Achmad Syamsudin

Type of the article: Research Article

Abstract
The increasing reliance on collaborative arrangements emphasizes the importance of strategic alliances for Regional Development Banks (BPD) in Indonesia. However, limited empirical evidence exists on how these alliances translate into improved performance, particularly through small and medium-sized enterprises (SME) commitment. Therefore, this study aimed to examine the role of strategic alliances in enhancing BPD performance, with a focus on the mediating effect of managers’ perceived SME commitment. Using a cross-sectional survey of 270 middle- to senior-level managers from 27 BPDs, the data were analyzed through structural equation modeling with Analysis of Moment Structures (AMOS). The results showed that the strategic alliance does not have a direct significant effect on bank performance. However, it demonstrated a positive and significant influence on managers’ perceived SME commitment, which in turn significantly enhanced performance. Managers’ perceived SME commitment mediated the relationship between strategic alliance and bank performance. In conclusion, the effectiveness of alliances depends more on relational mechanisms than on direct operational outcomes, thereby extending insights from the Resource-Based View and Dynamic Capabilities Theory. This study also provides practical implications for strengthening alliance strategies through enhanced commitment.