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All Journal Jurnal Manajemen Teknologi Journal of Business and Management The Indonesian Journal of Business Administration Journal of Educational, Health and Community Psychology JAM : Jurnal Aplikasi Manajemen The International Journal of Accounting and Business Society The Asian Journal of Technology Management (AJTM) BISNIS & BIROKRASI: Jurnal Ilmu Administrasi dan Organisasi International Journal of Management, Entrepreneurship, Social Science and Humanities (IJMESH)
Jann Hidajat Tjakraatmadja
Bandung Institute of Technology
Humanities Computer Science & IT Decision Sciences, Operations Research & Management Economics, Econometrics & Finance Education Environmental Science Law, Crime, Criminology & Criminal Justice Public Health Social Sciences

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KNOWLEDGE MANAGEMENT IMPLEMENTATION STRATEGY IN ORGANIZATION DEPARTMENT OF PT X Efrata, Lidya Chrisnawaty; Tjakraatmadja, Jann Hidajat
Journal of Business and Management Vol 7, No 1 (2018)
Publisher : Journal of Business and Management

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Abstract. PT X is being intense in product Y market launch and it requires preparation of employee in maintaining, improving and implementing knowledge through a good organizational knowledge system, thus within Organization Department. Current condition of Organization Department has no systematic system that can integrating all the human resources plan. Therefore Organization Department needs a Knowledge Management (KM) to integrate human resources partial system into human resources complex system. Knowledge management implementation strategy (pull system) model adopted for this qualitative study. The finding of this study, there will be some improving system or even a new system in human resources by finds the critical knowledge to produce developing integrated knowledge management system. Thus, Organization department must have Knowledge management (KM) strategy and initiative to reforming people, process and Information and Technology (IT), this process occurs with a revitalization that starts from the leader's commitment until completed the establishment of a knowledge center. In addition, the impact of this study will lead Organization Department to building a systematic and effective system of human resources management toward product Y market launch. Keywords:  Critical Knowledge, Human Resources Complex System, Integrated Knowledge Management System, Knowledge Managemet (KM), Pull System
Assessment and Implementation Plan of Knowledge Management at PT LAPI Divusi Irvayanti, Rian; Tjakraatmadja, Jann Hidajat
The Indonesian Journal of Business Administration Vol 3, No 8 (2014)
Publisher : The Indonesian Journal of Business Administration

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Abstract- PT. LAPI Divusi is an IT consultant that has been founded for 10 years. During 10 years LAPI Divusi have gain many experience and knowledge. Since founded at 2004, LAPI Divusi has low engagement of their employee. Employee normally will stay in company for two until four years (especially for engineer). Employee turnover since 2009 to 2013 are 28.4%. When employees leave the company, they would bring their knowledge and experience. If company couldn’t capture the knowledge, company will lose it. This condition will lead to large loss for company. High operational cost can not be avoided, one of the causes was duplicate work / reinventing the wheel and employee need extra time to learn and get information. Aware this situation, company attempt to implement knowledge management since 2008, but still didn't success. With assessment of KM readiness using APO KM Framework, strength and opportunity for improvement will be gained to implement knowledge management in PT. LAPI Divusi.Keyword: IT Consultant,  Knowledge Management, KM readiness, assessment
Evaluation on Planning, Recruitment and Selection of New Employees Case Study in Bank Syariah Muamalat Indonesia Basuki, Nanang; Tjakraatmadja, Jann Hidajat
The Indonesian Journal of Business Administration Vol 1, No 10 (2012)
Publisher : The Indonesian Journal of Business Administration

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PT Bank Syariah Muamalat Indonesia (BMI) is the second largest Islamic bank in Indonesia. As a leading Islamic bank in market share, BMI challenged to grow and aspires to become the 10th largest bank in Indonesia in 2015 (the end of 2011, assets of BMI is on the order-23). To increase service and to support a rapid business growth, Bank Muamalat has made a commitment to increase physical infrastructure and electronic infrastructure. As many as 177 new outlets and 350 new ATM will be open in 2012. The opening of new infrastructures will be supported by the increase of human resources more than 2.000 employees. The study aim to evaluate the existing planning, recruitment and selection process to get new employees at BMI.  Based on the facts presented, focus group discussion that involves operation managers and conduct questionnaire instrument from 67 respondens, the solution expected to be applied to repair the process and support business expansion.Based on the results of the analysis has been conducted, this study formulates implementation practices proposals with three main objectives: 1. Improve planning process through empowering application of human resources information system;  2. Improve recruitment process through the acceleration of electronic recruitment ; 3. Improved selection process especially in written test and psychological test. Keywords: opening outlets, business performance, new style in planning, recruitment and selection.  
Implementation of Knowledge Management for Business Competitiveness in Provecta Capital (Venture Capital) Fahroni, Ramdhan; Tjakraatmadja, Jann Hidajat
The Indonesian Journal of Business Administration Vol 2, No 11 (2013)
Publisher : The Indonesian Journal of Business Administration

