Articles
<![CDATA[Developing Innovation Capability of SME through Contextual Ambidexterity ]]>
<![CDATA[Kusumastuti, Retno]]>;
<![CDATA[Safitri, Nurul]]>;
<![CDATA[Khafian, Nidaan]]>
<![CDATA[ BISNIS & BIROKRASI: Jurnal Ilmu Administrasi dan Organisasi Vol. 22, No. 1 ]]>
Publisher : <![CDATA[UI Scholars Hub ]]>
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<![CDATA[The word "ambidexterity" can be interpreted as the capability of an organization that simultaneously implement innovation activities both in exploratory and exploitative manner. The organization that implement these two types of innovation activity is called ambidextrous organization. In general, the studies on ambidextrous organization in the past mainly focused on structural ambidexterity whereas studies on contextual ambidexterity still got less attention. The contextual ambidexterity can be achieved through the provision of context that allow employees to implement both activities on exploration and exploitation. The Depok City in West Java was one of the municipalities that see a growing number of small and medium enterprises (SMEs). According to a data from the Depok Agency for Markets, Cooperatives and SMEs, the total number of SMEs was 2,400 units, consisting of 2,352 smaller merchants and 48 medium enterprises. The aim of this research paper was to elaborate on how far the SMEs in Depok could adopt the study of contextual ambidexterity. The research itself utilized qualitative approach with mixed methods research as its methodology by the use of questionnaires and in-depth interviews. The questionnaires were distributed to the owners of SMEs with purposive sampling technique whereas in-depth interviews were conducted on SME actors. The measurement on contextual ambidexterity was conducted with the instrument that was developed by Ghosbal and Bartlett (in Birkinshaw and Gibson, 2004). The research results indicated the capability of an organization to innovate was created through the context of organization in the form of performance management and social support. The designs of both performance management and social support from the organization could provide the context that would support the employees to perform innovative acts both in exploitative and exploratory sense.]]>
<![CDATA[Ownership Structure and Performance of Public Companies Listed in the Indonesian Stock Exchange ]]>
<![CDATA[Wasef, Raden Mouna]]>;
<![CDATA[Kusumastuti, Retno]]>
<![CDATA[ BISNIS & BIROKRASI: Jurnal Ilmu Administrasi dan Organisasi Vol. 17, No. 3 ]]>
Publisher : <![CDATA[UI Scholars Hub ]]>
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<![CDATA[The aim of this study is to find out if the concentration of the biggest shareholder, the control rights and the ratio of cash flow rights-control rights of the controlling shareholders contributed to profitability. This study uses purposive sampling technique in collecting the data and linear panel regression in analysing the panel data. The result of this study shows that the ownership concentration of the biggest shareholders has positive impact to company profitability as big shareholders have bigger incentive and thus better chance to do supervision upon the management. The study also found that the control rights concentration of controlling shareholders have negative effect to profitability since more concentrated power of the controlling shareholders made the shareholders position stronger and may incline them to gain individual profit which in turn will reduce the company’s profit. On the contrary, higher ratio of cash flow rights to-control rights contributed positively to profitability because higher cash flow rights will tend to prevent the controlling shareholders from expropriating the company’s assets.]]>
<![CDATA[Analysis of The Impacts of Family Ownership on a Company’s Costs of Debt ]]>
<![CDATA[PERDANA, IDA BAGUS PUTRA]]>;
<![CDATA[KUSUMASTUTI, RETNO]]>
<![CDATA[ BISNIS & BIROKRASI: Jurnal Ilmu Administrasi dan Organisasi Vol. 18, No. 2 ]]>
Publisher : <![CDATA[UI Scholars Hub ]]>
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<![CDATA[There is an increasing trend among investors to consider Good Corporate Governance (GCG) in determining company incentives are to be invested in. Obviously, investors would prefer to make investments in companies that adopt Good Corporate Governance rather than otherwise. This view has eventually led to a belief that GCG can give added values not only to the adopting company, but also to the stakeholders. This research analyzes the impacts of family ownership and founding CEO/chairperson on a company’s costs of debt. This topic is chosen in consideration that there are still a lot of family-owned companies in Indonesia. The research uses a positivist-quantitative paradigm and the samples are 64 family-owned companies listed at the Indonesia Stock Exchange from 2007 to 2009. The research also uses a random effect model. The results of the research indicate that family ownership has positive but insignificant impacts, while founding CEO/chairperson has no impacts on a company’s costs of debt.]]>
