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Journal Communication Spectrum : Capturing New Perspectives in Communication Vol 2, No 2 (2012): August 2012 - January 2013
Publisher : Department of Communication Science, Bakrie University

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.36782/jcs.v2i2.281


Setiap organisasi, besar atau kecil, memiliki peluang untuk terkena krisis. Krisis dapat terjadi karena kesalahan internal organisasi, seperti kesalahan prosedur, kelalaian organisasi dan tindakan oknum dalam organisasi yang tidak bertanggung jawab. Disamping itu, krisis juga dapat disebabkan oleh faktor ekternal seperti kondisi ekonomi dan politik, atau bencana alam. Menurut Steven Fink, krisis melalui empat tahap penting yaitu tahap prodromal, tahap akut, tahap kronis dan tahap resolusi. Dalam perspektif public relations, setiap tahapan tersebut memerlukan strategi komunikasi yang berbeda­beda.  Artikel ini merupakan hasil penelitian mengenai krisis yang menimpa Citibank Indonesia pada tahun 2010. Analisis dalam peneltian ini  mengikuti tahapan  perkembangan krisis  dari Steven  Fink dan  aktivitas  komunikasi yang dilakukan oleh public relations Citibank pada masa pra krisis, masa krisis dan masa pasca krisis. Temuan dalam penelitian ini adalah adanya perkembangan isu  yang berdasarkan literatur  semakin memperburuk citra organisasi, namun pada kasus Citibank, isu yang berkembang justru mampu menggeser isu utama dan  menguntungkan Citibank. Kata Kunci: tahapan  perkembangan  krisis,  tahapan  komunikasi  penanganan  krisis, information gap.   An organization whether it’s large or small, has the opportunity to be exposed to the crisis. Crisis can occur due to an internal problem within the organization, such as procedural errors,  omissions  organization  and  unresponsible action  from  an  employee  in  theorganization.  Crisis can also be caused by external factors such as political and economic conditions, or natural disasters. According to Steven Fink, crisis in organization passing through four critical stages:  prodromal phase, acute phase, chronic phase and resolution phase. In a public relations perspective, each stage requires a communication strategy that is different in each stage. This article is the result of research on the crisis that hit Citibank Indonesia in 2010. The analysis in this research follow the stages of development of crisis explained by Steven Fink and communication activities undertaken by public relations Citibank in pre crisis, crisis and post­crisis period. The findings in this research is the development of issue­based  on literature will  worsened the image of the organization, but in the case of Citibank the issue development actually beneficial for Citibank since  the central issue was shifting from procedural error to personal issue of employee. Keywords: crisis  development stages,  phase  of  crisis  communication  management, information gap.
The Role of Dynamic Capability Toward Knowledge Management, Innovation, Technology Information of 3PL Provider Indonesia Widiadibrata, Sri Witjaksono; Nawangsari, Lenny Christina; Sutawidjaya, Achmad Hidayat
International Journal of Supply Chain Management Vol 10, No 5 (2021): International Journal of Supply Chain Management (IJSCM)
Publisher : International Journal of Supply Chain Management

Show Abstract | Download Original | Original Source | Check in Google Scholar


In a highly competitive global economy, every company depends on how much innovation and creativity it has. This study aims to analyze the effect of Knowledge Management, Innovation, Information Technology on Dynamic Capabilities for two groups; the first group is 3PL Provider in Jakarta and group 2 is the 3PL provider from outside Jakarta. The research sample is 200 people. The data analysis technique used Structural Equation Modeling (SEM), with PLS (Partial Least Square) software. The study results prove that Knowledge Management, Innovation, and Information Technology affect the Dynamic Capability of 3PL Providers in Jakarta and outside Jakarta.
Implikasi Keunggulan Bersaing Terhadap Kinerja Organisasi Pada Sektor Industri Manufaktur Kimia Di Provinsi Banten Uli Wildan Nuryanto; Masyhudzulhak Djamil MZ; Achmad Hidayat Sutawidjaya; Ahmad Badawi Saluy
Kajian Akuntansi Volume 21, No. 2, 2020
Publisher : Universitas Islam Bandung

