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All Journal Jurnal Manajemen Teknologi Journal of Business and Management EKOMBIS REVIEW: Jurnal Ilmiah Ekonomi dan Bisnis Dinasti International Journal of Education Management and Social Science Journal of Economics and Business UBS Jurnal Media Ekonomi International Journal of Social Science, Educational, Economics, Agriculture Research, and Technology (IJSET) Journal of International Conference Proceedings International Journal of Management, Entrepreneurship, Social Science and Humanities (IJMESH) Eduvest - Journal of Universal Studies Jurnal Ekonomi, Teknologi dan Bisnis Priviet Social Sciences Journal IIJSE
Hendarman, Achmad Fajar
Institut Teknologi Bandung
Aerospace Engineering Agriculture, Biological Sciences & Forestry Humanities Astronomy Computer Science & IT Decision Sciences, Operations Research & Management Economics, Econometrics & Finance Education Electrical & Electronics Engineering Energy Engineering Environmental Science Health Professions Industrial & Manufacturing Engineering Languange, Linguistic, Communication & Media Law, Crime, Criminology & Criminal Justice Mechanical Engineering Neuroscience Social Sciences Other

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Implementing Organizational Change Management in Company ABC Wardani, Elisa Kusuma; Hendarman, Achmad Fajar
Journal of Business and Management Vol 8, No 3 (2019)
Publisher : Journal of Business and Management

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Abstract

Company ABC is a private company that working the fast-food sector based in Bandung. The issues occur when the company does not have a good internal management system, implementation of hands-on management style and unclear vision, mission and formulated job description which indicates the organization ineffectivess. This research applied project demonstrated the utilization of the action research model through assessment the problem diagnosis and intervention. The assessment of organizational effectiveness using the star model analysis which assessed five fundamental things in the company which are strategy, structure, reward, process, and people. After identifying organization effectiveness, researcher finds out that the organization hasn’t performed effectively because there’re still many improvements need to be applied. The improvement proposed by designing intervention through transformational change which focus on basic character of organization. In the transformational change, the author will focus on the organization design which configures the organization’s strategy, structure, work design and human resources practices. Keywords: Organization Change Management, Organization Effectiveness, The Star Model, Action Research Model, Transformational Change
Kesiapan Modal Insani Era Industri 4.0 pada Industri Manufaktur, Perbankan dan Telekomunikasi Hendarman, Achmad Fajar; Primatasya, Astrid Alfina; Sufiadi, Azzahra Nabila; Sonia, Veren
Jurnal Manajemen Teknologi Vol 20, No 2 (2021)
Publisher : SBM ITB

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.12695/jmt.2021.20.2.6

Abstract

Abstrak. Transformasi digital telah menjadi perhatian untuk banyak perusahaan atau organisasi di dunia. Transformasi ini dikaitkan dengan konteks industry 4.0. Salah satu bagian organisasi yang paling terpengaruh oleh transformasi ini  adalah modal insani.Oleh sebab itu, penelitian ini melakukan pemetaan melalui analisis kesiapan perusahaan dalam menghadapi era industri 4.0 terkait aspek modal insani ( Pengetahuan, Hard Skills, Soft Skills dan Sikap). Metode yang digunakan dalam penelitian ini adalah kuantitatif dengan menggunakan kuesioner untuk mengumpulkan data dari perusahaan telekomunikasi, perbankan dan manufaktur. Kemudian hasil dari gap (kesenjangan) ini selanjutnya dianalisis dengan menggunakan statistik deskriptif dan rumus HDI. Temuan penelitian menunjukan bahwa masing-masing faktor memiliki kesiapan sebagai berikut:  Pengetahuan, tahap awal siap; Hard Skills, tidak siap; Soft Skills, optimal; Sikap, siap. Sehingga dalam hal ini faktor Soft Skills merupakan faktor yang paling siap (optimal) menghadapi industri. 4.0 dibandingkan dengan faktor lainnya.   Kata kunci: Kesiapan, gap, modal insania, industry 4.0, digital Abstract. Digital transformation has interested many firms or organizations in the World. This transformation relates to the context of industry 4.0. One of the most organizational parts affected by the transformation is human capital. Therefore, this research will conduct a mapping through analyzing the readiness of a firm to face industry 4.0 related to the human capital aspect (Knowledge, Hard Skills, Soft Skills, and Attitude) The method used in this research is quantitative method and employs a questionnaire survey to gather the data from telecommunication, banking, and manufacture company in Indonesia. Then, the result of the gaps is analyzed using descriptive statistics and HDI Formula.  The findings of the readiness as follow; Knowledge, preliminary; Hard Skills, not ready; Soft Skills, optimal;  Attitude,  ready. In this case, Soft Skills become the best (optimal) in facing industry 4.0 compare to the other factors.Keywords: Readiness, gap, human capital, industry 4.0, digital
RELATIONSHIP BETWEEN DIGITAL MINDSET TOWARDS INDUSTRY 4.0 READINESS AND ASSESSMENT OF INDUSTRY 4.0 READINESS IN BANK BNI MAJALAYA Parapat, Ursula Diantika; Hendarman, Achmad Fajar
Journal of Business and Management Vol 10, No 3 (2021)
Publisher : Journal of Business and Management

