Article Per Year (5 Year)
p-Index From 2021 - 2026
5.167
P-Index
This Author published in this journals
All Journal Jurnal Manajemen Teknologi Journal of Business and Management The Indonesian Journal of Business Administration KURVA S JURNAL MAHASISWA Gadjah Mada International Journal of Business EKOMBIS REVIEW: Jurnal Ilmiah Ekonomi dan Bisnis The Asian Journal of Technology Management (AJTM) AGRIMOR Jurnal Mirai Management Jurnal Manajemen Indonesia Syntax Literate: Jurnal Ilmiah Indonesia Journal of Economic, Bussines and Accounting (COSTING) SEIKO : Journal of Management & Business International Journal of Supply Chain Management The International Journal of Business Review (The Jobs Review) Al-Kharaj: Journal of Islamic Economic and Business Community Engagement and Emergence Journal (CEEJ) Journal of Economics and Business UBS International Journal of Economic, Business, Accounting, Agriculture Management and Sharia Administration (IJEBAS) The South East Asian Journal of Management International Journal of Management, Entrepreneurship, Social Science and Humanities (IJMESH) Eduvest - Journal of Universal Studies Amkop Management Accounting Review (AMAR) Jurnal Bisnis dan Pemasaran Digital Studi Akuntansi dan Bisnis Indonesia
Dermawan Wibisono
School Of Business And Management Institut Teknologi Bandung
Aerospace Engineering Agriculture, Biological Sciences & Forestry Humanities Computer Science & IT Decision Sciences, Operations Research & Management Economics, Econometrics & Finance Education Energy Engineering Environmental Science Health Professions Industrial & Manufacturing Engineering Law, Crime, Criminology & Criminal Justice Neuroscience Social Sciences Transportation Other

Published : 60 Documents Claim Missing Document
Claim Missing Document
Check
Articles

Found 60 Documents
Search

 2   3   4   5   6 
sistem manajemen kinerja: literature review dan agenda untuk penelitian selanjutnya Rhanni Apriani Wirdhawan; Dermawan Wibisono
Jurnal Manajemen Indonesia Vol 24 No 1 (2024): Jurnal Manajemen Indonesia
Publisher : Fakultas Ekonomi dan Bisnis, Telkom University.

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.25124/jmi.v24i1.4832

Abstract

This study aims to determine the development of research related to designing an organization's performance management system. This study conducts a literature review on papers that have been published and are available in the Google Scholar and Proquest database with a time span of January 2012 to December 2022. Keywords such as performance management, design performance management, and performance management system were used. The results of this research use 10 papers that are considered capable of explaining methods for designing performance management systems. Keywords— Performance management system; Performance management; Approach; Literature review
Usulan Sistem Manajemen Kinerja Berbasis Pengetahuan Pada Cv Mitra Persada Kemasan Habsoro, Moh Akhim Bayu; Wibisono, Dermawan
Jurnal Mirai Management Vol 9, No 1 (2024)
Publisher : STIE AMKOP

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.37531/mirai.v9i1.7289

Abstract

Penelitian ini menganalisis secara komprehensif dan mengusulkan implementasi Knowledge-Based Performance Management System (KB-PMS) di Mitra Persada, dengan latar belakang persaingan ketat dalam industri kemasan yang dipicu oleh perkembangan teknologi, inovasi, dan peningkatan kualitas sumber daya manusia. Mitra Persada menghadapi tantangan untuk mempertahankan kinerja tanpa sistem penilaian yang komprehensif dan dinamis. Penelitian ini menggunakan kerangka kerja KB-PMS yang disesuaikan untuk menyelaraskan visi, misi, dan strategi perusahaan dengan ukuran kinerja melalui data kuantitatif (laporan keuangan 2018-2022) dan data kualitatif (wawancara dengan eksekutif dan staf). Implementasi KB-PMS akan berfokus pada output organisasi, proses internal, dan kapabilitas sumber daya, dengan tujuan meningkatkan efisiensi, efektivitas, dan budaya perbaikan berkelanjutan. Hasil yang diharapkan mencakup keselarasan tujuan jangka panjang, penilaian produktivitas yang tepat, integrasi pemangku kepentingan, dan pengambilan keputusan yang lebih efektif. Keywords: Sistem Manajemen Kinerja, KB-PMS dan Proses Terintegrasi
A Proposed Methodology For Bridging Policy And Practice To Apply Indonesian SOE Regulations In The Balanced Scorecard Model Izhar Rahman Dwiputra; Ima Fatima; Dermawan Wibisono
Journal of Economic, Bussines and Accounting (COSTING) Vol 7 No 5 (2024): Journal of Economic, Bussines and Accounting (COSTING)
Publisher : Institut Penelitian Matematika, Komputer, Keperawatan, Pendidikan dan Ekonomi (IPM2KPE)

