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All Journal Jurnal Manajemen Indonesia Budapest International Research and Critics Institute-Journal (BIRCI-Journal): Humanities and Social Sciences Multidiciplinary Output Research for Actual and International Issue (Morfai Journal)
Yudo Anggoro
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Knowledge Management Strategies to Improve Learning and Growth in Creative Industries: A Framework Model Alexandra Sinta Wahjudewanti; Jann Hidajat Tjakraatmaja; Yudo Anggoro
Budapest International Research and Critics Institute (BIRCI-Journal): Humanities and Social Sciences Vol 4, No 2 (2021): Budapest International Research and Critics Institute May
Publisher : Budapest International Research and Critics University

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.33258/birci.v4i2.1876

Abstract

The aim of this study is to propose a framework model to capture the knowledge management (KM) process and KM enablers and their connection to improving learning and growth in creative industries. This study is a literature review that analyses several articles related to KM and creative industries. Field observations were conducted at two creative industries to verify the literature review results. This review explores several studies of KM enablers and KM processes to identify KM’s relationship with organizational performance. Organizational performance can be measured from several perspectives, one of which is the tangible perspective of learning and growth. The framework model comprises three interrelated concepts of KM and performance: KM enablers, KM processes, and learning and growth as an intangible type of performance. Further study is needed to identify the types of KM enablers and KM processes to obtain a better understanding of how to improve the performance of creative industries. This study is limited to knowledge management in creative industries. Studies of KM strategies in creative industries are limited, including in Indonesia. Previous studies identify the relationship between KM implementation and improving tangible performance measurements, such as financial and customer performance. This study contributes to our knowledge of implementing KM to improve intangible performance in creative industries.
A Literature Review and Conceptual Framework on Corporate Strategic Foresight – What Value Created as a Source of Competitive Advantage in the Automotive Industry Jaka Purwanto; Reza Ashari Nasution; Yudo Anggoro
Jurnal Manajemen Indonesia Vol 23 No 2 (2023): Jurnal Manajemen Indonesia
Publisher : Fakultas Ekonomi dan Bisnis, Telkom University.

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.25124/jmi.v23i2.5631

Abstract

Nowadays, the challenge in the automotive industry is more demanding due to the increase in dynamicity and complexity of environmental changes in the external business environment. Under the increasing uncertainty level, companies require a strategic approach to face these challenges. One of the essential techniques used to meet the environmental dynamic is corporate strategic foresight. Hence, it is essential to understand its value creation because the business environment is getting more uncertain and intense competition. However, the investigation of corporate strategic foresight value creation in the automotive industry is limited. This study aims to investigate corporate strategic foresight value creation and attempts to answer the research question of what value is created from corporate strategic foresight as a source of the firm's future competitive advantage in the automotive industry. This study employed a narrative literature review method based on the existing literature as a part of the qualitative study. The result showed a novelty in the conceptual framework of corporate foresight value creation in the automotive industry. It also provides insight into how organizational values are created to enhance the capability to gain competitive advantage, which contributes to practical especially to managerial and practitioners’ automotive industry for a better understanding of corporate strategic foresight. Keywords— automotive; competitive advantage; corporate strategic foresigh; environmental dynamic; value creation
PRIORITIZING SUPPLIER SELECTION TO REDUCE SCOPE 3 EMISSIONS USING THE ANALYTIC HIERARCHY PROCESS (AHP) Anggraini, Silvia; Yudo Anggoro
Multidiciplinary Output Research For Actual and International Issue (MORFAI) Vol. 6 No. 2 (2026): Multidiciplinary Output Research For Actual and International Issue
Publisher : RADJA PUBLIKA

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.54443/morfai.v6i2.4956

Abstract

The research addresses problems in supplier selection for collaboration to reduce Scope 3 emissions at PT Sejahtera Indonesia (PTSI). It is driven by the company's need to achieve net-zero emissions by 2050, in line with the global target. Reducing Scope 3 emissions is important because it covers most of the total emissions. However, the company faces difficulties in reducing emissions because of a large number of suppliers. The company can’t collaborate with all suppliers due to limited time and resources. Therefore, the company must prioritize suppliers that will have a significant impact on collaboration to reduce Scope 3 emissions. This research will use qualitative methods through literature review and FGD, and quantitative methods through a pairwise comparisons questionnaire for AHP. Previous journals have used various criteria for supplier selection. These criteria are then filtered based on their suitability for the research topic, resulting in six criteria that will be proposed and discussed in the FGD. FGD is conducted with four experts to determine the final criteria to be used in the AHP method. AHP is used as a data analysis method to prioritize criteria and alternatives based on the determined criteria. The final criteria are green image, environmental management system, environmental commitment, and carbon emissions. In the alternatives result, Supplier B is the most priority supplier, with a weight of 56.96%. Supplier B has the highest score and is showing strong performance across all criteria. Followed by Supplier E, Supplier A, Supplier D, and Supplier C. These results provide solutions for PTSI, enabling collaboration with suppliers with the highest potential for emissions reduction, considering several criteria.
Co-Authors Alexandra Sinta Wahjudewanti Anggraini, Silvia Jaka Purwanto Jann Hidajat Tjakraatmaja Reza Ashari Nasution