<![CDATA[Analysis of Ownership Structure Effect on Economic Value Added ]]>
<![CDATA[Henryani, Friska Fardhina]]>;
<![CDATA[Kusumastuti, Retno]]>
<![CDATA[ BISNIS & BIROKRASI: Jurnal Ilmu Administrasi dan Organisasi Vol. 20, No. 3 ]]>
Publisher : <![CDATA[UI Scholars Hub ]]>
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<![CDATA[Ownership structure has a direct relationship with company’s capital structure where the cost of capital is the main component in the calculation of economic value added to measure the value of the firm. This research aims to analyze the effect of ownership structure that consists of managerial ownership, public ownership, institutional ownership, and government ownership on economic value added, used as a measurement of the firm value. This research uses an unbalanced panel data of 182 observations data of all listed companies in the period of 2007-2011 that issued dividend regularly every year during the research’s year. The result shows: (1) managerial ownership has no significant effect on economic value added, (2) public ownership has a significant positive effect on economic value added, (3) institutional ownership has a significant positive effect on economic value added, (4) government ownership has no significant effect on economic value added, (5) ownership structure (managerial ownership, public ownership, institutional ownership, government ownership) simultaneously has a significant positive effect on economic value added.]]>
<![CDATA[MEMAHAMI MODEL BISNIS PRAKTEK INOVASI SOSIAL : KAJIAN DESA WISATA BISNIS TEGAL WARU ]]>
<![CDATA[Retno Kusumastuti]]>;
<![CDATA[Eko Sakapurnama]]>;
<![CDATA[Achmad Fauzi]]>;
<![CDATA[Prima Nurita]]>
<![CDATA[ AdBispreneur : Jurnal Pemikiran dan Penelitian Administrasi Bisnis dan Kewirausahaan Vol 3, No 2 (2018): AdBispreneur : Jurnal Pemikiran dan Penelitian Administrasi Bisnis dan Kewirausa ]]>
Publisher : <![CDATA[Departemen Ilmu Administrasi Bisnis, Fakultas Ilmu Sosial dan Ilmu Politik, UNPAD ]]>
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DOI: 10.24198/adbispreneur.v3i2.18667
<![CDATA[ ABSTRACTSocial innovation studies are unique studies and are still relatively rare. The study contains that business models from among those who are often marginalized can also be a source of income. In addition, the importance is also that the utilization of resources owned by a region can be a source of competitive advantage when properly managed considering that each region has a different context. This study analyzes the social innovation model in Tegal Waru Village which was originally a poor and underdeveloped village in 2010 but later it can transform into an economically independent village. This study uses a qualitative approach with data collection methods through in-depth interviews and also observations. The selection of informants is based on the criteria that the person understands the business processes carried out and is also a stakeholder of Tegal Waru Tourism Village. The results showed that the Tegal Waru Tourism Village was a village that managed to enhance its natural and human resources so that it became a source of competitive advantage through the establishment of a Business Tourism Village which is still rare in Indonesia. A unique business model is offering entrepreneurship education with a value proposition to educate everyone to become entrepreneurs by relying on the core competencies and resources they have with philosophy hence provide benefits to many people. ABSTRAKKajian social innovation merupakan kajian yang unik dan masih relatif jarang. Kajiannya berisi bahwa model bisnis dari kalangan yang seringkali termajinalkan juga dapat menjadi sumber penghasilan. Selain itu, pentingnya juga adalah bahwa pemanfaatan sumber daya yang dimiliki oleh suatu daerah dapat menjadi sumber keunggulan bersaing manakala dikelola dengan baik mengingat masing-masing daerah memiliki konteks yang berbeda-beda. Penelitian ini menganalisis tentang model inovasi sosial di Desa Tegal Waru yang awalnya merupakan desa miskin dan tertinggal di tahun 2010an tetapi kemudian dapat menjelma menjadi Desa yang mandiri secara ekonomi. Penelitian ini menggunakan pendekatan kualitatif dengan metode pengumpulan data melalui wawancara mendalam dan juga observasi. Pemilihan informan berdasarkan kriteria bahwa yang bersangkutan memahami proses bisnis yang dijalankan dan sekaligus merupakan stakeholder Desa Wisata Tegal Waru. Penelitian ini dilakukan pada tahun 2018. Hasil penelitian menunjukkan bahwa Desa Wisata Tegal Waru merupakan desa yang berhasil mengelola sumber daya alam dan manusia yang dimilikinya sehingga menjadi sumber keunggulan bersaing melalui pembentukan Desa Wisata Bisnis yang masih langka di Indonesia. Bussiness model yang unik yaitu menawarkan pendidikan entrepeneruship dengan value proposition mendidik setiap orang agar dapat menjadi entrepreneur dengan mengandalkan core competence dan sumber daya yang dimilikinya dengan falsafah agar dapat memberikan manfaat untuk banyak orang. ]]>
