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All Journal Jurnal Sinergi Kinerja Jurnal Ilmiah Ranggagading (JIR) Zenit Jurnal Widya Manajemen & Akuntansi MIX : Jurnal Ilmiah Manajemen DERIVATIF E-Dimas: Jurnal Pengabdian kepada Masyarakat Equilibrium: Jurnal Ilmiah Ekonomi, Manajemen dan Akuntansi Wikrama Parahita : Jurnal Pengabdian Masyarakat Syntax Literate: Jurnal Ilmiah Indonesia Kajian Manajemen dan Bisnis Wahana: Jurnal Ekonomi, Manajemen dan Akuntansi Dedication : Jurnal Pengabdian Masyarakat Jurnal Informatika Ekonomi Bisnis Management Studies and Entrepreneurship Journal (MSEJ) Aksara: Jurnal Ilmu Pendidikan Nonformal Dinamika Kerajinan dan Batik : MAJALAH ILMIAH Jurnal Manajemen dan Kewirausahaan Prosiding Seminar Nasional Pengabdian Kepada Masyarakat Media Riset Bisnis & Manajemen SERVIRISMA: Jurnal Pengabdian kepada Masyarakat Dedication : Jurnal Pengabdian Masyarakat Jurnal Informatika Ekonomi Bisnis Joong-Ki Joong-Ki Jurnal Manajemen Maranatha
Lina Anatan
Universitas Kristen Maranatha
Religion Agriculture, Biological Sciences & Forestry Humanities Chemical Engineering, Chemistry & Bioengineering Computer Science & IT Decision Sciences, Operations Research & Management Economics, Econometrics & Finance Education Energy Engineering Environmental Science Industrial & Manufacturing Engineering Languange, Linguistic, Communication & Media Law, Crime, Criminology & Criminal Justice Materials Science & Nanotechnology Public Health Social Sciences Other

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Coorporate Social Responsibility (CSR): Tinjauan Teoritis dan Praktik di Indonesia Lina Anatan
Jurnal Manajemen Maranatha Vol 8 No 2 (2009)
Publisher : Universitas Kristen Maranatha

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.28932/jmm.v8i2.192

Abstract

The issue of Corporate Social Responsibility (CSR) becomes more and more crucial as the declining participation of public sector to serve community in today’s globalization era. It has triggered the growth of corporate sectors’ roles to preserving civil society. The implementation of CSR must emphasis on sustainability, embracing internal as well as external oriented policies (inside out policy). The implementation of CSR is a voluntary principle, but government is tempted to impose regulation that would force businesses to comply with CSR principles to discourage companies to pay attention on social issues. Companies which can create good shareholder values, as well as affect positively on their stakeholders (their customers, suppliers, employees, and the community at large) are regarded as companies that concern in social responsibility through value creation on triple bottom line (profit, people, and planet) which become the fundamental to the concept of CSR.
Proses Bisnis dan Implikasinya terhadap Strategi Transformasi Perusahaan dan Fungsi Sumber Daya Manusia Lena Ellitan; Lina Anatan
Jurnal Manajemen Maranatha Vol 8 No 1 (2008)
Publisher : Universitas Kristen Maranatha

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.28932/jmm.v8i1.194

Abstract

Pesatnya perkembangan teknologi, pergeseran demografi, fluktuasi ekonomi, dan kondisi dinamis menyebabkan lingkungan bisnis menjadi penuh ketidakpastian, semakin kompleks, dan cepat berubah. Menghadapi kondisi tersebut, setiap organisasi dituntut untuk segera berubah atau melaksanakan transformasi dan beradaptasi dengan perubahan lingkungan yang makin kompetitif melalui reengineering. Reengineering adalah pemikiran ulang fundamental dan perancangan ulang yang radikal terhadap proses-proses bisnis organisasi yang membawa organisasi mencapai peningkatan dramatis dalam kinerja bisnis. Proses transformasi dilakukan melalui pelaksanaan transformasi organisasi dan transformasi sumber daya manusia. Transformasi organisasi dilaksanakan agar organisasi menjadi fleksibel, kreatif, dan efisien. Sedangkan transformasi fungsi SDM dimaksudkan agar menghasilkan SDM yang memiliki kapabilitas untuk turut berpartisipasi dalam proses perubahan organisasi.
Kolaborasi Universitas_industri: Tinjauan Konseptual Mekanisme Transfer Pengetahuan dari Universitas ke Industri Lina Anatan
Jurnal Manajemen Maranatha Vol 8 No 1 (2008)
Publisher : Universitas Kristen Maranatha

