Imam Baihaqi

Dr. Imam Baihaqi

orcid

Research Focus & Metrics

Academic Career Length

15Years (2012-Present)

(Calculated once Scilit publication data is synced: current year − year of first publication + 1)

Representative Publications

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2 March 2012 in Production Planning & Control
Verified
Journal Article
Closed access
IBImam Baihaqi
Imam Baihaqi
ASAmrik S. Sohal
Amrik S. Sohal

1 January 2019 in International Journal of Naval Architecture and Ocean Engineering
Verified
Journal Article
Open access
WLWendi Liu
Wendi Liu
Yigit Kemal DemirelYigit Kemal Demirel
Yigit Kemal Demirel
EDEko Budi Djatmiko
Eko Budi Djatmiko
SNSetyo Nugroho
Setyo Nugroho
TTTahsin Tezdogan
Tahsin Tezdogan
AIAtilla Incecik
Atilla Incecik

9 August 2021 in Journal of Remanufacturing
Verified
Journal Article
Closed access
PDF file
LTLinda Tombido
Linda Tombido
IBImam Baihaqi
Imam Baihaqi


26 June 2023 in Ships and Offshore Structures
Verified
Journal Article
Open access
IBImam Baihaqi
Imam Baihaqi
ILIraklis Lazakis
Iraklis Lazakis
RKRafet Emek Kurt
Rafet Emek Kurt

1 January 2016 in International Journal of Productivity and Quality Management
Verified
Journal Article
Closed access
DWDidik Wahjudi
Didik Wahjudi
MSMoses Laksono Singgih
Moses Laksono Singgih
PSPatdono Suwignjo
Patdono Suwignjo
IBImam Baihaqi
Imam Baihaqi
The impact of organisational culture on firm performance has been well documented. Previous studies on the impact of organisational culture derived from its national culture have been conducted in homogenous cultures. Little attention has been given to the impact of organisational culture derived from Indonesian culture on firm performance. Indonesia's subcultures may not be represented in the national culture. This study examines the impact of organisational culture on firm performance among Indonesia manufacturing firms. Results from 152 organisations confirm that organisational culture has significant effect on firm performance. Only individualism and uncertainty avoidance significantly impact firm performance. The implication is that, even in a country with many subcultures, firms' top management still need to pay attention to the impact of national culture at organisational level. Furthermore, since Indonesia has a very low score on individualism, managers need to create a conducive and rewarding environment for individuals to contribute.