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Motives of transfer pricing strategies – systemic analysis
Ching-Wen Lin (Graduate Institute of Management, National Ilan University, Ilan City, Taiwan)
Hsiao-Chen Chang (Graduate Institute of International Business Administration,Chinese Culture University, Taipei, Taiwan)

Tujuan Penelitian :
Menyelidiki motivasi internal dan eksternal yang ada pada perusahaan multi national dalam hal manipulasi harga transfer.

Teori yang Digunakan Sebagai Basis Penelitian : - Motif untuk memanipulasi transfer pricing (Styron, 2007). - Faktor-faktor relevan yang berpengaruh pada manipulasi transfer pricing (Tang, 2002). Variabel : * Tarif export/impor Negara pengimpor dan pengekspor. * Pajak Negara dimana perusahaan berlokasi.

Metode Pengumpulan Data :
Menyebarkan survey pertanyaan mengenai manipulasi transfer pricing yang kemudian dilanjutkan dengan adanya interview. Proses selanjutnya adalah melakukan Analytic Network Process.

Alat Analisis Uji Statistika : * Penggunaan alat dan teknik ANP: digunakan untuk menghitung bobot dari model yang dibentuk. * Penggunaan Analitic Hierarchy Process (AHP): digunakan untuk meneliti dan meramalkan perilaku pengisi survey.

Hipotesis : * H1 : Terdapat hubungan antara erat antara penghematan pajak dengan manipulasi transfer pricing. * H2 : Penghematan pajak bukan lagi alasan manipulasi transfer pricing.

Temuan : * Penghematan Pajak bukan lagi merupakan fokus utama terjadinya manipulasi pada transfer pricing. * Alasan sesungguhnya terjadinya manipulasi pada transfer pricing adalah mencapai laba maksimal, meningkatkan daya saing perusahaan, dan keefektifan pemulangan keuntungan ke perusahaan induk untuk mencapai nilai ekonomi yang lebih tinggi.

Kesimpulan :
Penelitian menunjukan tidak ada hubungan yang bermakna antara motif penghematan pajak denan manipulasi pada harga transfer

Do multinational companies have effective transfer pricing systems of intangible assets and e-commerce?
Wagdy M. Abdallah (Seton Hall University, South Orange, New Jersey, USA), Ahmed S. Maghrabi (Prince Sultan College for Tourism and Management, Jeddah, Saudi Arabia)
(International Journal of Commerce and Management Vol. 19 No. 2, 2009 pp. 115-126)

Tujuan Penelitian :

Untuk melakukan penyelidikan cara-cara bagaimana perusahaan multinasional secara efektif mendesign sistim transfer pricing dari sebuah intangible asset, dengan pertimbangan khusus sebagai efek dari e-commerce dalam sebuah peraturan ketat dari otoritas pajak Amerika dan pemerintah asing.

Teori yang Digunakan Sebagai Basis Penelitian : * Teori transfer pricing: * the comparable uncontrolled price method (CUPM) * the resale price method (RPM) * cost plus method (CPM) * comparable profit method (ComPrM) * transactional net margin (TNM) * profit split method (PSM) Variabel : * Peraturan pajak * Laju perkembangan e-commerce * Karakteristik lokasi dimana terjadi tindakan komersial * Kebijakan keuangan pada masing-masing perusahaan

Metode Pengumpulan Data :
Kue

Alat Analisis : * Karak

Hipotesis : * H1 : *
Temuan : * Tidak ada

Kesimpulan :
Hasil penelitian menunjukkan adanya perbedaan yang signifikan antara penerapan PS pada perusahaan-perusahaan Turki dan perusahaan-perusahaan UK. Berlawanan dengan hipotesis, terlihat perusahaan Turki lebih bersedia terbuka terhadap PS. Pengecualian hal tsb, yaitu untuk penggunaan alat/teknik PS masih lebih banyak digunakan oleh perusahaan UK.

