مقاله انگلیسی رایگان در مورد هم ترازی مدیریت حسابداری-استراتژی در بانکداری اسلامی – امرالد ۲۰۱۸

 Introduction

One of the most pressing challenges facing Islamic banks in Indonesia is how to increase market share, which remains low at just 4.64 per cent with total assets of US$22.4 billion (Financial Services Authority, 2015). In addition, because of structural factors, slow growth of market share is also attributable to operational issues such as limited office networks, lack of availability of competent human resources, less innovative products and high operational costs, as well as limited promotion and public education regarding Islamic banking (Ismal, 2013a, 2013b). These issues have led to low competitiveness in the national banking industry From a market-based perspective, there are two sources of competitive advantage that could be used by Islamic banks, namely, differentiation and low cost (Porter, 1998). Islamic banks can implement the differentiation strategy by offering unique operations according to Islamic principles, such as financing based on profit–loss sharing as a distinguishing factor from conventional banks (Ascarya and Yumanita, 2005). Islamic banks could also implement a low-cost strategy to ensure competitive prices that attract customers, the majority of whom are rational (Ismal, 2011). According to the contingency perspective, strategy success is determined by coalignment between the strategy and its contingency variables, both internal and environmental factors. Coalignment between strategic orientation and its contingency variables is known as strategic coalignment (Ventakraman, 1990). The level of strategic coalignment could explain why companies in the same industry and adopting the same strategies may perform differently. Based on low competitiveness and suboptimal strategy implementation at Islamic banks in Indonesia, this research will primarily solve these problems by analyzing strategic coalignment, which is expected to improve Islamic bank performance. This study uses the concept of business unit strategy developed by Porter (1998), who classified the strategy into low cost and differentiation. The internal contingency variables in this research include management accounting practices and management control systems, both of which have consistently proven to be contingency variables of the strategy when examining their impact on performance (Mia and Chenhall, 1994; Davila and Foster, 2005; Jermias and Gani, 2004; Auzair and Langfield-Smith, 2005; Cadez and Guilding, 2008; Tsamenyi et al., 2011; Gani and Jermias, 2012). The mission of Islamic banks, specifically to improve welfare in the world and the hereafter (falah), has implications on the indicators used to measure performance. Therefore, when assessing the performance of Islamic banks, this study uses the maqasid shariah concept that reflects comprehensive performance measurement in accordance with the purpose of human interaction under Islamic law. The impact of strategic coalignment on performance will be stronger when Islamic banks have adequate resources, such as modern infrastructure, competent human resources, sophisticated technology and innovative breakthroughs. The availability of resources, however, will depend on the corporate life cycle (Barney, 2001). Hasan et al. (2015) explained that the resources and capabilities of companies at the mature stage are greater and more diverse than companies at earlier stages. As a relatively new industry, Islamic banks have limited resources, networks, economies of scale and market share. Likewise, public awareness of Islamic banks remains low. Therefore, this study also analyzes whether the corporate life cycle of Islamic banks will affect the impact of strategic coalignment on performance.