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.28932/jmm.v8i1.197

Abstract

University-industry collaboration (UIC) has become an essential element of the research endeavours both in academic institutions and industrial sectors. UIC contribute significant resources not only financial resources but also intellectual resources to scientist and firms related. By managing UIC, we expected to invest the development of university research and business research capabilities on current research strength, and to link the research strength to the solution of industry problem which lead to the improvement of business performance and finally will effect the improvement of economic growth. These relationships also play an important role in bringing beneficial and innovative product to the public. This paper discussed what UIC is, the important of UIC in knowledge economy era, UIC characteristics from university and industry perspective, the mechanism of knowledge transfer through UIC and some example of the implementation of UIC in Indonesia.
Implementation of Balanced Scorecard and The Successful of Implementation Strategy: A Review Lena Ellitan; Lina Anatan
Jurnal Manajemen Maranatha Vol 7 No 2 (2008)
Publisher : Universitas Kristen Maranatha

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.28932/jmm.v7i2.203

Abstract

The balanced scorecard is a formal management technique for development, implementation and management of business strategy. It is difficult to ascertain the success of the technique as most of the literature on its implementation is put out by those with a vested interest in its success as a commercial product. Much has been written about barriers to strategy implementation but not specifically to the implementation of balanced scorecard. This paper presents a review of the factors that contributed to the successful implementation of strategy through implementation of balanced scorecard. While balanced scorecard methodology attempts to overcome some of the barriers to implementation of strategy, factors such as leadership, cultural readiness and organizational learning need to be addressed before any implementation of strategy.
Manajemen Pengetahuan dan Daya Saing Organisasi: Sebuah Review Era Persaingan Berbasis Pengetahuan Sumber Daya Manusia dan Manusi Bersumber Daya dalam Organisasi Aplikasi Tiga Komponen Komitmen Allen dan Meyer dalam Konteks Hubungan Pelanggan dengan Lina Anatan; Meily Margaretha
Jurnal Manajemen Maranatha Vol 7 No 1 (2007)
Publisher : Universitas Kristen Maranatha

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.28932/jmm.v7i1.209

Abstract

This article discusses the impact of knowledge management to improve organizational competitiveness. As business enter knowledge-based economy era, organizations have to cope with challenges of technological sophistication and global competition, and the importance of knowledge as source of organizational competitive advantage. Employee began to experience work differently with a new array of rules, expectation, and condition of employment predicted on uncertainty and chaos. In order to respond these challenges, organizations as business performer require the role of high quality and competence human resource to response the development and changes of business environment. The implementation of management and investment in human resource as one of competitive advantage sources are crucial. It may be due to human resource is subject or performer in the enterprise operational activity that use and manage other resources. To create knowledge for individual and to get more benefit from knowledge, knowledge has to be managed through knowledge management. Knowledge management defined as the process of managing knowledge. In other words, t is a structured coordination for managing knowledge effectively. Through knowledge management, organization will be able to implement organizational and self learning and to manage professional intellect.
Innovation as Core Competency: The Role of Knowlegde and Organizational Learning in Knowledge Based Competition Era Lina Anatan
Jurnal Manajemen Maranatha Vol 6 No 2 (2007)
Publisher : Universitas Kristen Maranatha