Tax-Compliant Transfer Pricing and Responsibility Accounting
Martine Cools (Katholieke Universiteit Leuven and Erasmus University),
Regine Slagmulder (Vlerick Leuven Gent Management School)
(JOURNAL OF MANAGEMENT ACCOUNTING RESEARCH, Volume Twenty-One, 2009, pp. 151–178)

Tujuan Penelitian :

Melakukan penyelidikan bagaimana kepatuhan pajak dari transfer pricing mempengaruhi akutansi pertanggungjawaban pada saat sebuah perushaan multi nasional menggunakan satu harga transfer untuk kepatuhan pajak dan menejemen kontrol.

Teori yang Digunakan Sebagai Basis Penelitian : * Kepatuhan pajak transfer pricing (Cools and Emmanuel 2007; The Economist 2004; Wright 2004, 2007) * Management Accounting & control (Anthony and Govindarajan 2006; Hilton 2005; Horngren et al. 2006; Simons 2000; Zimmerman 2003) Variabel : * Hukum Pajak Internasional. * Marjin keutungan * Manajemen akuntansi pertanggungjawaban

Metode Pengumpulan Data :
Melakukan studi lapangan ke sebuah perusahaan multi nasional
Interview 23 orang dalam organisasi yang diteliti tersebut, dengan total 47 jam.

Alat Analisis : * Karak

Hipotesis : * H1 : *
Temuan : * Tidak ada

Kesimpulan :
Hasil penelitian menunjukkan adanya perbedaan yang signifikan antara penerapan PS pada perusahaan-perusahaan Turki dan perusahaan-perusahaan UK. Berlawanan dengan hipotesis, terlihat perusahaan Turki lebih bersedia terbuka terhadap PS. Pengecualian hal tsb, yaitu untuk penggunaan alat/teknik PS masih lebih banyak digunakan oleh perusahaan UK.

Strategic Planning Processes and Hospital Financial Performance
Amer A. Kaissi (Trinity University); and James W. Begun, James A. Hamilton (Minnesota University)
(Journal of Healthcare Management, Vol.53:3, May/Jun 2008, pg.197-209)

Tujuan Penelitian :
Mengevaluasi tingkat penerapan perencanaan strategis dan hubungan antara proses perencanaan strategis dengan kinerja finansial.

Teori yang Digunakan Sebagai Basis Penelitian : Praktek dan asumsi perencanaan strategis yang umum disebutkan di literatur administrasi kesehatan. Variabel :
Variabel bebas : Proses perencanaan strategis (Mempunyai rencana strategis; Tingkat penerapan; Rencana strategis benar-benar dikembangkan; Penanggung jawab rencana strategis; Tingkat keterlibatan dewan direksi; Tingkat keterlibatan dokter).
Variabel terikat : Pendapatan bersih; Margin laba.

Metode Pengumpulan Data : * Kuesioner tentang proses perencanaan strategis didistribusikan pada tahun 2006 melalui surat yang diposkan ke pimpinan (CEO) 390 rumah sakit perawatan akut umun di Texas. Dari kuesioner yang didistribusikan terdapat 138 rumah sakit yang merespon kuesioner. * Data financial rumah sakit Texas yang diperoleh dari Center for Medicare and Medicaid selama tahun 2003. Alat Analisis :
Uji statistika regresi linear berganda untuk menganalisis hubungan antara proses perencanaan strategis dengan penghasilan bersih dan margin laba.

