Penerapan Teori RBV,RDT,SCT,DAN DCT Untuk Meningkatkan Kinerja Dan Daya Saing Perusahaan Secara Global (UMKM)

Rhifwan Aji Bimantoro Adriyanto; Yayan Hendayana

doi:10.31004/riggs.v4i4.3542

Authors

Rhifwan Aji Bimantoro Adriyanto Universitas bhayangkara jakarta
Yayan Hendayana Universitas Bhayangkara Jakarta

DOI:

https://doi.org/10.31004/riggs.v4i4.3542

Keywords:

Resource-Based View (RBV), Resource Dependency Theory (RDT), Dynamic Capabilities Theory (DCT), dan Social Cognitive Theory (SCT), UMKM

Abstract

Tujuan penelitian ini adalah untuk mengkaji penerapan teori Resource-Based View (RBV), Resource Dependency Theory (RDT), Dynamic Capabilities Theory (DCT), dan Social Cognitive Theory (SCT) dalam meningkatkan kinerja serta daya saing perusahaan secara global, khususnya pada Usaha Mikro, Kecil, dan Menengah (UMKM). Metode penelitian yang digunakan adalah literature review dengan pendekatan konseptual, yaitu menelaah dan mensintesis berbagai temuan empiris serta teori yang relevan dari penelitian terdahulu. Pendekatan ini berfokus pada pengembangan kerangka berpikir yang komprehensif guna memahami faktor internal dan eksternal yang memengaruhi kinerja UMKM. Hasil kajian menunjukkan bahwa keempat teori tersebut saling melengkapi dan membentuk kerangka peningkatan kinerja UMKM secara holistik. RBV memberikan fondasi kekuatan internal melalui pengelolaan sumber daya yang bernilai, unik, dan sulit ditiru sebagai sumber keunggulan kompetitif. RDT membantu UMKM dalam memanfaatkan serta mengelola ketergantungan terhadap lingkungan eksternal, seperti akses modal, jaringan bisnis, teknologi, dan pasar. DCT memungkinkan UMKM untuk beradaptasi secara dinamis terhadap perubahan lingkungan melalui inovasi, pembelajaran berkelanjutan, dan reconfigurasi sumber daya. Sementara itu, SCT memperkuat aspek perilaku dan psikologis pelaku usaha, termasuk motivasi, efikasi diri, dan kemampuan pengambilan keputusan. Integrasi keempat teori ini menjadi dasar strategis bagi UMKM untuk meningkatkan kinerja dan daya saing di tingkat global.

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