DISCUSSIONThe authors argued that i

DISCUSSION
The authors argued that in stable environments, high performance is more likely when processes have been managed to modest degrees of maturity. Moderately mature processes feature coordination and con-trol mechanisms that serve to reduce the amount of information that must be dealt with. As uncer-tainty grows, processes laden with mechanisms that reduce information processing requirements can no longer compensate for the burgeoning information processing demands of the environment. In turbu-lent contexts, processes must be managed to greater degrees of maturity in order to elevate information processing capacity. Highly mature processes feature additional coordination and control mechanisms such as strategic information systems and cross-functional teams that align units and make them more respon-sive by enabling the organization to process greater amounts of information in uncertain environments. Achieving higher degrees of maturity should be more difficult when the processes to be managed are highly dependent on external resources. To provide informa-tion for effective operations, coordination and control mechanisms must be established that bridge internal and external processes. Reluctance among external resource providers to collaborate in building integra-tive infrastructure and lack of internal understanding about external processes make building those bridges difficult. The authors’ exploratory analysis largely sup-ported these views.The authors’ investigation found that Baldrige recipients, who are high performers with strong process management capabilities, managed their key orga-nizational processes to degrees of maturity that fell significantly short of the integrated, responsive ideal proposed by progressive maturity models. This find-ing is consistent with information processing theory. Background information suggested a sample of orga-nizations that generally operated in stable contexts at the time of their Baldrige evaluations. Because of their stable contexts, these organizations did not require extraordinary information processing capacity in order to be effective. Instead, they were able to achieve high performance by managing their processes to only mod-est degrees of maturity.The statistical approach employed here was subject to a number of limitations, however. The small sample size made it difficult to detect significant differences and to generalize about the applicability of the find-ings. Of greater concern, however, was the background context of the sample. Demographic data such as organization age and industry sector, much of which could not be explicitly linked to each organization in Table 1 due to confidentiality agreements, suggested a homogenous group of stable operating contexts for the sample. The authors saw no way to divide the sample into subgroups that would create meaning-ful differentials in operating context for comparison purposes. Because the sample veered toward organi-zations operating in relatively stable environments, Hypothesis 1b could not be tested. To enable more complete comparisons in the future, research designs might use contextual variables such as organization size, age, and industry sector to develop rating systems that quantify degrees of uncertainty facing organiza-tions in different operating environments. The authors’ analysis was also limited to organizations categori-cally regarded as high performers. It can be argued, of course, that there are different degrees of high perfor-mance and that those differences should be accounted for. An extension of this thought would be to mix lower performers into the sample as well in order to introduce even more performance variance. If “lower perform-ers” is construed to mean Baldrige applicants that did not receive an award, then there is a large group of organizations from which to potentially draw a sample, as the great majority of approximately 1,400Baldrige applicants have received feedback reports but no award. Unfortunately, the authors were unable to steer the composition of the sample for this study, as Baldrige Award recipient participation was voluntary. It is the authors’ hope that this investigation will increase inter-est in data-sharing partnerships that will broaden the use of primary data from the Baldrige evaluation pro-cess in the study of important research questions.

Results (Indonesian) 1:

DISKUSIThe authors argued that in stable environments, high performance is more likely when processes have been managed to modest degrees of maturity. Moderately mature processes feature coordination and con-trol mechanisms that serve to reduce the amount of information that must be dealt with. As uncer-tainty grows, processes laden with mechanisms that reduce information processing requirements can no longer compensate for the burgeoning information processing demands of the environment. In turbu-lent contexts, processes must be managed to greater degrees of maturity in order to elevate information processing capacity. Highly mature processes feature additional coordination and control mechanisms such as strategic information systems and cross-functional teams that align units and make them more respon-sive by enabling the organization to process greater amounts of information in uncertain environments. Achieving higher degrees of maturity should be more difficult when the processes to be managed are highly dependent on external resources. To provide informa-tion for effective operations, coordination and control mechanisms must be established that bridge internal and external processes. Reluctance among external resource providers to collaborate in building integra-tive infrastructure and lack of internal understanding about external processes make building those bridges difficult. The authors’ exploratory analysis largely sup-ported these views.The authors’ investigation found that Baldrige recipients, who are high performers with strong process management capabilities, managed their key orga-nizational processes to degrees of maturity that fell significantly short of the integrated, responsive ideal proposed by progressive maturity models. This find-ing is consistent with information processing theory. Background information suggested a sample of orga-nizations that generally operated in stable contexts at the time of their Baldrige evaluations. Because of their stable contexts, these organizations did not require extraordinary information processing capacity in order to be effective. Instead, they were able to achieve high performance by managing their processes to only mod-est degrees of maturity.The statistical approach employed here was subject to a number of limitations, however. The small sample size made it difficult to detect significant differences and to generalize about the applicability of the find-ings. Of greater concern, however, was the background context of the sample. Demographic data such as organization age and industry sector, much of which could not be explicitly linked to each organization in Table 1 due to confidentiality agreements, suggested a homogenous group of stable operating contexts for the sample. The authors saw no way to divide the sample into subgroups that would create meaning-ful differentials in operating context for comparison purposes. Because the sample veered toward organi-zations operating in relatively stable environments, Hypothesis 1b could not be tested. To enable more complete comparisons in the future, research designs might use contextual variables such as organization size, age, and industry sector to develop rating systems that quantify degrees of uncertainty facing organiza-tions in different operating environments. The authors’ analysis was also limited to organizations categori-cally regarded as high performers. It can be argued, of course, that there are different degrees of high perfor-mance and that those differences should be accounted for. An extension of this thought would be to mix lower performers into the sample as well in order to introduce even more performance variance. If “lower perform-ers” is construed to mean Baldrige applicants that did not receive an award, then there is a large group of organizations from which to potentially draw a sample, as the great majority of approximately 1,400Baldrige applicants have received feedback reports but no award. Unfortunately, the authors were unable to steer the composition of the sample for this study, as Baldrige Award recipient participation was voluntary. It is the authors’ hope that this investigation will increase inter-est in data-sharing partnerships that will broaden the use of primary data from the Baldrige evaluation pro-cess in the study of important research questions.