Hipotesis : H1 : Terdapat hubungan antara proses perencanaan strategis 2006 dengan kinerja financial 2003. Temuan : * 87% rumah sakit yang merespon kuesioner, mempunyai rencana strategis resmi yang dikembangkan dengan baik dan sepenuhnya. Rumah sakit tersebut mengikuti praktek umum perencanaan strategis, seperti: mempunyai rencana yang komprehensif, melibatkan dewan direksi dan dokter dalam penyusunannya, dan menerapkan rencana tersebut secara luas. * 54% rumah sakit yang merespon menyatakan bahwa pimpinan rumah sakit (CEO) ditugaskan sebagai yang bertanggung jawab terhadap perencanaan strategis. * Penunjukkan pimpinan rumah sakit (CEO) sebagai yang orang bertanggung jawab terhadap perencanaan strategis berhubungan positif dengan peningkatan pendapatan bersih. * Keterlibatan dewan direksi pada revisi besar perencanaan strategis yang terakhir berhubungan positif dengan meningkatnya kinerja financial. * Mempunyai perencanaan strategis secara signifikan berhubungan dengan meningkatnya margin laba. Kesimpulan :
Hasil penelitian menunjukkan adanya hubungan positif antara proses perencanaan strategis tahun 2006 dengan kinerja financial (penghasilan bersih dan margin laba) yang telah lampau (2003).

The Impact of Strategic Planning and The Balanced Scorecard Methodology on Middle Managers’ Performance in The Public Sector
Jean-Charles Marin (Professor at UQAT, Canada)
(International Journal of Business and Social Science, Vol.3, No.1, 2012, pg.114-127)
Tujuan Penelitian :
Mengukur dampak dari dari dua sistem manajemen strategis, yaitu perencanaan strategis dan kartu skor keseimbangan pada kinerja manajer madya yang bekerja di Departemen Pertahanan Kanada.

Teori yang Digunakan Sebagai Basis Penelitian : * Manajemen yang bersifat strategis di sektor publik; * Formulasi dan implementasi strategi di sektor publik; * Metodologi kartu skor keseimbangan pada departemen publik. Variabel : * Variabel mengenai profil manajer madya : jenis kelamin, jumlah pegawai, tipe organisasi, pengalaman, level dalam organisasi, pendidikan, taktik implementasi yang disukai. * Variabel mengenai proses perencanaan strategis dan metodologi kartu skor keseimbangan di Departemen Pertahanan Kanada : pengetahuan, pelatihan, waktu yang dialokasikan, komunikasi, kegunaan. * Variabel mengenai dampak yang dirasakan : dampak yang dirasakan pada performa keseluruhan, dampak yang dirasakan pada kompetensi manajer.

Metode Pengumpulan Data :
Kuesioner penelitian yang terdiri dari 39 pertanyaan didistribusikan melalui email ke seluruh manajer madya yang bekerja di Departemen Pertahanan Nasional. Dari 1478 kuesioner yang dikirimkan ke manajer madya (peringkat sersan sampai mayor, dan pegawai sipil yang setara), 305 kuesioner direspon dan diselesaikan.

Alat Analisis :
Uji statistika menggunakan p=0,01

Hipotesis : * H1 : Manajer madya dalam Departemen Pertahanan mempunyai persepsi bahwa perencanaan strategis meningkatkan keseluruhan kinerja mereka. * H2 : Manajer madya dalam Departemen Pertahanan mempunyai persepsi bahwa metodologi kartu skor keseimbangan meningkatkan keseluruhan kinerja mereka. Temuan : * Para manajer madya merasa bahwa melakukan aktifitas perencanaan strategis atau menggunakan metodologi kartu skor keseimbangan akan berdampak positif pada kinerja mereka secara umum. Manajer madya merasa bahwa kompetensi manajerial mereka secara positif terpengaruh. Dua kompetensi yang secara positif terpengaruhi dengan melakukan aktifitas perencanaan strategis atau kartu skor keseimbangan adalah : manajemen perubahan dan kesadaran organisasi. * Manajer madya dengan tingkat pendidikan tertinggi adalah yang paling cenderung melaksanakan aktifitas perencanaan strategis dan menggunakan kartu skor keseimbangan. * Pengetahuan mengenai perencanaan strategis mempunyai korelasi positif dengan pengetahuan mengenai kartu skor keseimbangan. * Komunikasi perencanaan strategis dan kartu skor keseimbangan organisasi membantu mempresentasikan dan mengkomunikasikan perencanaan strategis dan kartu skor keseimbangan keseluruhan perusahaan. Kesimpulan :
Hasil penelitian menunjukkan bahwa manajer madya dalam Departemen Pertahanan mempunyai persepsi bahwa melaksanakan aktifitas perencanaan strategis dan metodelogi kartu skor keseimbangan akan meningkatkan keseluruhan kinerja mereka.
Strategic Planning-Firm Performance Linkage: Empirical Investigation From An Emergent Market Perspective
Hussam A. Al-Shammari (Indiana University, Pensylvania); Raef T.Husein (Yarmouk University, Jordan)
(Advances in Competitiveness Research, Vol.15, No.1, 2007, pg.15-26)