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Provecta capital as new venture capital firm is facing business challenges. The firm has an obligation to promote business start-up that became the investee company. Provecta Capital business success is depends on the success of their investee companies business. Therefore, increasing business competitiveness of their investee-companies is become challenge to Provecta Capital. The development solution of Provecta Capital is by implementing knowledge management in their business. Ideally, knowledge management implementation should increase the business competiveness of investee companies.  The research in this final project is using qualitative research by using in-depth semi structured interviews. Based on interview result, the current condition will be correlated with the basic theory of knowledge management at literature review to propose design KM strategy in Provecta Capital. After synthesizing the result, the research will elaborate on proposed design plan of knowledge management. The design plan will connect to the implementation plan of knowledge management in Provecta Capital and investee-company.  Keywords: business competitiveness, knowledge management, venture capital. 
Knowledge Management Maturity Level Assessment ((Case Study Of PT. XYZ) Ramadhani, Sigit; Tjakraatmadja, Jann Hidajat
The Indonesian Journal of Business Administration Vol 1, No 9 (2012)
Publisher : The Indonesian Journal of Business Administration

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Knowledge Management nowadays is largely implemented in every organization and often mentioned in publications, but little shows about the relation with the organization performance itself. KM in XYZ has been started in 2008, at least since a global team under HR organization was established. Some KM initiatives were born by the team. But some sample conditions shows otherwise. This study helps to explain the use of KM assessment and the important factors to be improved in relation with the organization performance. This study utilizes APO’s approach in assessing the organization KM maturity level through qualitative survey. Analysis of this research shows the different maturity level for each type of gender, age, and position in the organization and taken further to see the relation with the organization performance from its financial reports. Keywords: APO, knowledge management, level, maturity.
Finding Workable and Mutually Beneficial Solutions to Eradicate Illegal Gold Mining Hasibuan, Ongku; Tjakraatmadja, Jann Hidajat; Sunitiyoso, Yos
BISNIS & BIROKRASI: Jurnal Ilmu Administrasi dan Organisasi Vol. 28, No. 2
Publisher : UI Scholars Hub

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Illegal gold mining is a controversial activity. It provides livelihoods for rural communities in gold-rich areas and contributes to poverty alleviation; however, it also creates environmental devastation, losses to state revenue and often triggers social conflicts. Various eradication efforts have been made, ranging from persuasive approaches to harsh law enforcement involving the military and police, yet this illegal activity continues. This qualitative study aims to find and propose workable solutions to eradicate this activity, particularly in Indonesia. The study was conducted at two illegal- mining sites in Kalimantan, involving some 6,000 illegal-gold-miners. Data were collected through field observations and in-depth interviews with primary stakeholders, including authorities, perpetrators, and the community. The study identified eight sets of solutions to be implemented with an integrative approach, covering alternative livelihoods, cooperation and assistance, education and training, information dissemination, formalization, multi-sectoral collaboration, regulatory changes, and law enforcement. This paper contributes to model development in similar social circumstances and, in practice, provides workable solutions to illegal-gold-mining in other sites, particularly in Indonesia
EXPLORING SKILLS NEEDED FOR DISRUPTIVE DIGITAL BUSINESS Handayani, Dewi Wahyu; Tjakraatmadja, Jann Hidajat; Ghazali, Achmad
The International Journal of Accounting and Business Society Vol 28, No 3 (2020): The International Journal of Accounting and Business Society
Publisher : Accounting Department,

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.21776/ub.ijabs.2020.28.3.4

Abstract

 Research Purpose – In today’s disruptive digital business era, many new business models, such as digital start-ups, have emerged, and this phenomenon needs workers with particular skills. The aims of this preliminary empirical research paper are to explore and identify the skills needed for disruptive digital business in the Indonesian context, particularly in the Jakarta region.Design/methodology/approach – This qualitative study conducted semi-structured interviews with ten respondents from various types of Indonesian start-ups, such as unicorn start-up, financial technology and education technology, that have been in operation four to 12 years. The interviews were based on five core questions with the purpose of exploring respondents’ experience regarding skills needed and challenges faced at work in disruptive digital business. Observation was conducted at the Education Technology start-up office located in Jakarta with an aim to investigate workplace environment, and triangulation was used to validate the interviews’ results.Findings – The results show that (1) innovativeness, (2) leadership skills, (3) social interaction, (4) initiative mindsets, (5) self-disruption, (6) critical thinking, (7) management, and (8) analytical thinking are eight pivotal skills identified for managing disruptive digital business.Practical implications – Innovativeness, leadership and social interaction are the top three skills that are essential for actors in Indonesian digital start-ups to have competitive advantages in this disruptive digital business era.Original/value – This paper explores skills needed for the disruptive digital era in an Indonesian context.Keywords – skills concepts, disruptive, digital businessPaper type – Research paper
Implementation of Organization Development Case Study in Bank Muamalat Indonesia Sulistianing, Rina; Tjakraatmadja, Jann Hidajat
The Indonesian Journal of Business Administration Vol 2, No 6 (2013)
Publisher : The Indonesian Journal of Business Administration

