indi- vidual outcomes to achieve competitive advantage. This study aims to identify the relationship between some dimensions of transformational leadership namely: Idealized Influence, Inspirational motivation, Intellectual stimulation and empowerment, and change management in Jordanian Insurance companies. A questionnaire was developed to investigate the dimensions of the study and was applied to a sample that consisted of 500 respondents. SPSS package was utilized to analyze the quantitative data.
The study has concluded that the dimensions of the transformational leadership (Idealized Influence, Inspirational motivation, Intellectual stimulation and Empowerment) and change management are available in Jordanian Insurance companies. The study contributes by recommending organizations to conduct and organize training courses to enhance the capability of the workers by promoting empowerment’s behaviors, also taking into account the individual differences between the employees, particularly in assigning work and tasks.
Keywords: transformational leadership, change management, insurance companies, Jordan.
JEL Classification: L22.
Introduction
Nowadays, change and managing it successfully has be- come at the top priorities of business organizations whatso- ever their activities, for reasons such that organizations live in a state of accelerated developments and high turnovers.
Moreover, change occurs everywhere with an increasing and complex rate so that leadership and change might have become of the big challenges facing modern organizations.
However, many researchers have agreed that the subject of effective leadership strategy is a continuously updated (Michael 2008). Thus, organization did not rely heavily on mangers, but it require the existence of leaders’ ability to convince individuals in their organization’s vision and mission to make the right change (Marai 2008).
The ability to deal with change effectively requires a leadership behavior to be coincided with the work of the organization that is called by Burns (1978) transformational leadership. Recently, this subject has occupied the inter- est of the researchers as the concept of transformational
Copyright © 2018 The Authors. Published by VGTU Press.
This is an Open Access article distributed under the terms of the Creative Commons Attribution License (http://creativecommons.org/licenses/by/4.0/), which permits unrestricted use, distribution, and reproduction in any medium, provided the original author and source are credited..
VERSLAS: TEORIJA IR PRAKTIKA / BUSINESS: THEORY AND PRACTICE
ISSN 1648-0627 / eISSN 1822-4202 http://btp.press.vgtu.lt
2018 19: 70–79 https://doi.org/10.3846/btp.2018.08
and data processors: while data controllers determine the purpose and means of data usage, data processors are en- tities that actually work with the data (perhaps on behalf of data controllers).
Today, more than ever before, it is important for market- ers to understand how customers perceive sharing of their personal data and/or contact information with business entities, how much confidence or mistrust they feel about it. Under the new legislation, a request for individual con- sent with data processing must be easily accessible, unam- biguous and clearly separated (distinguishable) from other matters communicated with individuals (consumers). At the corporate level, GDPR implementation opens many cost-effectivity questions arising between the complexity and extent of personal data processed and the required con- sumer’s understanding and informed consent to share such
ANALYSIS OF PERSONAL DATA-SHARING CONSENT FACTORS, WITH FOCUS ON LOYALTY PROGRAMS IN THE CZECH REPUBLIC
Tomas FORMANEK 1, Radek TAHAL 2
1Department of Econometrics, Faculty of Informatics and Statistics, University of Economics, Prague, Czech Republic
2Department of Marketing, Faculty of Business Administration, University of Economics, Prague, Czech Republic E-mails: [email protected] (corresponding author); [email protected]
Received 05 April 2018; accepted 04 May 2018
Abstract. The purpose of this study is to provide structured, topical and representative analysis of personal data sharing prefer- ences in the Czech Republic. Within the context of personal data sharing and protection, we focus on profiling individuals who voluntarily share their personal data with good-faith corporate entities. Loyalty program operators serve as a common and rep- resentative model of commercially driven collection and processing of personal data. We address different types of personal data and factors affecting individual data-sharing consent. Our original research is based on primary surveyed data (806 respondents surveyed during 2017). Multiple quantitative methods such as hierarchical clustering and logistic regression are employed in the analysis. Also, an important part of our research is based on evaluation of structured in-depth interviews, focused on personal data sharing and protection topics. We find pronounced socio-demographic differences in individual propensity to share one’s personal data with commercial data processors. Main findings and contrasting factors are pointed out and discussed within the paper. Our analysis reflects the needs of academic and corporate researches to whom it provides actionable and stratified results, especially in context of the new EU legislation: the GDPR directive on personal data protection.
Keywords: personal data, GDPR, data sharing consent, data sharing preferences, socio-demographic factors, loyalty programs, data processing.
JEL Classification: C25, D12, M31.
Introduction
Various aspects of processing and protecting personal data lie at the core of contemporary marketing and business- oriented analyses and discussions, whenever EU’s citizens and consumers are involved. The main motivation for such discourse is the new GDPR legislation on the protection of individuals (natural persons) with regard to the processing of their personal data (EUGDPR 2018). Indeed, adjusting for the new GDPR regulation is crucial for many consumer- oriented businesses, their marketing and legal departments and other stakeholders involved. Most medium-sized and large corporate entities are likely to qualify as organizations that engage in large scale systematic monitoring, and/or processing of sensitive personal data (see Article 37 of the GDPR directive). In this respect, we should note that the GDPR legislation distinguishes between data controllers
To link to this article: https://doi.org/10.3846/btp.2018.08
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