Tujuan Penelitian : * Menguji hubungan antara perencanaan strategis dan kinerja perusahaan pada perusahaan manufaktur di Jordan. * Menguji dampak perencanaan strategis pada kinerja finansial dan kinerja perilaku perusahaan.

Teori yang Digunakan Sebagai Basis Penelitian : Dampak perencanaan strategis pada kinerja organisasi Variabel : * Variabel bebas : Perencana strategis, bukan perencana strategis * Variabel terikat untuk kinerja finansial: tingkat pengembalian asset, tingkat pertumbuhan pendapatan. * Variabel terikat untuk kinerja perilaku: kemampuan beradaptasi, kepuasan kerja, daya tarik, kemampuan retensi, keseluruhan kinerja perilaku.

Metode Pengumpulan Data :
Kuesioner penelitian didistribusikan ke 37 perusahaan manufaktur di Jordan yang mengimplementasikan perencanaan strategis. Ke 37 perusahaan tersebut terdaftar pada bursa efek Amnan,. Sebanyak 28 perusahaan merespon dan menyelesaikan kuesioner.

Alat Analisis : * Tes H1 dan H2 : analisis varian satu arah menggunakan SPSS * Tes H3, H4, H5, H6, dan H7 : test statistika Kruskal-Wallis H

Hipotesis :
Organisasi yang terlibat dalam perencanaan strategis formal akan mempunyai : * H1 : tingkat pengembalian aset yang signifikan lebih tinggi dibandingkan dengan organisasi yang tidak. * H2 : tingkat pertumbuhan pendapatan yang signifikan lebih tinggi dibandingkan dengan yang tidak. * H3 : kemampuan beradaptasi yang signifikan lebih tinggi dibandingkan dengan organisasi yang tidak. * H4 : tingkat daya tarik yang signifikan lebih tinggi dibandingkan dengan organisasi yang tidak. * H5 : kepuasan kerja yang signifikan lebih tinggi dibandingkan dengan organisasi yang tidak. * H6 : kemampuan retensi yang signifikan lebih tinggi dibandingkan dengan organisasi yang tidak. * H7 : keseluruhan kinerja perilaku yang signifikan lebih baik dibandingkan dengan organisasi yang tidak.

Temuan : * Perusahaan-perusahaan yang mengimplementasikan perencanaan strategis cenderung untuk mencapai tingkat pengembalian aset dan tingkat pertumbuhan pendapatan yang lebih tinggi. * Perusahaan-perusahaan yang mengimplementasikan perencanaan strategis mempunyai kemampuan yang lebih baik untuk beradaptasi dengan lingkungan eksternal, lebih mampu untuk menarik pegawai yang berkualitas, mempunyai tingkat kepuasan kerja yang lebih tinggi diantara para pegawainya, dan lebih mampu untuk mempertahankan sumber daya manusia yang ada. Kesimpulan : Hasil penelitian menunjukkan bahwa perusahaan-perusahaan di Jordan yang mengimplementasikan perencanaan strategis mempunyai kinerja (finansial dan perilaku) yang lebih baik dibandingkan dengan perusahaan yang tidak mengimplementasikan perencanaan strategis. Keseluruhan hipotesis (H1 sampai H7) terbukti kebenarannya.

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