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.28932/jmm.v6i2.219

Abstract

Munculnya tipe organisasi baru ditandai dengan adanya gejala-gejala perubahan organisasi yang tidak asing lagi seperti devolusi atau pendelegasian tanggung jawab manajerial, tanggung jawab karyawan yang makin fleksibel, peningkatan kebijakan outsourcing, dan meningkatnya kerjasama dalam suatu jejaring bisnis baik di dalam maupun diluar organisasi untuk mengubah pengetahuan dalam nilai-nilai bisnis. Untuk mendapatkan manfaat lebih dari pengetahuan sebagai sumber keunggulan kompetitif organisasi, pengetahuan harus dikelola melalui manajemen pengetahuan yang didefinisikan sebagai proses mengelola pengetahuan. Manajemen pengetahuan menitikberatkan pada akuisisi dan komunikasi pengetahuan yang menjadi fondasi proses pembelajaran dalam organisasi. Organizational learning (organisasi pembelajar) adalah suatu proses yang melibatkan semua level baik individu, kelompok, organisasional, dan inter-organizational yang memusatkan pada tiga tahapan yaitu akuisisi, komunikasi, dan pengetahuan. Melalui proses pembelajaran, pengetahuan dapat memberikan potensi inovasi yang kreatif yang kita sebut dengan kompetensi inti.
Manajemen Modal Intelektual: Strategi Memaksimalkan Nilai Modal Intelekstual dalam Technology Driven Business Lina Anatan
Jurnal Manajemen Maranatha Vol 5 No 2 (2006)
Publisher : Universitas Kristen Maranatha

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.28932/jmm.v5i2.232

Abstract

To date, there is a great deal changing in the way firm to compete. Over last decade, several driving force have emerge such as globalization of business and international competition sophisticated customers, competitor, and supplier increased technological capability, and shortening of production life cycle. Among the changes, knowledge management and intellectual capital management have probably made the most outstanding impact, the advent of the knowledge economy. Several characteristics define the knowledge economy are its focused on intangible resources rather than tangible resources, it’s has a hypercompetitive business environment, it’s digital, it’s virtual, and it’s networked. In the new knowledge economy, intellectual capital has has become the one and only competitive advantage of a firm. It’s include three dimension that is human capital, structural capital and customer capital. To implement strategy for managing intellectual capital successfully need to integrate the intellectual capital management strategies with the business strategy and to adapt internal and external changes.
Meraih Keunggulan Kompetitif Berkelanjutan Melalui Pengintegrasian Fungsi Sumber Daya Manusia dalam Strategi Bisnis Lina Anatan
Jurnal Manajemen Maranatha Vol 4 No 2 (2005)
Publisher : Universitas Kristen Maranatha

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.28932/jmm.v4i2.241

Abstract

To date, the business environment is more and more dynamic, turbulence, and increasingly competitive. Enterprises as business performer require the role of high quality and competence human resource or employee to response the development of business environment. The implementation of management and investment in human resource as one of competitive advantage sources are crucial. It may be due to human resource is subject or performer in the enterprise operational activity that use and manage other resources. Through human resource, entreprise can make business strategy and implement it to survive and to win the business competition. The business performer capability in managing and applying the competence based human resource is the key of enterprise success in winning the business competition.
Pelatihan Kepemimpinan Pada Siswa SMK Pertanian Mano Manggarai Timur Ellitan, Lena; Anatan, Lina
Joong-Ki : Jurnal Pengabdian Masyarakat Vol. 4 No. 3: Mei 2025
Publisher : CV. Ulil Albab Corp

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.56799/joongki.v4i3.7094

Abstract

Menumbuhkan jiwa kepemimpinan sejak dini pada generasi muda sangat menentukan keberhasilan kepemimpinan di masa depan mengingat perubahan dan perkembangan dari waktu ke waktu terjadi dengan pesat mengikuti perkembangan teknologi yang ada. Kegiatan pengabdian kepada masyarakat ini bertujuan untuk memberikan pelatihan kepemimpinan bagi siswa SMK Mano yang sedang magang di perkebunan XXX yang berlokasi di Manggarai Barat, Nusa Tenggara Timur. Metode pelaksanaan kegiatan dilakukan dengan metode ceramah dengan menyampaikan materi kepemimpinan generasi muda dari para narasumber, dilanjutkan dengan sesi focus group Discussion kepada peserta pelatihan, dan sharing session mengenai ide dan penerapan kepemimpinan dalam mengelola perkebunan. organisasi. Berdasarkan hasil evaluasi kegiatan berdasarkan komentar dan wawasan peserta serta evaluasi selama pelaksanaan rangkaian kegiatan yang menunjukkan antusiasme peserta, maka dapat disimpulkan bahwa pelaksanaan kegiatan pengabdian kepada masyarakat terlaksana dengan baik dan mendapat tanggapan positif yang ditunjukkan melalui komentar dan masukan peserta mengenai perlunya kegiatan lanjutan untuk menambah pengetahuan dan memberikan kesempatan. peserta dalam praktik kepemimpinan.
KOMPETENSI DIGITAL, PERSEPSI DUKUNGAN ORGANISASI, KOMUNIKASI INTERNAL SEBAGAI ANTESEDEN PERILAKU KERJA INOVATIF TENAGA ADMINISTRASI PERGURUAN TINGGI X Sriulina, Francisca Rehmenda; Anatan, Lina
Equilibrium : Jurnal Ilmiah Ekonomi, Manajemen dan Akuntansi Vol 14, No 2 (2025): September
Publisher : Lembaga Penerbitan dan Publikasi Ilmiah (LPPI) Universitas Muhammadiyah Palopo