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Abstract

The Industrial Revolution is evolving again into the fourth industrial revolution known as Industry 4.0 where in this stage there is a combination between communication of technology, processor, software, sensor, to create information and value for the current manufacturing processes; hence, the style of thinking of the employees have to be relevant with the required kills to keep up with system modification. To face the advancement of industry 4.0, human resource such as digital mindset are essential. Current and future workforces that involved new environment and challenge require not only digital skill sets but also a digital mindset to ensure effective use of existing and emerging technology and information systems. As a company that has vision to become a financial institution that excels in services and performance in a sustainable manner, Bank BNI, which is a state-owned bank (BUMN) that established in 1946, definitely needs to keep improving the human resource’s quality to be able to serve relevantly with the current condition. This research aims to identify the readiness of Industry 4.0 in Bank BNI Majalaya employees and to identify the relationship between Digital Mindset and Industry 4.0 readinessKeywords: Industry 4.0 Readiness, Human Capital Readiness, Digital Mindset
Competency Model to Implement Smart Factory for Operator Level in Cosmetic Manufacturer (Case Study: PT XYZ) Niken Noor Triastuti Murty Vijaya; Achmad Fajar Hendarman
Journal of International Conference Proceedings (JICP) Vol 2, No 2 (2019): Proceedings of the 4th International Conference of Project Management (ICPM) Man
Publisher : AIBPM Publisher

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.32535/jicp.v2i2.613

Abstract

Manifestation on Smart Factory and Industry 4.0 is listed as one of PT XYZ strategic plans for the next five years. To fit that condition, company should define the competency model for operator level to work in the future manufacture. The first step was to define the framework of competency model to accommodate the needs of users. The second step was defining the competency model content by reviewing job, task, and competency needed by operator to perform the job. Author found that there are four technical competency and four non-technical competencies that are related to Smart Factory. The list were then arranged to illustrate the interrelation between competencies (Base and Pillar Competency Model) and in the form of Competency Matrix Mapping Model.
Knowledge Management Implementation Utilizing The Daily Exercise For Employee (Deep46) At Bank BNI abdi Setia Arief Putra; Achmad Fajar Hendarman
Journal of Economics and Business UBS Vol. 12 No. 1 (2023): Regular Issue
Publisher : UniSadhuGuna Business School

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.52644/joeb.v12i1.103

Abstract

In line with the company's vision, where through BNI Corporate University it seeks to create a world-class learning entity, transformation is needed to change the mindset and behavior of BNI people in learning. Currently, the value of implementing knowledge management at BNI is faster, better, cheaper, wider. The application of knowledge management at Bank BNI has an important value in business continuity. The application of knowledge management can accelerate every development of incoming information, create new innovations, and increase the efficiency of business processes at Bank BNI. One of the implementations of knowledge management at Bank BNI is creating a culture of learning and sharing. Of course learning and sharing activities are recognized (recorded), appreciated, and assessed in determining the Tallent Classification of each BNI employee (commonly called BNI Hi-Movers). One of the tools for implementing knowledge management that runs at Bank BNI is BNI DEEP46 (Daily Exercise for Employee Program). Where every day BNI Hi-Movers receive material in the form of a bite-sized learning method and there are quizzes to answer. Every 1 question is recognized as 5 minutes of learning time. In the implementation of BNI DEEP46 it can be seen that the implementation results are not optimal. There are still many BNI Hi-Movers who do not carry out the obligation to carry out BNI DEEP46 work. In the data presented there was a decrease in participants (employees), from 26,885 employees to only 24,611. As of December 2021, the number of employees is 27,085 people. This means that compulsory learning has not met 100% as expected by BNI management. In evaluating the effectiveness of implementing BNI DEEP46, researchers used the APO (Asian Productivity Organization) KM Assessment Tool. The 7 element components will be combined in the form of a questionnaire. The maximum score is 210, and there are 42 questions covering the seven audit areas. There is a maximum possible score of 30 points in each section. Each item can be assigned a rating between 1 (poorly or not at all) and 5 (very well) (very well). Primary data was collected using a questionnaire then SPSS Statistical Software version 26 was used to analyze the data. From the results of the study it can be concluded that the Leadership variable (X1) has no influence on the outcome, and also the People variable (X3) has no influence on the outcome, this is indicated by the sig. 0.521 and 0.234 <0.05 which means that the leadership and people variables have no influence on the outcome. For process, technology, knowledge process and learning variables, they have a positive and significant influence on the outcome, which can be seen from the significance value of each variable <0.05.
Reducing Project Bottleneck by Transforming Organisational Culture in Pt Transtel Universal Using Knowledge Management Model Harry Fajar Surya; Achmad Fajar Hendarman
Journal of Economics and Business UBS Vol. 12 No. 4 (2023): Special Issue
Publisher : UniSadhuGuna Business School

