Analyzing The Operational Relationship to Business Performance in SMEs
Rediawan Miharja (a*), Nelly Martini (a), Evi Selvi (a), Agustifa Zea Tazliqoh (a), Intan Nur Octaviani (a)

a) Faculty of Economics, Universitas Singaperbangsa Karawang, Indonesia
*rediawan.miharja[at]fe.unsika.ac.id

Abstract

This study aims to ascertain how operation and performance are perceived by SMEs. This research method uses a quantitative approach with descriptive and verification analyses. The data used in this study is primary data ob-tained through the distribution of questionnaires. The verification analysis used in this study is multiple linear regression analysis with the SPSS 23 ap-plication. The research findings show that, based on the F test conducted at the 5% alpha significance level, the five independent variables simultaneous-ly have an influence on performance. Based on the t test at the 5% alpha significance level partially, there are four independent variables that influ-ence performance, namely equipment and technology (X1), supply chain (X3), standard operating procedures (X4), and enterprise data management systems (X5) while quality (X2) have no effect on performance. The theoret-ical implications obtained in this study are related to business operational views and business performance. In theory, the relationship should be posi-tive. Studies are related to business operational views and business perfor-mance. In theory, the relationship should be positive. The policy that can be taken in this study is to obtain high performance- it is hoped that business operational treatment cannot be equated with large and complex companies. The resulting framework has a simple uniqueness in how SMEs provide per-ceptions of their operations and business performance. A business with a smaller size will certainly produce a simpler and more reasonable overview of indicators compared to a larger company.

Keywords: Operational- SMEs- Performance

Topic: Innovation, Operations, IT Management and Supply Chain Management