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.35906/equili.v14i2.2519

Abstract

ABSTRAKPerkembangan pesat era digital menuntut organisasi, termasuk perguruan tinggi, untuk memiliki perilaku kerja inovatif guna mempertahankan daya saing. Perguruan tinggi diharapkan mampu menghasilkan lulusan unggul dan mendorong transformasi sumber daya manusia internal agar adaptif terhadap kemajuan teknologi. Penelitian ini bertujuan menganalisis pengaruh kompetensi digital, persepsi dukungan organisasi, dan komunikasi internal terhadap perilaku kerja inovatif tenaga administrasi pada Perguruan Tinggi X. Penelitian kuantitatif ini melibatkan 138 tenaga administrasi dari Perguruan Tinggi X yang dipilih melalui metode simple random sampling. Pengumpulan data dilakukan menggunakan kuesioner daring dan dianalisis dengan Partial Least Squares Structural Equation Modeling (PLS-SEM) melalui perangkat lunak SmartPLS 4.1.1.2. Analisis dilaksanakan dalam dua tahap evaluasi utama, yaitu uji model pengukuran (outer model) dan uji model struktural (inner model). Hasil penelitian menunjukkan bahwa kompetensi digital dan komunikasi internal berpengaruh positif dan signifikan terhadap perilaku kerja inovatif. Namun, persepsi dukungan organisasi tidak terbukti berpengaruh signifikan. ABSTRACTThe rapid development of the digital era requiresorganizations, including universities, to have innovative work behaviors to maintain competitiveness. Universities are expected to be able to produce superior graduates and encourage the transformation of internal human resources to be adaptive to technological advances. This study aims to analyze the influence of digital competence, perceptions of organizational support, and internal communication on the innovative work behavior of administrative staff at X University. This quantitative research involved 138 administrative staff from College X who were selected through a simple random sampling method. Data were collected using an online questionnaire and analyzed with Partial Least Squares Structural Equation Modeling (PLS-SEM) through SmartPLS 4.1.1.2 software. The analysis was carried out in two main evaluation stages, namely the measurement model test (outer model) and the structural model test (inner model). The results showed that digital competence and internal communication have a positive and significant effect on innovative work behavior. However, perceived organizational support was not shown to have a significant effect.
Co-Authors Andre Sunjaya Aurora Angela Barnabas Tridig S. Benny B. Tjandrasa Christine Dwi Karya Susilawati Christine Dwi Karya Susilawati Fajarsyah, Bintang Fransiscus Marcel Hamdani Hamdani Hassa Nurrohim Herlina IDA IDA Iskandar, Dini Jacinta Winarto Lena Ellitan Lena Ellitan Lena Ellitan M. Sienly Veronica Martalena Meily Margaretha Meily Margaretha . Najmi Muna Novan Ardianto Nur Nur Prihartono, Raharjo Rani Komalasari Riana, Nancy Sabrina Wissen Se Tin Sirait, Marisca Yessica Sofia Yustiani . Sondang Mariani Rajagukguk Sriulina, Francisca Rehmenda T. Elisabeth Cintya Santosa Tedy Wahyusaputra Wilson Bangun Yenni Carolina Yuni Silviani Dewi