<p>The existence of Indonesian state-owned enterprises (SOEs) has an important role for the communities’ welfare as it is</p><p>mandated in the constitution. If traced based on its face value, the profit of Indonesian SOEs looks to continue increase</p><p>steadily every year. However, on the other hand there is the biggest challenge, such as how to increase the value of</p><p>company, which is shown by ROA and ROE that keep on declining. This actually means that it is still possible to get a</p><p>higher profit. The objectives of this study are to get assessment regarding to (1) correlations of corporate resources with</p><p>corporate strategy, and (2) whether corporate resources and corporate strategy are affecting corporate performance,</p><p>partially or simultaneously, to the Indonesian SOEs. Units of analyzes were 101 corporations from four different industry</p><p>sectors and the samples for this research are 50 corporations of Indonesian SOEs. Time horizon is cross-sectional, where</p><p>the study was conducted at a single period of time simultaneously. Data was gathered by questionaires and in-depth</p><p>interviews to SOEs directors and functional managers. Data analyzed were both descriptive and quantitative. Hypothesis</p><p>testing was utilized by PLS model (Partial Least Square) 2.0 version. The finding shown that there are correlations</p><p>between corporate resources and corporate strategy. Corporate resources and corporate strategy do affect corporate</p><p>performance, directly or simultaneously. Moreover, corporate strategy have more influence than corporate resources.</p><p>Directional strategy and organizational resources are the most dominant dimensions in affecting corporate performance</p><p>of Indonesian SOEs. The conclusion from this research is that most of Indonesian SOEs are not capable in formulating</p><p>their corporate strategy appropriately due to mismatching of their/incompatibility corporate resources.</p><p>Key words: Corporate Resources, Corporate Strategy, and Corporate Performance.</p><p> </p>