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All Journal Jurnal Sinergi Jurnal Siasat Bisnis Jurnal Ilmiah Mahasiswa Manajemen Kajian Ilmiah Mahasiswa Manajemen Kinerja Jurnal Ilmiah Ranggagading (JIR) Jurnal Widya Manajemen & Akuntansi Jurnal Manajemen Teori dan Terapan Proceeding SENDI_U JPM (Jurnal Pemberdayaan Masyarakat) EKONOMIS : Journal of Economics and Business Fair Value: Jurnal Ilmiah Akuntansi dan Keuangan Jurnal Maksipreneur: Manajemen, Koperasi, dan Entrepreneurship Research In Management and Accounting (RIMA) Kajian Manajemen dan Bisnis Eksis: Jurnal Riset Ekonomi dan Bisnis Jurnal Bisnis dan Akuntansi JIIP (Jurnal Ilmiah Ilmu Pendidikan) Budapest International Research and Critics Institute-Journal (BIRCI-Journal): Humanities and Social Sciences Journal of Entrepreneurship & Business Shafin: Sharia Finance and Accounting Journal BIP'S : Jurnal Bisnis Perspektif ProBisnis : Jurnal Manajemen Joong-Ki : Jurnal Pengabdian Masyarakat Peka: Jurnal Pengabdian Kepada Masyarakat Reviu Akuntansi, Manajemen, dan Bisnis Joong-Ki J-CEKI Jurnal Ekonomi, Manajemen, Akuntansi Ulil Albab Joong-Ki Jurnal Manajemen Maranatha Research In Management and Accounting (RIMA)
Lena Ellitan
Universitas Katolik Widya Mandala, Surabaya
Religion Agriculture, Biological Sciences & Forestry Arts Humanities Biochemistry, Genetics & Molecular Biology Chemical Engineering, Chemistry & Bioengineering Computer Science & IT Decision Sciences, Operations Research & Management Economics, Econometrics & Finance Education Electrical & Electronics Engineering Engineering Environmental Science Health Professions Industrial & Manufacturing Engineering Languange, Linguistic, Communication & Media Law, Crime, Criminology & Criminal Justice Mathematics Mechanical Engineering Medicine & Pharmacology Nursing Physics Public Health Social Sciences Other

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Peran Manajemen Sumber Daya Manusia Stratejik Terhadap Kinerja Perusahaan (Studi Kasus Pada Perusahaan Jasa PT. PJBS di Sidoarjo) Berlia Setiawan; Lena Ellitan
ULIL ALBAB : Jurnal Ilmiah Multidisiplin Vol. 4 No. 5: April 2025
Publisher : CV. Ulil Albab Corp

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.56799/jim.v4i5.8400

Abstract

The basic concept of strategic human resource management (SHRM) is presence of a system within an enterprise that is planned and designed to achieve a sustainable comparative advantage through its human resources. In measuring or analyzing SHRM at a company that uses aspects include strategic human resource conditions, the internal changes that occur in strategic human resources, the condition of the gaps, obstacles encountered in the development of human resources and its strategic actions to overcome these barriers, attitudes the development of strategic human resource management, corporate response to human resource development and the strategic approach taken by managers to strategic HR in a company. This research is a descriptive study, the research aims to describe the phenomenon and context in implementation of SHRM in PT.PJBS. The approach used is an exploratory qualitative approach, the research aims to obtain preliminary information on SHRM applied to PT. PJBS and its relationship to company performance. The results showed that the condition of strategic human resource management which is owned by PT. PJBS is good enough and strong enough to be able to compete with other similar companies. The role of strategic HRM to the achievement of the company's performance is considered very positive. As the core assets of PT PJBS, human resources participating in the achievement of the company's performance with a range of competency. Corporate performance is measured through key performance index (KPI), two of which are domains of HR, which is HCR and OCR. Based on the results of this study submitted suggestions to the PT. PJBS is to recast the job description for each position, and to develop a portfolio of projects and improve TNA.
Business Networking: Transformasi Meuju Perusahaan Kelas Dunia Lena Ellitan .
Jurnal Manajemen Maranatha Vol 9 No 1 (2009)
Publisher : Universitas Kristen Maranatha

