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All Journal Jurnal Ilmiah Mahasiswa FEB International Journal of Economic, Business, Accounting, Agriculture Management and Sharia Administration (IJEBAS) El-Mal: Jurnal Kajian Ekonomi & Bisnis Islam
Achmad Ghazali
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Agriculture, Biological Sciences & Forestry Civil Engineering, Building, Construction & Architecture Economics, Econometrics & Finance Education Industrial & Manufacturing Engineering Social Sciences

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The Influence of 3K (Knowledge Acquisition, Knowledge Sharing, and Knowledge Implementation) on Administrative Innovation in Government Institution (A Case Study: Direktorat Bela Negara Ditjen Pothan Kemhan) Achmad Ghazali
Jurnal Ilmiah Mahasiswa FEB Vol 9, No 2: Semester Genap 2020/2021
Publisher : Fakultas Ekonomi dan Bisnis Universitas Brawijaya

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Abstract

This study was aimed to determine the effect of knowledge acquisition, knowledge sharing, and knowledge implementation towards administrative innovation on government institutions, particularly in the Ministry of Defense (Kemhan). In the emergence of new practices and technologies, innovation becomes an important aspect to explore for the organization to thrive. Furthermore, knowledge plays a pivotal role in shaping the innovation itself. The process of acquiring new knowledge, sharing and developed, and implemented knowledge becomes a routine in an organization that seeks innovation. With the unprecedented events of COVID-19 in 2020, it becomes apparent that the organization needs to be more innovative to cater new normal of living. This study investigated whether knowledge acquisition, knowledge sharing, and knowledge implementation have a significant influence on administrative innovation in the Kemhan organization. The independent variables include knowledge acquisition (X1), knowledge sharing (X2), and knowledge implementation (X3), while the dependent variable is administrative innovation (Y). Quantitative approach and explanatory research with a few hypotheses were employed. Data were collected through an online questionnaire with 5-likert scale. The 120 respondents were taken from two divisions of Kemhan. The data were analyzed using the Multiple Linear Regression method, t-test for hypothesis testing, and assisted by IBM SPSS v25.0 for Windows 10 as analysis tools. Results indicated that knowledge acquisition, knowledge sharing, and knowledge implementation have a significant positive influence on administrative innovation.Keywords: knowledge acquisition, knowledge sharing, knowledge implementation, administrative innovation
THE EFFECT OF EMPLOYER BRANDING AND EMPLOYEE VALUE PROPOSITION THROUGH ONLINE RECRUITMENT ON INTENTION TO APPLY FOR STATE OWNED ENTERPRISES Apsari Marsha Saraswati; Achmad Ghazali
International Journal of Economic, Business, Accounting, Agriculture Management and Sharia Administration (IJEBAS) Vol. 4 No. 1 (2024): February
Publisher : CV. Radja Publika

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.54443/ijebas.v4i1.1420

Abstract

The number of SOEs continues to decrease from year to year since the Ministry of SOEs downsized and consolidated with the aim of maximizing company performance. Not only downsizing, BUMN also significantly overhauled policies in an effort to restore the image of BUMN and in an effort to build the quality of human resources through employer branding and Employee Proposition Value. This study aims to determine the effect of employer branding and employee value proposition on intention to apply for State Own Enterprise through Online Recruitment. Data collection was conducted using a questionnaire to 180 generation Z who were selected through purposive sampling. The data analysis technique was carried out using Partial least squares structural equation modeling (PLS-SEM). The results showed that there is an influence of Employer Branding on Online Recruitment at State-Owned Enterprises. There is an influence of the Employee Value Proposition on Online Recruitment at State-Owned Enterprises. There is no influence between Employer Branding on Intention to Apply for a Job at a State-Owned Enterprise. There is an influence of the Employee Value Proposition on Intention to Apply for a Job at a State-Owned Enterprise. Online recruitment is able to intervene in the influence of Employer Branding on intention to apply. Online Recruitment is able to intervene in the influence of the Employee Value Proposition on intentions to apply for jobs at State-Owned Enterprises.
Strategy to Increase B2B Readiness in PT Telkom Indonesia Regional 3 During Organizational Transformation Qinthara Silmi Faizal; Achmad Ghazali
El-Mal: Jurnal Kajian Ekonomi & Bisnis Islam Vol. 6 No. 1 (2025): El-Mal: Jurnal Kajian Ekonomi & Bisnis Islam
Publisher : Intitut Agama Islam Nasional Laa Roiba Bogor

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.47467/elmal.v6i1.5810

Abstract

PT Telkom Indonesia implemented a strategic restructuring plan to boost its competitive advantage and reinforce its position in the Indonesian telecommunication industry. The first strategy is fixed mobile convergence (FMC), which changed all Telkom Regional target markets and business models from B2C to B2B. Telkom Regional 3, which served customers in the West Java region, was designated by management as a pilot for Telkom Regional in its transformation to B2B. During the organizational transformation process, B2B readiness survey was conducted to see whether employees in each region are ready for transformation. The result showed that Telkom Regional 3 has the lowest score in B2B readiness compared to the average score and the other six regions. The area that needs to be improved by Telkom Regional 3 is related to capability subject matter expert (SME), territory leadership, and partnership policy model. The framework used in this research is the KPMG six layer target operating model. The data was collected by interview to validate the business issue and gain more comprehensive insight based on KPMG six layer target operating model variables. The result showed that the first issue occurs because of the gap between subject matter expert (SME) expectations and reality regarding B2B business. Also, no figure leader B2B can give an example of an ideal B2B business. The second issue occurred because there is a need for a shift in mindset from B2C to B2B for teams in the territory, and the last issue arose because of rigid partnership policy. This research is expected to provide an overview of the causes of the low B2B readiness score in Telkom Regional 3, along with suggestions for further improvement.
Co-Authors Apsari Marsha Saraswati Qinthara Silmi Faizal