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.52644/joeb.v12i4.309

Abstract

Penelitian ini dilakukan untuk mengetahui apakah transformasi budaya perusahaan akan berdampak positif pada organisasi di PT Transtel Universal. Penerapan metode yang dinilai baru oleh manajemen diharapkan akan membawa dampak yang positif yang nantinya bermuara kepada efisiensi perusahaan. Implementasi knowledge management akan membawa efisiensi di semua aspek terutama dalam kegiatan operasional saat menangani proyek. Kegiatan operasional yang sebelumnya hanya berdasarkan dasar bisnis yang cukup sederhana, sekarang setelah metode baru, perusahaan akan tumbuh dan mengikuti ekosistem bisnis yang berkembang. Sebelum transformasi, perusahaan hanya memiliki empat divisi, Divisi Keuangan-Sumber Daya Manusia, Divisi Logistik, Divisi Sales, dan Divisi Teknik. Itulah yang menjadi salah satu perhatian dari wakil direktur yang baru diangkat untuk membuka divisi baru dan mengatasi semua tantangan untuk menyelesaikan dan memberikan solusi terbaik kepada pelanggan. Metode yang akan digunakan dalam penelitian ini adalah metode kualitatif dengan melakukan wawancara kepada pihak pengelola. Hasil penelitian menunjukkan: (1) Transformasi budaya organisasi dipengaruhi secara signifikan oleh sistem kepemimpinan untuk mengatasi fenomena leher botol. (2) Transformasi yang berasal dari metode kepemimpinan dipengaruhi oleh metode knowledge simple management yang digunakan di PT Transtel Universal. (3) Budaya Organisasi berpengaruh besar terhadap proses transfer knowledge management antar karyawan di PT Transtel Universal.
Strengthening Innovation Culture In A Mining Company's Transformation In Indonesia Najib Arangi Panjah; Achmad Fajar Hendarman
Dinasti International Journal of Education Management And Social Science Vol. 6 No. 6 (2025): Dinasti International Journal of Education Management and Social Science (Augus
Publisher : Dinasti Publisher

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.38035/dijemss.v6i6.4804

Abstract

Innovation is a key driver of competitiveness and sustainability, particularly for industries undergoing strategic transformation. This study explores organizational innovation culture using a mixed-method approach, integrating quantitative assessment and qualitative insights. The Innovation Quotient (IQ), which comprises six building blocks : values, behaviors, climate, resources, processes, and success; served as the primary assessment framework. Data were collected through surveys and semi-structured interviews across various organizational levels. Findings reveal strengths in areas such as corporate values and internal collaboration. However, gaps were identified in leadership behaviors supporting innovation, resource allocation, and the absence of formalized innovation processes. These shortcomings suggest critical barriers to institutionalizing innovation. The research assumes that corporate culture significantly influences innovation outcomes, and that systematic evaluation can yield actionable insights. This research assumes that organizational culture influences innovation outcomes and that systematic evaluation can identify practical improvements. It contributes to both academic and managerial perspectives by applying the IQ model in the mining industry. Practical recommendations include developing structured innovation leadership programs, allocating dedicated innovation resources, and embedding innovation metrics into strategic planning. These actions aim to foster a more adaptive and innovation-conducive organizational culture.
Synergy Between Plantation And Mining Sectors: A Case Study Of Pt Bumi Sawindo Permai Taufan Trianggara Atmaja; Achmad Fajar Hendarman
EKOMBIS REVIEW: Jurnal Ilmiah Ekonomi dan Bisnis Vol 14 No 1 (2026): Januari
Publisher : UNIVED Press