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.28932/jmm.v9i1.67

Abstract

World class manufacturers which operate in the global market must have a world class performance. In this circumstance, having the right product in the right place, and in the right time will encourage manufacturers to win the global competition, on the other hand they do not have the resources and competencies. In this case, collaboration amongst business partners is needed to support the process of product innovation and to achieve efficiency and efectiveness in their business activities. As a result, customer value creation in business networking becomes an important issue in developing collaboration to improve manufacturing competitiveness. This paper discusses how manufacturers achieve their sustainable competitive advantage through value creation in business networking. Based on the literature review, to become a world class manufacturer, three core strategies are needed; focus on consumer, focus on quality, and focus on many supporting competencies such as employee empowerment, product development through research and development, corporate culture amongst business partners, and radical thinking.Keywords: Business Transformation, Collaboration, Business Networking, World Class Manufacturer
Peran Pengambilgunaan Teknik Perbaikan Terus-Menerus (Continuous improvement Techniques) dalam Meningkatkan Kinerja Operasional Perusahaan Lena Ellitan
Jurnal Manajemen Maranatha Vol 2 No 1 (2002)
Publisher : Universitas Kristen Maranatha

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.28932/jmm.v2i1.117

Abstract

Manufacturing excellence often results from the combined successive incremental improvement techniques and capital investment in technology. This research focuses successive incremental improvement techniques that considered as success factor of firms‘ competitive advantage. Succesive incremental improvement techniques could streamline the production process through the elimination of non-value added activities. Operational performance was evaluated in term of productivity, cost effectiveness, quality, flexibility and delivery. The hypotheses predict that adoption successive incremental improvement techniques e.g. Total Quality Management (TQM). Just In Time (JlT), Total Productive Manufacturing (TPM), and Manufacturing Resources Planning (MRP2) determine the operational performance of the organizations.The relationship between successive incremental techniques and operational performance is examined. as well. The information was collected through mailed questionnaires. Respondents were CEOs of large manufacturing firms in Indonesia. The questionnaires were sent to 500 CEOs of large manufacturing firms, a total of 104 responses were collected (a 21.05% response rate). The hypotheses were testedusing regression analysis. The results indicate: l. TQM is needed to enhance product and process quality. (2). JIT has an important role to improve productivity, cost efficience, flexibility, and delivery reliability. (3). TPM does not have a significant impact on the all dimensions of operational performance. (4) MRP2 is a practise that important to increase productivity, flexibility and delivery performance. It can be concluded that the hypotheses are partially accepted.Kata Kunci: Total Quality Management (TQM) Just In Time (JlT), Total Productive Manufacturing (TPM), and Manufacturing Resources Planning (MRP2)
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.
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.
The Influence of Manufacturing Strategies and Environtmental Munificience as Moderators of Technology-Manufacturing Performance Relationship: An Evidence from Indonesia Lena Ellitan
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.v6i2.218

