Organizational Form, Managerial Strategic, And Market Engangement In Relationship Between Alliance Strategic to Improve Performance

Abstract

This paper aims to explain how strategic alliances affect Organizational Form, Managerial Strategic, Market Engagement, and Performance and how these variables interact to become mutually beneficial partnerships. This research is explanatory research. The method of analysis of this research is quantitative. The location of this study is in Indonesia, especially on Java, to parties related to the alliance strategy between PT Transportation Jogja and bus operators in investment and management of busways in DIY Yogyakarta. The population in this study are institutions / companies related to Government Cooperation with Business Entities in investment and management of busways in DIY Yogyakarta. Respondents of the population, as well as samples are taken, are leaders of institutions involved in the process of Government Cooperation with Business Entities in Busway Investment and Management in DIY Yogyakarta. Strategic alliances have significant and positive effect on organizational form, performance, managerial strategic, and market engagement. Organizational form has significant and positive effect on managerial strategic and performance. Managerial strategic and market engagement and have significant and positive effect on performance. The relationship of market engagement and performance is a new research approach because it uses different research objects from previous research.This research is also expected to be able to answer the difference between theory and the results of research on the relationship between organizational forms and managerial strategies. This theory states a significant relationship between organizational forms and managerial strategies, while empirical results indicate that the relationship is not significant.