1,720,974 research outputs found
Characteristics of organisational life cycle stages / Dr Salwa Muda and Musliha Musman
Full text link‘Organisations have life cycles just like living organisms do; they go through the normal struggles and difficulties accompanying each stage of the organisational life cycle and are faced with the transitional problems moving to the next phase of development’ (Adizes 1989, p. 13). The Organisational Life Cycle (OLC) theory was introduced in the 1920s to explain a life cycle of living organisms that have the phase of life from birth to death. It is later being applied to describe the different stages of firm as a ‘non-living’ organisation throughout its life cycle (Dalborg 2015). In OLC theory, the change in organisation is known as an accumulation process where the results achieved in later stages are the consequences from the activities in the earlier stages, hence the characteristics acquired by the firms in the earlier stages must be retained in later stages. Competing in an uncertain and turbulent economy requires firms to conduct their operations according to the market challenges, therefore, it is important for firms to address issues and problems in the early stages to avoid unresolved problems emerging in the later stages. The goal of firm establishment is to grow and prosper in many aspects such as financial, management and system, procedures and structure throughout its life supported with strategies that will overcome any issues related to the business. However, the limitations of expert knowledge, information in environmental impacts and allocated resources might hamper the development of the business throughout the life cycles (Bianchi et.al, 2022)
What are Government-Linked Companies (GLCs)? / Musliha Musman and Dr Salwa Muda
Full text linkMalaysian GLCs are deemed as hybrid organizations since the companies must achieve financial returns while fulfilling their social responsibilities (Mat Isa, C. M., Razak. M.T., Mustaffa. N.K., 2020; Norhayati & Siti-Nabiha, 2009). Previously, the GLCs were government organisations or public companies that had been privatised throughout the 1980s. This privatisation policy is based on two major objectives (Abdul Hamid, 2008). First, the policy would speedily achieve the New Economic Policy’s goal in providing more avenues for Bumiputera businesses to participate in the economic activities. Second, privatisation would reduce the government’s burden in providing essential services to the public. Despite the privatization, the government still holds a substantial ownership in these companies through Government-Linked companies (GLICs) (Mat Isa et. al, 2020; Norhayati & Siti-Nabiha, 2009; Abdul Hamid, 2008). Malaysian GLICs include Khazanah Nasional, Minister of Finances (MoF Inc), Kumpulan Wang Amanah Pencen (KWAP), and Bank Negara Malaysia (BNM), Permodalan Nasional Berhad (PNB), Employees Provident Fund (EPF) and Tabung Haji
Unlocking success: the power of Resource-Based View / Salwa Muda and Musliha Musman
Full text linkThe Resource-Based View (RBV) is a fundamental theory in the field of strategic management, originating from seminal works by Wernerfelt (1984) and Barney (1991). It garners interest from scholars across diverse management disciplines such as marketing, entrepreneurship, finance, international business, and human resource management. RBV posits that organizational resources have the potential to confer sustained competitive advantage, thereby influencing firm performance. Central to RBV is the notion that not all resources are equal. Some resources are more valuable, rare, difficult to imitate, or non-substitutable than others. These resources, when effectively utilized, can provide a firm with a sustainable competitive advantage that is difficult for competitors to replicate. At its core, RBV assumes heterogeneity among resource bundles and internal capabilities, which strategically differentiate firms from competitors (Barney, 1991; Wernerfelt, 1984). This implies that resources that meet these criteria are scarce and difficult to replicate, thereby providing firms with a lasting competitive edge
The need for intellectual capital disclosure / Musliha Musman and Dr Salwa Muda
Full text linkRecent global economic changes have ushered in a new economic era and had a significant impact on how businesses are managed, and competitive strategies are implemented. The business management changed their basic principles of strategy by emphasising the value of knowledge assets, also known as intellectual capital, which are a type of intangible asset (Konno & Schillaci, 2021). Knowledge assets refer to intellectual resources such as human resources, competence, research and development, customer-based creation, organizational development, and relationships which are more significant in creating a corporate value (Garcia-Perez et al.,2020). Traditional reporting systems have become obsolete because of the knowledge-based economy's revolution. Traditional accounting systems typically produce reports based on financial or quantitative accounting that are focused on material resources, which can be expressed in monetary or quantitative terms. Hence, it measures only the value of the financial and physical assets and offers little information on intangible resources (Dana et al., 2021) such as knowledge or employees’ competence which cannot be expressed in monetary or any volume, length, weight measures. Consequently, it lacks an adequate accounting mechanism for measuring and reporting intellectual capital assets to external stakeholders and this results in an information gap between the managers and stakeholders (Garcia-Perez et al.,2020; Mouritsen et al., 2004) and it does not provide the relevant information for the managers or investors to understand how their resources which are in the form of intangibles can create values in the future
Intellectual capital: an overview / Salwa Muda and Musliha Musman
Full text linkIntellectual capital (IC) refers to intangible assets that include knowledge, information, intellectual property, and experience that can be used to create value for a firm. The term “intellectual capital” was first introduced by Galbraith in 1969 who describe IC as an intellectual contribution owned by individuals. Thus, IC is a firms’ collective brainpower and the sum of everything everybody in a company knows that gives it a competitive edge (Stewart (1997). As an intangible asset, even though not captured and reported in financial statements, IC’s role is vital in outlining and enforcing strategies. In particular, IC supports reliance to human and firms’ structures in today’s economic condition. Firms in the new knowledge era are concentrating on the challenging tasks of growing and managing knowledge resources, changing economic and political systems, and increasing stakeholder demands. This has caused firms to be at their competitive advantage to deliver their capabilities through clearly defined strategies to survive in the market. As a result, IC appears as one of the crucial elements in the process of value generation