Results (Indonesian) 2:

PEMBAHASAN
Para penulis berpendapat bahwa dalam lingkungan yang stabil, kinerja tinggi lebih mungkin ketika proses telah berhasil derajat sederhana kedewasaan. Cukup proses matang memiliki koordinasi dan con-trol mekanisme yang berfungsi untuk mengurangi jumlah informasi yang harus ditangani. Sebagai uncer-ketidakmenentuan tumbuh, proses sarat dengan mekanisme yang mengurangi kebutuhan pengolahan informasi tidak dapat lagi mengimbangi tuntutan pengolahan informasi yang berkembang dari lingkungan. Dalam konteks turbu-dipinjamkan, proses harus berhasil derajat lebih besar dari jatuh tempo untuk meningkatkan kapasitas pengolahan informasi. Sangat proses yang matang memiliki tambahan koordinasi dan mekanisme kontrol seperti sistem informasi strategis dan tim lintas-fungsional yang menyelaraskan unit dan membuat mereka lebih respon-sive dengan memungkinkan organisasi untuk memproses sejumlah besar informasi dalam lingkungan yang tidak pasti. Mencapai derajat yang lebih tinggi dari jatuh tempo harus lebih sulit ketika proses untuk dikelola sangat tergantung pada sumber daya eksternal. Untuk memberikan informa-tion untuk operasi yang efektif, koordinasi dan mekanisme kontrol harus menetapkan bahwa proses internal dan eksternal jembatan. Keengganan antara penyedia sumber daya eksternal untuk berkolaborasi dalam membangun infrastruktur integra-tive dan kurangnya pemahaman internal yang tentang proses eksternal membuat bangunan jembatan tersebut sulit. Para penulis 'analisis eksplorasi sebagian besar sup-porting views.the ini penulis investigasi menemukan bahwa penerima Baldrige, yang berkinerja tinggi dengan kemampuan manajemen proses yang kuat, berhasil proses orga-organisasional utama mereka untuk derajat kematangan yang jatuh secara signifikan pendek dari yang terintegrasi, responsif yang ideal diusulkan oleh model jatuh tempo progresif. Ini find-ing konsisten dengan teori pengolahan informasi. Informasi latar belakang yang disarankan sampel orga-organisasi-yang umumnya beroperasi dalam konteks stabil pada saat evaluasi Baldrige mereka. Karena konteks yang stabil mereka, organisasi ini tidak membutuhkan kapasitas pengolahan informasi yang luar biasa untuk menjadi efektif. Sebaliknya, mereka mampu mencapai kinerja yang tinggi dengan mengelola proses mereka hanya derajat mod-est dari pendekatan statistik maturity.The yang digunakan disini adalah tunduk pada sejumlah keterbatasan, namun. Ukuran sampel yang kecil membuatnya sulit untuk mendeteksi perbedaan yang signifikan dan generalisasi tentang penerapan dari find-temuan. Perhatian yang lebih besar, bagaimanapun, adalah konteks latar belakang sampel. Data demografi seperti usia organisasi dan sektor industri, banyak yang tidak dapat secara eksplisit terkait dengan setiap organisasi dalam Tabel 1 karena perjanjian kerahasiaan, menyarankan kelompok yang homogen dari konteks operasi yang stabil untuk sampel. Para penulis melihat tidak ada cara untuk membagi sampel ke dalam subkelompok yang akan menciptakan makna-ful perbedaan dalam konteks operasi untuk tujuan perbandingan. Karena sampel berbelok ke arah organi-organisasi-yang beroperasi pada lingkungan yang relatif stabil, Hipotesis 1b tidak dapat diuji. Untuk memungkinkan perbandingan yang lebih lengkap di masa depan, desain penelitian mungkin menggunakan variabel kontekstual seperti ukuran organisasi, usia, dan sektor industri untuk mengembangkan sistem penilaian yang mengukur derajat ketidakpastian yang dihadapi organizasi-tions dalam lingkungan operasi yang berbeda. Analisis penulis juga terbatas pada organisasi katagori-Cally dianggap berkinerja tinggi. Hal ini dapat dikatakan, tentu saja, bahwa ada derajat yang berbeda tinggi perfor-Mance dan bahwa perbedaan harus dipertanggungjawabkan. Perpanjangan pemikiran ini akan mencampur pemain yang lebih rendah dalam sampel juga dalam rangka memperkenalkan lebih varians kinerja. Jika "rendah melakukan-ers" yang ditafsirkan berarti pelamar Baldrige yang tidak menerima penghargaan, maka ada sekelompok besar organisasi yang berpotensi menarik sampel, karena sebagian besar laporan umpan balik sekitar 1,400Baldrige pelamar telah diterima tapi tidak ada penghargaan. Sayangnya, penulis tidak dapat mengarahkan komposisi sampel untuk penelitian ini, partisipasi penerima Baldrige pemberian sukarela. Ini adalah harapan penulis bahwa penyelidikan ini akan meningkatkan inter-est data-sharing kemitraan yang akan memperluas penggunaan data primer dari evaluasi Baldrige pro-cess dalam studi pertanyaan penelitian yang penting.