Abstract

Saat ini peran teknologi sebagai faktor keberhasilan dalam arena persaingan telah menjadi tumpuan perhatian baik bagi para praktisi maupun akademisi. Semakin banyak organisasi bisnis yang menginvestasikan berbagai teknologi baru untuk bisa tetap bersaing. Studi-studi terdahulu mengenai pengambilgunaan teknologi menemukan bahwa peningkatan penggunanaan teknologi manufaktur yang canggih dan praktik-praktik manajemen baru tidak dapat secara langsung dikaitkan dengan kinerja. Keuntungan atau manfaat yang signifikan baru dapat dicapai oleh perusahaan-perusahaan yang mengintegrasikan teknologi dengan pengembangan strategik perusahaan. Para ahli mengemukakan bahwa strategi dan kondisi lingkungan bisnis harus dipandang sebagai variabel moderator utama dan keberhasilan organisasi bisnis tergantung kepada kemampuan teknologi secara tepat untuk mendukung strategi kompetitif serta bagaimana bereaksi terhadap tajamnya arena persaingan. Penelitian ini memfokuskan kepada adopsi hard technology dan soft technology dengan strategi manufaktur dan tajamnya persaingan bisnis (environmental hostility) sebagai moderator. Data dikumpulkan melalui survey surat. Responden adalah pimpinan perusahaan skala menengah dan besar di seluruh Indonesia. Kuesioner dikirimkan kepada 1000 pimpinan perusahaan manufaktur, diperoleh tingkat respon sebesar 18.41%. Uji non-response bias menunjukkan bahwa sample yang digunakan dalam studi ini adalah representatif. Studi ini menemukan bahwa: (1) Hard and soft technology berpengaruh positif terhadap kinerja manufaktur. (2) Perusahaan-perusahaan manufaktur di Indonesia mengadopsi soft technology pada tahap yang lebih tinggi dibandingkan hard technology. (3). Keselarasan teknologi-strategi manufaktur sangat penting untuk menciptakan keunggulan kompetitif, dan (4). Pengaruh teknologi terhadap kinerja lebih baik jika kondisi persangingan relatif stabil, dan kurang hostile.
Strategi Inovasi dan Kinerja Perusahaan Manufaktur di Indonesia: Pendekatan Model Simultan dan Model Sekuensial Lena Ellitan
Jurnal Manajemen Maranatha Vol 6 No 1 (2006)
Publisher : Universitas Kristen Maranatha

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.28932/jmm.v6i1.221

Abstract

Innovation is currently considered to be critical for organizational competitiveness and survival. There has been a mushrooming of conferences, courses, publications and event whole journals dedicated to the innovation issued including innovativeness and innovation strategy. This paper focusses on the effect of innovation strategy on firms’s performance. An innovation strategy for manufacturing function covers four areas: a firm’s desired innovation leadership orientation (i.e. being a leader versus a follower), its level of emphasis on process and product innovation, its use of internal and external sources of innovation and its intensity of investment in innovation. This study examines two models of the association between manufacturing firms’ innovation strategy and their financial performance. The first examines the variations in the firms’ financial performance as a function of the dimensions of innovation strategy. The second is a sequential model that suggests a causal consequency among the dimension of innovation strategy that may lead to higher performance. Data were collected through mailed questionnaires. Respondents were CEOs of medium and large manufacturing firms on Indonesia. The questionnaires were sent to 700 CEOs manufacturing firms, an 21.05% response rate. Test of non-response bias indicated that the sample is representative for this study. The findings of this study suggest that: (1) Innovation strategy is important factor and a determinant of financial performance, (2) both model are appropriate for examining the associations between the dimension of innovation strategy and firms’ performance, and (3) the sequential model provides additional insights into the indirect contribution of the individual dimensions of innovation strategy to firms’ performance.
Adopsi Teknologi dan Fleksibilitas Manufaktur: Peran Sumber Data sebagai Moderator Lena Ellitan
Jurnal Manajemen Maranatha Vol 5 No 1 (2005)
Publisher : Universitas Kristen Maranatha