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.37676/ekombis.v14i1.9144

Abstract

This study explores how strategic foresight can support organizational transformation at PT Bumi Sawindo Permai (PT BSP) to foster synergy between plantation and mining sectors. Findings show that applying foresight tools such as scenario planning, visioning, and backcasting has enabled PT BSP to anticipate future uncertainties and realign its organizational structure, workforce strategy, and long-term vision toward becoming a land integrator within the PTBA ecosystem. Key transformation initiatives include restructuring for operational efficiency, enhancing workforce capabilities through targeted training and rotation, cultivating cross-sector leadership, and building a cohesive organizational culture. To sustain this transformation, the study recommends robust performance governance and strategic diversification into land reclamation and biomass services. Furthermore, active engagement with government regulators and alignment with shareholders PTBA and Danantara is essential to strengthen PT BSP’s mandate and ensure coherence with national energy transition goals and long-term ESG commitments.
Adopting Green Practices on Msme’s Culinary Sector: A Relationship Between Consumer Green Purchase Intentions and Adoption Green Practices Ghazal Erlangga Avicena; Achmad Fajar Hendarman
Indonesian Interdisciplinary Journal of Sharia Economics (IIJSE) Vol 9 No 1 (2026): Sharia Economics
Publisher : Universitas KH. Abdul Chalim Mojokerto

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.31538/iijse.v9i1.9873

Abstract

Indonesia faces critical environmental challenges, with 38.6 million tons of waste generated in 2024 and only 34% properly managed. The food and beverage sector contributes significantly to both economic growth and environmental burden, while culinary MSMEs dominate the business landscape but operate under severe resource constraints. This study examines how consumer green purchase intentions influence green practice adoption in Indonesian culinary MSMEs using the Theory of Planned Behavior (TPB). Using a cross-sectional survey of 301 Indonesian consumers and PLS-SEM analysis, the results show that environmental attitude, subjective norms, and perceived behavioral control significantly influence green purchase intention. Green purchase intention has an exceptionally strong effect on green practice adoption (β = 0.894), fully mediating all TPB antecedents. The model explains 83.4% of the variance in green purchase intention and 79.9% in green practice adoption. The findings confirm that consumer demand is the most powerful driver of sustainability adoption among culinary MSMEs, highlighting the importance of cultivating demand-side pressure alongside supply-side support.
STRATEGIC GOVERNANCE, LEADERSHIP INTEGRITY, AND STAKEHOLDER ENGAGEMENT IN RESPONSIBLE AI ADOPTION IN SECURITY SERVICE INDUSTRY Hotasi Albin Sumitro; Achmad Fajar Hendarman
International Journal of Social Science, Educational, Economics, Agriculture Research and Technology (IJSET) Vol. 5 No. 2 (2026): JANUARY
Publisher : RADJA PUBLIKA

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.5281/zenodo.18767848

Abstract

The security service industry is increasingly adopting Artificial Intelligence (AI) to enhance surveillance accuracy, operational efficiency, and decision-making processes. Despite its benefits, AI adoption in this sector raises significant concerns related to ethical responsibility, governance, and stakeholder trust. This study examines the role of strategic governance, leadership integrity, and stakeholder engagement in shaping responsible AI adoption within the security service industry.A quantitative research approach was employed using survey data collected from employees across different managerial levels and functional units within a security service organization. The data were analyzed using multiple linear regression after meeting validity, reliability, and classical assumption requirements. The results indicate that strategic governance, leadership integrity, and stakeholder engagement each have a positive and statistically significant effect on responsible AI adoption. Leadership integrity emerges as the most influential factor, highlighting the importance of ethical leadership behavior in guiding responsible technology use.
Co-Authors abdi Setia Arief Putra Alvino Resa Julian Kesaulya Anggi Stefani Ferdiana Annisa Arnindita Christian Susanto Darmawan Budhiarto Jonathan Ghazal Erlangga Avicena Harry Fajar Surya Hotasi Albin Sumitro Ika Nurfitriani Listyanti Najib Arangi Panjah Niken Noor Triastuti Murty Vijaya Parapat, Ursula Diantika Prajwalita Khaira Adindatarisa Primatasya, Astrid Alfina Rahadyan Pramudito Kumarasakti Sonia, Veren Sufiadi, Azzahra Nabila Taufan Trianggara Atmaja Wardani, Elisa Kusuma