<![CDATA[Analysis of Knowledge Acquisition in Culinary Business (Case Study of Macaroni Panggang Bogor City) ]]>
<![CDATA[Muhammadin Innuuridz Wahid]]>;
<![CDATA[Retno Kusumastuti Hardjono]]>
<![CDATA[ Jurnal Bisnis dan Manajemen Vol 8, No 1 (2021): Jurnal Bisnis dan Manajemen Volume 8 Nomor 1 Tahun 2021 ]]>
Publisher : <![CDATA[University of Merdeka Malang ]]>
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DOI: 10.26905/jbm.v8i1.5511
<![CDATA[This study aims to analyze the process of knowledge acquisition in the culinary business, and the factors that influence knowledge acquisition. This research uses a qualitative approach with a case study method. Case study was selected in this research is Macaroni Panggang, where Macaroni Panggang became one of the culinary businesses that carried out knowledge acquisition on food menus and restaurant management. The data analyzed collected from interviews with owners, supervisors and vice supervisors of Macaroni Panggang. The results of the study found that there are four knowledge acquisition processes in Macaroni Panggang namely planning, taking knowledge, testing stage, and revision stage. Factors that inhibit knowledge acquisition in Macaroni Panggang are human resource factors. At present Macaroni Panggang does not yet have the resources to conduct knowledge acquisition. This makes not all the knowledge taken can be a real product in Macaroni Panggang.]]>
<![CDATA[Towards Research University through Ambidexterity Practice: A Lecturer Perspective ]]>
<![CDATA[Retno Kusumastuti]]>;
<![CDATA[Nurul Safitri]]>;
<![CDATA[Prima Nurita Rusmaningsih]]>
<![CDATA[ Jurnal Ilmu Sosial dan Ilmu Politik Vol 20, No 2 (2016): November ]]>
Publisher : <![CDATA[Faculty of Social and Political Sciences, Universitas Gadjah Mada ]]>
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DOI: 10.22146/jsp.24800
<![CDATA[The concept of ambidexterity in organization theory refers to an organization's ability to innovate in explorative manners (Duncan, 1980). Ambidexterity can be identified into structural ambidexterity and contextual ambidexterity (Tushman, O'Reilly, 1990). In small medium enterprises, for example, innovation activities take contextual form since most owners act both as entrepreneurs and business leaders (Kusumastuti, et.al., 2015), while in established corporations innovation activities generally occur in structural form. Thus research takes academic institution as its locus, within which innovation activities are mandatory for all civitas academica (academic community). The study uses mixed method for collecting data through questionnaires and in-depth interviews. It shows that university has the capacity to provide context in institutional support and remuneration system as a means stimulate lecturers and researchers to be more innovative. The scheme also provided structure at the university and faculty level as tools to coordinate and integrate research projects. The organizational learning at the individual level reflects the pattern of contextual ambidexterity process.]]>
<![CDATA[PENINGKATAN KEMAMPUAN DALAM MENGEMBANGKAN MODEL BISNIS DAN OPTIMALISASI MEDIA SOSIAL MELALUI PELATIHAN MODEL BISNIS DAN PROMOSI BAGI UMKM ]]>
<![CDATA[Putri Chairina]]>;
<![CDATA[Retno Kusumastuti]]>;
<![CDATA[Effy Zalfiana Rusfian]]>
<![CDATA[ JMM (Jurnal Masyarakat Mandiri) Vol 6, No 2 (2022): April ]]>
Publisher : <![CDATA[Universitas Muhammadiyah Mataram ]]>
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DOI: 10.31764/jmm.v6i2.6917
<![CDATA[Abstrak: Disrupsi teknologi dan iklim bisnis yang semakin kompetitif membuat setiap UMKM perlu memiliki kemampuan untuk mengembangan model bisnis yang adaptif. Kecenderungan konsumen untuk mengakses media digital dalam melakukan pencarian informasi mengenai brand membuat setiap bisnis perlu memperhatikan strategi digital marketing. Kegiatan pengabdian yang dilakukan melalui pelatihan daring ini bertujuan untuk meningkatkan kemampuan UMKM dalam mengembangkan model bisnis dan optimalisasi media sosial. Mitra pengabdian adalah Saudari Grace Sisca Sibarani, seorang pengusaha yang menjual serbuk kopi dalam kemasan. Pelatihan dilakukan dalam dua hari. Hari pertama diisi dengan pembukaan pelatihan dan penyampaian materi pengembangan model bisnis. Hari kedua diisi dengan praktik pengembangan model bisnis dan penyampaian materi optimalisasi media sosial untuk promosi. Evaluasi kegiatan ini dilakukan melalui wawancara . Berdasarkan hasil wawancara, diketahui bahwa peserta sudah mencapai 87% penguasaan terhadap materi.Abstract: Disruption of technology and an increasingly competitive business climate make