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.28932/jmm.v5i1.235

Abstract

Globalization has created an environment where manufacturing organizations must adopt and implement shophisticated technologies (hard technology) and new management practices or techniques (soft technology), if they want to achieve competitive advantage. Shortening product life cycle, increasingly shopisticated customers, increasing labor costs and volatility in input prices has created an environment where manufacturers must be flexible, adaptive, responsive and innovative. Advances Manufacturing Technologies (AMTs) and new management practices provide an organization with an opportunity to successfully compabt market place dynamic and create for itself a competitive advantage. Manufacturers and academics believe that AMTs (hard technology) dan soft technology can improve manufacturing flexibility and lead time to market. This paper is based on an empirical study of one eighty three companies in six industry groups in Indonesia. The main goal of this paper is three folds. Firstly is to document the level of Advanced Manufacturing Technologies (AMTs) and soft technology adoption by Indonesian large manufacturing firms. Secondly is to the effect of technology on manufacturing flexibility. Finnaly is to investigate the moderating role of availability of resources on technology-manufacturing flexibility relationship. This study finds that both hard and soft technology have positive impact on manufacturing flexibility. Furthermore, the availability of resources is found to moderate hard technology-manufacturing flexibility relationship.
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.
Pengaruh Ekuitas Merek dan Kualitas Pelayanan terhadap Loyalitas dengan Variabel Intervening Kepuasan Pelanggan pada Produk Kosmetik Maybelline Widjaya, Metta Paramita; Ellitan, Lena
EKOMA : Jurnal Ekonomi, Manajemen, Akuntansi Vol. 4 No. 4: Mei 2025
Publisher : CV. Ulil Albab Corp

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.56799/ekoma.v4i4.8564

Abstract

Penelitian ini bertujuan menyelidiki hubungan antara ekuitas merek, kualitas layanan, dan loyalitas pelanggan dalam konteks produk kosmetik Maybelline, dengan kepuasan pelanggan sebagai variabel intervening. Pendekatan analisis menggunakan Structural Equation Modeling-Partial Least Squares (SEM-PLS) untuk memahami pengaruh faktor-faktor ini pada perilaku konsumen di pasar kosmetik yang kompetitif. Data kuantitatif dikumpulkan melalui survei terstruktur yang dilakukan kepada sampel pengguna Maybelline. Temuan awal diharapkan menunjukkan bahwa baik ekuitas merek maupun kualitas layanan memberikan kontribusi signifikan terhadap kepuasan pelanggan. Hal ini menyoroti pentingnya menciptakan kesadaran merek yang kuat dan memberikan layanan berkualitas tinggi untuk meningkatkan pengalaman pelanggan dan membangun loyalitas.
Co-Authors Adrian Permana Andrew Joewono Ani Suhartatik Anthonius Richard Antoni Antoni Berlia Setiawan Budiono, Kevin Chrein Yonathan Yoel . Christiananta, Budiman Cornelia Prayogo Daniel Tulasi Deatri Arumsari Agung Dewantoro, Albertus Daru Diyah Tulipa Dominicus Wahyu Pradana Dyna Rachmawati Edgar, Thomas Edward Yohanes . Elisabeth Supriharyanti Ernesto Jose Tjahjono Fudji Sri Mar'ati FX Agus Joko Waluyo Gabriel, Vincent Galang Febri Andana Handayani, Yuliasti Ika Hans Christian Harjanto Harjanto, Hans Christian Ignatius Srianta Juventino Sindarto Juventino Sindarto Kristanti, Maria Mia Kurniawan Arif Maspul Licen Indahwati Darsono Lim, Sisilia Felicia Lina Anatan Lukito, Robertus Sigit Haribowo Marcellino, Louis Margaretha, Cecilia Maria Isabel Clarissa Mariana Diah Puspitasari Marliana Junaedi Martono, Cyrillus Marylin Winata Matias Andika Yuwono Michelle Angelina Mudjilah Rahayu Nathasya Fernanda Ninuk Muljani Oroh, Riski Stevanus Marijose Pradana, Septiano Bintang Prastiwi, Tiara Indra Prayogo, Cornelia Purwanto, Gabriella Lisbeth Avriel Purwanto, Marini Riski Stevanus Marijose Oroh Robertus Sigit HL Rosari, Andriano De Rozalina Novianty Siti Nuridah Sonbay, Ricardo Rizal Tanuwijaya, Christina Kelly Utami, Abigail Setyo Vanessa Nicole Setiawan Vicentsius Felix Reynaldi Vinsensius Widdy Tri Prasetyo Walukow, Verby Stevan Widjaya, Metta Paramita Wisesa , Gabriella Yulius Koesworo Yuwono, Matias Andika