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.29313/ka.v21i2.6503


In current dynamic business environment, the competition is getting stiffer and performance organizational becomes issue, the caracteristics that occurred in the industrial revolution 4.0. This condition requires organizations to increase the performance to be sustain. Competence and knowledge management as internal resources that reffer to RBV are strengths hat are very important as predictors in improving performance. For this reason, the study has explored the indicators of each of the predictors and also test the relationships between latent variable that have been hypothesized. This research focus to the industrial chemical manufactur at Banten Province Indonesia which is become the province with the third largest number of chemical firms in Indonesia. Regarding to the central bureau statistics of Indonesia, the values of productivity and human resources capability from downstream chemical manufactur sector below the target. This research using SEM-PLS method to measure 97 respondents from the level supervisor and manajerial. The final results provide a positive and significant relationship between competence and knowledge management through competitive advantage and organizatioan performance. Competitive advantage also increasse the relationship between competence and knowledge management through the organizational performance. This result has implication for managerial levels to increase human resources performance so it can improve the firm competitive advantage. 
Perusahaan Tambang Batubara Tbk (IDX-Listed) Indonesia: Gaya Kepemimpinan Breakthrough Siknifikan Menaikkan Kinerja Organisasi melalui Kepuasan Karyawan Joko Triraharjo; Havidz Aima; Achmad Hidayat Sutawidjaya; Ahmad Badawi Saluyv
Kajian Akuntansi Volume 22, No. 2, 2021
Publisher : Universitas Islam Bandung

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.29313/ka.v22i2.6501


Indonesia is the largest coal exporter in the world. Indonesia's total coal production in 2018 was 528 million tons. Of this amount, 320 million tons were produced by coal mining companies listed on the Indonesia Stock Exchange. The phenomenon of the performance of coal mining companies in Indonesia which has been established in the period 2014 to 2018 there is a very high difference, both in terms of financial performance and the resulting production. The difference in the performance gap is thought to be influenced by the leadership style in the company. The purpose of this study is to analyze the effect of transformational leadership style, servant and breakthrough leadership on organizational performance with employee satisfaction as an intervening variable in coal mining companies listed on the Indonesia Stock Exchange and suggest implications for improving company performance. The respondents of this study were 15 coal mining companies listed on the Indonesian stock exchange. The type of research used is a quantitative method with 201 respondents, in supervisory to director positions. Data were analyzed using Structural Equation Model (SEM – AMOS). The results of the study indicate that the current speed of change in organizational behavior, technology and the business environment in the coal mining sector in Indonesia requires a change in the existing leadership style towards breakthrough leadership with 5 (five) dimensions, so that in its implication in the coal industry sector the existing leaders Currently, more emphasis is placed on changing leadership styles to become “multi power leaders” and “visionary leaders” and this will significantly increase organizational performance through employee satisfaction.
Business and Entrepreneurial Review Vol. 10 No. 1 (2010): Volume 10, Number 1, October 2010
Publisher : Universitas Trisakti

Show Abstract | Download Original | Original Source | Check in Google Scholar | Full PDF (349.709 KB) | DOI: 10.25105/ber.v10i1.17


This study explores how firms on services industry (cellular company) in indonesia setting with different strategic orientations manage innovative practices. Specifically, we examine differences in how firms with contrasting strategic orientations view the environmental and organizational factors that influence their management of innovation. This study contributes to the integration of the strategic management and innovation perspective by empirical examining how innovative practices vary among firms on services industry in indonesia setting with different strategic orientation, thereby achieving tighter integration between these two important theoretical perspective. In doing this research, we begin to address some important questions which are likely to be crucial interest to both scholars and practicing managers. This study proceeds as follows, we first established a foundation for our study by examining the literatures on strategy and innovation. We then develop hypotheses on relationship between a firm’s strategy type and its management of innovation (innovative practice, product innovation), external advantage, internal advantage. We the test hypotheses using data from 3 firms of cellular company (XL, Satelindo, Telkomsel) with sample 87 Manager randomly. A discussion of the empirical results and conclusion there is strong relationship between a firm’s strategy type and its management of innovation on services industry (cellular company) in indonesia setting