every MSME needs to have the ability to develop adaptive business models. The tendency of consumers to access digital media in searching for information about brands makes every business need to pay attention to digital marketing strategies. This service activity carried out through online training aims to improve the ability of MSMEs in developing business models and optimizing social media. The service partner is Sister Grace Sisca Sibarani, an entrepreneur who sells packaged coffee grounds. The training was carried out in two days. The first day was filled with the opening of the training and the delivery of business model development materials. The second day was filled with business model development practices and the delivery of social media optimization materials for promotion. Evaluation of this activity was carried out through interviews. Based on the results of interviews, it is known that participants have achieved 87% mastery of the material.]]>
<![CDATA[The Influence of Spiritual Leadership on Organizational Culture at Bank Syariah Mandiri Branch Office and Sub Branch Office Depok ]]>
<![CDATA[Abdul Jabbar]]>;
<![CDATA[Retno Kusumastuti]]>
<![CDATA[ Policy & Governance Review Vol 1 No 1 (2017): January ]]>
Publisher : <![CDATA[Indonesian Association for Public Administration ]]>
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DOI: 10.30589/pgr.v1i1.34
<![CDATA[This research aims to examine and analyze the influence of spiritual leadership on organizational culture implemented by Bank Syariah Mandiri (hereinafter will be referred as “BSM”) Branch Ofce and Sub Branch Ofce Depok. Spiritual leadership can be measured by using the concept of spiritual leadership developed by Fry (2003) with fve dimensions, namely: vision, altruistic love, hope/faith, meaning/calling, membership, and organizational culture as measured by the ETHIC (Excellence, Teamwork, Humanity, Integrity, and Customer Focus) dimensions in Bank Syariah Mandiri’s organizational culture. This research utilized a quantitative approach wherein research data were collected through survey conducted to all employees in the BSM Branch Ofce and Sub Branch Ofce Depok, with 55 respondents being involved in this research. The research data were subsequently analyzed by using descriptive statistics analysis and simple linier regression analysis. The results of this research show that spiritual leadership of the Head of BSM Branch Ofce Depok has a 56 percent positive effect on the implementation of ETHIC organizational culture in BSM.]]>
<![CDATA[Strategic Ambidexterity Learning of Innovation Activities: A Study of Indonesian Business Group Leader ]]>
<![CDATA[Retno Kusumastuti]]>;
<![CDATA[Azhar Kasim]]>;
<![CDATA[Sudarsono Hardjosoekarto]]>
<![CDATA[ Policy & Governance Review Vol 2 No 1 (2018): January ]]>
Publisher : <![CDATA[Indonesian Association for Public Administration ]]>
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DOI: 10.30589/pgr.v2i1.70
<![CDATA[Competitive advantage refers to the attributes an organization maintains to better perform in comparison to its competitors. According to the Resource Based View, human capital has become a source of competitive advantage. Literatures exploring how strategic leadership leads to ambidexterity practice is still very rare. Ambidexterity practices is about how organizations learn to conduct innovation activities in both exploitative and explorative manner. A prominent leader should have influence on innovation activities in their organization through the decisions they have made. This study analyzed how a corporation had implemented ambidexterity learning practices to create competitive advantage based on the leader’s cognitive map. A leader’s cognitive map is a mental construct that represents the way the leader thinks in order to deal with the prevailing environment. The dynamics of the cognitive leader is portrayed by conversing the entrepreneur’s cognitive map using the Normalized Unit Modeling by Elementary Relationship (NUMBER). This research was conducted with Lippo Karawaci (LPKR) serving as the object of study. LPKR’s success is without a doubt inseparable from the role of its leader. The results of this research show that learning process and ongoing participation based on culture to pursue competitive advantage in ambidexterity practices had occurred in LPKR. Furthermore, this study shows the importance of strategic orientation in ambidexterity learning process through proper management of the company’s resources. The identified strategic directions—human resource, technology, profitability, and entrepreneurship— may be considered as sources of competitive advantage. This research is of significant value as it presents how a big corporation, such as LPKR, constantly creates new opportunities through exploratory and exploitative innovations and learning process simultaneously thereby becoming an ambidextrous organization.]]>