SMEs in Malaysia: History and Development / Dr Salwa Muda and Musliha Musman
Full text linkSmall and Medium sized enterprises (SMEs) have significantly contributed to the Malaysian economy since the early dependence phase, which relied on the agriculture sector as the main source of the nation’s income until today’s economy that depends on manufacturing and services sectors. SMEs play vital roles as the engine of growth through employment opportunities, major sources of technological and product innovation, and poverty reduction through providing employment to poor and low-income workers especially in poor regions and rural areas. Besides the functions of SMEs as an important tool for a competitive and efficient market, they also prove their significant contribution in stimulating Malaysia’s economic expansion and fulfilling the socio-objectives. Despite their small size, the contribution of the Malaysian SMEs in enhancing the economic development and fulfilling the social needs of the nation indicates their important role in strengthening the country to face the resilient challenges in today’s knowledge economy. SMEs in Malaysia are defined according to the annual turnover or number of full-time employees. Starting from 2005, a formal definition of SMEs endorsed by NSDC is based on the annual turnover and number of full-time employees that have been used by ministries, agencies, financial institutions and regulators involved with SME development programmes
Traditional costing system vs activity-based costing system / Musliha Musman and Dr Salwa Muda
Full text linkThe business environment has changed dramatically over the last two decades as the result of intense global competition. Businesses that had previously used the traditional costing system were forced to switch to the activity-based costing (ABC) system, a more recent cost system. ABC and traditional costing are two competing approaches for allocating overhead costs to products and services. The ABC technique was developed in the 1980s for assisting firms to improve their cost management and competitive positioning, and it has since become extensively used due to its broad industry applicability (Quesado et.al., 2021; Mahesha, 2022). Both approaches estimate overhead costs related to production and then assign these costs to products based on a cost-driver rate. The traditional costing system uses a single cost driver, whereas the ABC system uses numerous cost drivers, making it more complex than the traditional approach (Quesado, 2021). The traditional allocation system assigns manufacturing overhead based on a single cost driver, such as direct labour hours, direct labour cost, or machine hours, and is optimal when there is a relationship between the activity base and overhead. There is only one overhead cost pool and a single measure of activity, such as direct labour hours, which makes the traditional method simple and less costly to maintain (Mahesha, 2022). The predetermined overhead rate is based on estimated costs at the budgeted level of activity. Therefore, the overhead rate is consistent across products, but overhead may be over or under applied
Innovation in teaching: the use of blended learning approach / Musliha Musman and Salwa Muda
Full text linkAs technology advances and daily life becomes more digitized, educators actively seek and anticipate engaging in innovative teaching. Innovative teaching methods are proactive methods of teaching that are diametrically opposed to traditional methods in which students learn from educators face to face in the classroom. The purpose of introducing these new teaching methods is to strengthen student understanding so that students can achieve optimal results. There is a significant amount of innovation in education right now, and one of them is blended learning. Blended learning, also known as hybrid learning, is an educational technique that combines the advantages of face-to-face traditional classroom learning methods with online learning methods. It enables both educators and students to gain from the best aspects of both methods. For instance, a student might go to face-to-face classes and then supplement the lesson plan by completing online learning. Online learning is a learning approach that uses innovative ways by utilising internet technology that can be accessible at any time and from any location, allowing learning to occur not only in the classroom and only during class hours, but also outside of class hours when needed (Saragih et al., 2020). Online learning methods include games, movies, tutorials, quizzes, and social networking components that students can access at time and place through their devices such as smartphone or tablet. A study done by Setyaningrum (2018) found that students who learn in blended learning approach have better conceptual understanding than their counterparts. The students claim that they can access learning materials and review some challenging topics at their convenience. AlKhaleel (2019) discovered that 84% of the respondents experience great improvement in their language proficiency abilities as compared to traditional teaching approaches. The study findings, demonstrating that blended learning has a positive impact on students’ learning
Intellectual capital disclosure among Malaysian Government-Linked Companies (GlCS) / Musliha Musman and Rashidah Abdul Rahman
Full text linkThis study aims to examine the level of intellectual capital disclosure among listed Malaysian GLCs by comparing them with the Non-GLCs for the period 2007-2009. Content analysis is used to extract the intellectual capital disclosure items from the annual report. The level of intellectual capital is measured with proxies for categories of human, structural and relational capital. The result shows that the GLCs disclose more intellectual capital information than Non-GLCs. This supports the stakeholders’ theory as GLCs call to provide wider information to the stakeholders especially to the public. For GLCs, relational capital is the most reported category, followed by structural capital. In contrast, Non-GLCs disclose their relational and structural capital equally. The result shows that both GLCs and Non-GLCs disclose at least the human capital
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