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Ande, Diin Fitri
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Decision Sciences, Operations Research & Management Economics, Econometrics & Finance

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CHALLENGES IN PERSPECTIVE ON CORPORATE STRATEGY Ande, Diin Fitri; Dahlan, Rolan Mauludy
JURISMA : Jurnal Riset Bisnis & Manajemen Vol. 8 No. 2: Oktober 2018
Publisher : Program Studi Manajemen, Fakultas Ekonomi dan Bisnis, Universitas Komputer Indonesia

Show Abstract | Download Original | Original Source | Check in Google Scholar | Full PDF (453.046 KB) | DOI: 10.34010/jurisma.v8i2.1005

Abstract

There are several issues in corporate strategies such as the impact of corporate to performance, the cause and limit of performance, development management and external environment of corporation. This study aims to discuss those issues based on literature review. It is found out that corporate impact to performance is non-neglectable, event though the degree of impact is still unknown. Experience managerial service are important for company to achieve its performance and to achieve its performance, corporation may choose between two approaches incremental and comprehensive, each approach has its own benefits and drawbacks. As a result, it should be aligned with internal and external condition of the corporation and the cost and benefit aspects. External aspect of the corporation in this particular, macroeconomic uncertainty, will influence the strategy of corporation even when the firm only play in local market. In addition, national economic development will impact on how corporation build its strategy.Keywords: corporate strategy, corporate-impact, corporate performance.
ENHANCING INNOVATOR SKILLS IN HIGHER EDUCATION IN INDONESIA Ande, Diin Fitri
JURISMA : Jurnal Riset Bisnis & Manajemen Vol. 9 No. 1: April 2019
Publisher : Program Studi Manajemen, Fakultas Ekonomi dan Bisnis, Universitas Komputer Indonesia

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.34010/jurisma.v9i1.1758

Abstract

Innovation plays important roles to survive in global economy. “innovation has become an imperative for all advanced economies and a priority for a growing number of emerging countries”(Forum, 2018). On the other hand, the Innovation performance of Indonesia relatively low, (rank in 87/126 in GII 2018, and rank 68 in GIC Report 2018). One factor that might contribute to that performance is the workforces in Indonesia do not have the skills, knowledge or health that are necessary to be innovation-driven (GII Report, 2017). On the other hand, the current educational system focuses more on academics sides without giving more opportunity for students to explore and to play. This paper aims to provide a proposition on how enhance the innovators skills in higher education in in Indonesia based on the work of Wagner (2012). This paper proposes the university to apply collaboration cultures, to have multidisciplinary learning, to encourage thoughtful risk-taking, trial and error culture, to encourage creating knowledge cultures, and to develop intrinsic motivation through play-passion-purpose..
A BRIEF UNDERSTANDING OF ORGANIZATIONAL AMBIDEXTERITY AND DYNAMIC MANAGERIAL CAPABILITIES, AND HOW THEY RELATE? Ande, Diin Fitri
JURISMA : Jurnal Riset Bisnis & Manajemen Vol. 9 No. 2: Oktober 2019
Publisher : Program Studi Manajemen, Fakultas Ekonomi dan Bisnis, Universitas Komputer Indonesia

Show Abstract | Download Original | Original Source | Check in Google Scholar | Full PDF (363.151 KB) | DOI: 10.34010/jurisma.v9i2.2248

Abstract

The concept of organizational ambidexterity and dynamic managerial capabilities have raised researchers’ interest. Based on previous studies, this paper aims to provide a simple understanding of those two concepts, so that everyone from diverse backgrounds can easily capture the ideas of these concepts. In addition, the clear explanation of the relationship between dynamic managerial capabilities and organizational ambidexterity also provided. In short, Ambidexterity is defined as the need for the firm to achieve a balance between explore and exploit (He and Wong, 2004; O’Reilly, 2013) and the responsibility to manage both lays on the TMTs. On the other hand, Dynamic managerial capabilities emphasize the important role of managers or leaders to sense, to seize, and to reconfigure organizational skills and resources to match with changing the environment (Eisenhardt and Martin, 2000; Teece et al., 1997). TMTs dynamic managerial capabilities influence their ability to sense opportunities for ambidexterity and seize them through combining, integrating and reconfiguring exploitative and explorative resources and capabilities. Several studies have provided several examples of these two concepts are related. For instance, TMTs’ human capital describe the knowledge, education, experience, and skills of the TMTs, then logically, the TMTs that have rich working experience will be able to manage the resources for exploitative and explorative activities in the better system (Heavey, 2010).
Co-Authors Dahlan, Rolan Mauludy