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The current position of Bank Muamalat Indonesia (BMI) is in the transformation phase, namely to accelerate business growth. The acceleration is closely related to competitiveness owned by BMI. The trend of diminishing productivity level of BMI’s employees is a challenge for the bank to process improvement.  Some factors that may affect employee’s productivity are the variables of Organization Development (OD) which can be grouped into business strategy variable, technology & organization structure, human resource and human process variable. Measurement of employee’s productivity which is the best practices in BMI is the partial productivity that is based on total assets per employee.  From the results of the assessment of BMI’s Supervisor, so the root causes are following : BMI has not concerned operation efficiency and the customer’s needs in its business strategy; the development & application  of new working methods design and process of product development banking to improve aspects of techno-structural still have not been optimal; the weak utilization of training for the employees’ competencies development which had been obtained by the bank; and there were only a number of people have done sharing and work in ad hoc team. Referring to the results of analysis above, then we can see that the study proposed four (4) basic programs for the improvement of productivity for BMI, namely : (1) Budgetary Control Program (Marketing Budget Improvement & Procurement Function Improvement); (2) Work Design Improvement Program (Standard Operating Procedure (SOP) of Marketing  and Operation Staff’s  Activities Improvement); (3) Training Program (Service Training, Marketing & Time management Training); and (4) Sharing Program (Knowledge Cafe and Board  & Employees Gathering). Keywords : Islamic Banking, Employee’s Productivity, Organization Development
Training and Learning Need Analysis Based on Soft and Hard Competences Gap (Case Study in PT. Bank X) Sujarwadi, Edy Tri; Tjakraatmadja, Jann Hidajat
The Indonesian Journal of Business Administration Vol 1, No 5 (2012)
Publisher : The Indonesian Journal of Business Administration

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The study aim to analyze employee competency gaps at the branch level and then develop them through training and learning process. The analysis covers the soft and hard competence.  The soft competence includes achievement motivation, communication skills, problem solving, teamwork, integrity, accountability and respect to others. The hard competence include marketing management/product selling, risk management, operational management, systematically  thinking-cross function, product knowledge, product selling approval process, and working procedure related to his/her job, understanding financial statement of company / business unit and company vision, mission and strategy. To conduct mapping of competence gap it is used competency model through clearly defining for each competency level. The results of the gap analysis will be an input to run training and learning, based on the level of employee competence gaps. In order to implement the study, it is prepared a Training Program Outline (TPO) for each required competencies. Keywords: sharia banking, human resources (HR), competency gaps, training and learning
Digital Talent Capability Model for Transforming Technology-Based Holding Companies Fahmi, Tubagus Arief; Tjakraatmadja, Jann Hidajat; Ginting, Henndy
The Asian Journal of Technology Management (AJTM) Vol. 13 No. 3 (2020)
Publisher : Unit Research and Knowledge, School of Business and Management, Institut Teknologi Bandung

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.12695/ajtm.2020.13.3.1

Abstract

Abstract. Digital transformation is inevitable for organizations to remain competitive in the current business landscape. In reality, organizations rely heavily on their human capabilities to achieve digital transformation goals. However, most studies have neglected this dynamic component and have focused instead on organizational readiness. This study strives to fill such a research gap by uncovering digital talent capabilities that could accelerate digital transformation. We propose a conceptual model based on a literature review and enriched by qualitative research in a representative Telecommunication Company. The conceptual model highlights attitudes to change as a critical factor in transforming individual capability towards digital transformation. The model also explains how culture and digital literacy can positively relate to digital talents’ attitudes towards change and performance. Besides giving theoretical contributions to support the literature, the study’s outcomes can be utilized by organizations intending to transform their human capitals’ digital capabilities. Although there is still a possibility of real behavior arising from individual problem-solving habits, the paper ends with some recommendations, stressing the need for future empirical work.Keywords:  Attitudes to Change, Culture, Digital Literacy, Digital Talent Capability, Performance
Co-Authors . Sujoko Achmad Ghazali Donald Crestofel Lantu Edy Tri Sujarwadi Efrata, Lidya Chrisnawaty Erlina Permatasari Fahmi, Tubagus Arief Ginting, Henndy Handayani, Dewi Wahyu Hary Febriansyah Hasibuan, Ongku Irawan, Bambang Andri John Arnold Kuntoro Mangkusubroto Lenny Martini Mahatma Waskitadi Nanang Basuki Nur Budi Mulyono Ramdhan Fahroni Rian Irvayanti, Rian Rina Sulistianing Rossy Waworuntu Saptari, Hendarsyah Aditya Sari Matualesy Sigit Ramadhani Tjandra Suyanto Wawan Dhewanto Yos Sunitiyoso