Analisis perbandingan rencana strategis tahun 2022 pada perbankan syariah di Indonesia

  • Wulidatul Imro'ah Program Studi Perbankan Syariah, Universitas Islam Negeri Maulana Malik Ibrahim Malang
  • Miftakhul Rokhmah Program Studi Perbankan Syariah, Universitas Islam Negeri Maulana Malik Ibrahim Malang
  • Silvia Nur Laili Program Studi Perbankan Syariah, Universitas Islam Negeri Maulana Malik Ibrahim Malang
Keywords: Strategic Plan, Islamic Bank, Comparison

Abstract

Strategic Plans are very important to provide long-term guidance to bank management and employees in achieving the company's vision and mission, as well as identifying strategies that will be used to achieve goals. This research aims to find out the comparison of the 2022 Strategic Plans at Bank Muamalat Indonesia (BMI), Bank Central Asia Syariah (BCAS), and Bank Syariah Indonesia (BSI). This type of research is a qualitative approach with descriptive methodology, utilizing data collection techniques such as interviews, observation and text analysis which are considered capable of explaining in detail, clearly and specifically. Based on the results of the analysis that has been carried out, the results obtained are that Bank Muamalat Indonesia (BMI), Bank Central Asia Syariah (BCAS), and Bank Syariah Indonesia (BSI) have the same strategic planning indicators, but the focus in their strategic planning is different. This research provides an understanding of the comparison of the 2022 Strategic Plan between Bank Muamalat Indonesia (BMI), Bank Central Asia Syariah (BCAS), and Bank Syariah Indonesia (BSI). 

Strategic Plans are very important to provide long-term guidance to bank management and employees in achieving the company's vision and mission, as well as identifying strategies that will be used to achieve goals. This research aims to find out the comparison of the 2022 Strategic Plans at Bank Muamalat Indonesia (BMI), Bank Central Asia Syariah (BCAS), and Bank Syariah Indonesia (BSI). This type of research is a qualitative approach with descriptive methodology, utilizing data collection techniques such as interviews, observation and text analysis which are considered capable of explaining in detail, clearly and specifically. Based on the results of the analysis that has been carried out, the results obtained are that Bank Muamalat Indonesia (BMI), Bank Central Asia Syariah (BCAS), and Bank Syariah Indonesia (BSI) have the same strategic planning indicators, but the focus in their strategic planning is different. This research provides an understanding of the comparison of the 2022 Strategic Plan between Bank Muamalat Indonesia (BMI), Bank Central Asia Syariah (BCAS), and Bank Syariah Indonesia (BSI).

Downloads

Download data is not yet available.

References

Faisol, A., Tanggapan, A., Pelanggan, K., Rb, R., Hendrawaty, E., Network, P., Kematangan, D. A. N., & Komalasari, A. (2007). Bisnis & manajemen. 3(2).

Fauziah, N. W., & Segaf, S. (2022). Seberapa Pengaruh Penetapan Nisbah Bagi Hasil, Inflasi, Dan Jumlah Uang Beredar Terhadap Deposito Mudharabah Di Indonesia. Jurnal Tabarru’: Islamic Banking and Finance, 5(2), 435–447.

Fitria, L., Zuswita, H., & Eliza, R. (2020). ANALISIS PERBANDINGAN KINERJA KEUANGAN PADA BANK BUMN DAN SWASTA PERIODE 2016-2018. FINANCIAL : Jurnal Akuntansi, 6, 17–23.

Ihyak, M., Segaf, S., & Suprayitno, E. (2023). Risk management in Islamic financial institutions (literature review). Enrichment: Journal of Management, 13(2), 1560–1567.

Istan, M., & Permatalia, R. (2021). Analisis tingkat kesehatan pt bank central asia ( bca ) syariah menggunakan metode rgec Analysis of the health level of pt bank central asia ( bca ) syariah using the rgec method. Inovasi, 17(1), 94–107.

Kartika, G., & Segaf, S. (2022). Kombinasi Peran Model TAM dan CARTER Terhadap Optimalisasi Kepuasan Nasabah Mobile Syariah Banking di Masa Pandemi Covid-19. Jurnal Manajerial, 9(02), 152–167.

Pratama, T. A., & Segaf, S. (2022). Does the Non-Financial Factor Affect the Profitability of Islamic Commercial Banks. Jurnal Masharif Al-Syariah: Jurnal Ekonomi Dan Perbankan Syariah, 7(3).

Prihantoro, S. K. W. (2021). Analisis Perbandingan Implementasi Pendekatan Balanced Scorecard Dan Logical Framework Approach Dalam Penyusunan Rencana Strategik (Studi Pada Badan Pemeriksa Keuangan Republik Indonesia). ABIS: Accounting and Business Information Systems Journal, 9(3). https://doi.org/10.22146/abis.v9i3.65950

Siagan, Y., & Hasibuan, R. (2022). Strategi Pemasaran dan Upaya Menarik Minat Nasabah pada Produk PROHAJJ di PT. Bank Muamalat Indonesia KCU Padangsidimpuan. Jurnal Ilmu Komputer, Ekonomi Dan Manajemen (JIKEM), 2(1), 275–286.

Sri Mahargiyantie. (2020). Peran Strategis Bank Syariah Indonesia dalam Ekonomi Syariah di Indonesia. Al - Misbah, 1(2), 83–94.

Syadali, M. R., Segaf, S., & Parmujianto, P. (2023). Risk management strategy for the problem of borrowing money for Islamic commercial banks. Enrichment: Journal of Management, 13(2), 1227–1236.

Yusriadi. (2022). Bank syariah dan konvensional ( Suatu Analisis Perbedaan dan Prinsip-prinsipnya ). Syarah Jurnal Hukum Islam Dan Ekonomi, 11(1), 1–15.

PlumX Metrics

Published
2023-10-31
How to Cite
Imro’ah, W., Rokhmah, M., & Laili, S. (2023). Analisis perbandingan rencana strategis tahun 2022 pada perbankan syariah di Indonesia. Maliki Interdisciplinary Journal, 1(4), 594-607. Retrieved from http://urj.uin-malang.ac.id/index.php/mij/article/view/5871
Section
Articles

Most read articles by the same author(s)