هم ترازی مدیریت حسابداری-استراتژی در بانکداری اسلامی
Abstract
1- Introduction
2- Theoretical background and hypotheses development
3- Hypotheses development
4- Data and methodology
5- Empirical results
References
Abstract
Purpose – This paper aims to examine the effect of management accounting–strategy coalignment on the maqasid Shariah-based performance of Islamic banks in Indonesia. The study also examines the role of the corporate life cycle of Islamic banks in influencing the relationship between management accounting– strategy coalignment and performance. Design/methodology/approach – Management accounting practices, management control systems, strategy and maqasid Shariah-based performance are measured using questionnaires which were distributed to 97 directors and heads of Islamic banks. The model of this study is analyzed using structural equation model. Findings – This study finds that the coalignment between low cost-oriented strategy, strategic management accounting practices and mechanistic management control system has positive impact on improving maqasid Shariah-based performance. However, this study is unable to verify that corporate life cycle strengthens the positive relationship between management accounting–strategy coalignment and performance. Research limitations/implications – Limited indicators of management accounting practices in this study illustrate less comprehensive management accounting practices. Further studies may add other relevant management accounting as described by the International Federation of Accounting Committee to provide a more comprehensive management accounting practices. Practical implications – This study provides recommendations to the management of Islamic banks to design management accounting practices and management control systems that fit to their strategic orientation. Originality/value – This paper fulfils limited empirical studies on management accounting practices and strategy in Islamic banking industry.
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).