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.31539/costing.v7i5.12074

Abstract

This research aims to develop a practical methodology to bridge policy and operational practice at PT Jakarta Industrial Estate Pulogadung (JIEP) through the implementation of a modified Balanced Scorecard (BSC) framework that aligns with Indonesian State-Owned Enterprises (SOEs) regulations. The study addresses the challenge of aligning shareholder directives with daily operations, which often struggle to translate corporate KPIs into operational KPIs. The research finds that while SOEs' administrative culture ensures regulatory compliance, there remains a need for a more structured performance management approach. By integrating goal-setting, expectancy, and control theories into the modified BSC framework, the study offers an approach that aligns regulations, corporate targets, and operational goals. The methodology used is a descriptive case study involving qualitative and quantitative data collection through internal document analysis, workshop discussions, and in-depth interviews. The data were analyzed to develop and implement a strategy map and KPIs relevant to the organization's strategic objectives. The findings show that the proposed framework effectively bridges the gap between policy and practice, ensuring that SOE regulations are not only adhered to but strategically leveraged to enhance organizational performance. By adopting this framework, JIEP and other SOEs can align unit goals with corporate and governmental strategic objectives, creating a more effective and sustainable performance management system. This research makes a significant contribution to the development of performance management systems that can be implemented in other SOEs, offering substantial improvements over existing practices.
Proposed Methodology For Indonesian State-Owned Enterprises To Conduct Corporate Spin-Off Adrian Pasca; Dermawan Wibisono; Ima Fatima; Taufik Faturohman; Herry Hudrasyah; Alpha Pudjono
EKOMBIS REVIEW: Jurnal Ilmiah Ekonomi dan Bisnis Vol 12 No 3 (2024): Juli
Publisher : UNIVED Press

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.37676/ekombis.v12i3.5509

Abstract

This research addresses the absence of a formal framework for compliance with corporate spin-offs within Indonesian state-owned enterprises (SOEs). Focusing on a real issue within a state-owned aviation company, the study proposes a comprehensive methodology for SOEs to navigate spin-offs, ensuring adherence to regulatory requirements. By collecting and interpreting relevant regulations and conducting interviews where guidelines are unclear, the research establishes detailed flowcharts outlining the step-by-step procedure. The suggested solution involves following these flowcharts, considering five critical aspects, including government regulation and business law, to successfully implement spin-offs. It is important to note that the proposed methodology is specific to Indonesian state-owned enterprises and is based on government regulations as of November 2023. Users should adapt the methodology in case of regulatory amendments or new compliance-related issues. The research, however, focuses solely on the steps leading to the commencement of new entity operations and does not extend beyond this phase.
Determining Key Performance Indicators With Balanced Scorecard Approach For Construction Project Warehouse Efficiency Durio Etgar; Dermawan Wibisono
Journal of Economics and Business UBS Vol. 12 No. 2 (2023): Regular Issue
Publisher : UniSadhuGuna Business School

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.52644/joeb.v12i2.146

Abstract

Recent Covid-19 pandemic had negative impacts on various formal industries in Indonesia. Many companies needed to stop operating because of disrupted supply chain, others had to lay off their employees. This adverse condition also affected PT Waskita Karya (Persero) Tbk, reflected from the slump in company’s business revenue. Waskita was forced to readjust their strategies to coupe with the situation by introducing “Sustainable Growth” grand strategy namely Maximize cash inflow from project payment and land acquisition credit, Tollroad divestation, credit relaxation proposal, and OPEX efficiencies. OPEX efficiencies is the one that possibly managed by project for now. Moreover, efficiencies are the most relevant, potentially permanent, and long-term strategy to reach “Sustainable Growth” vision and can be applied throughout the company. Efficiency in construction project warehouse is currently unmanageable because there is no proper Performance Management System for measuring the achievement. It is quite contradictive with the fact that warehousing process contains moreless 30% of project financing. Developing and tracking Key Performance Indicators (KPI) with Balanced Scorecard (BSC) approach had been seen as the solution as it is covering four important perspectives of performance namely financial, customer, internal process, and learning and growth. BSC is considered holistic and comprehensive enough to bolster the warehouse efficiency. The development of BSC for construction project warehouse was involving the vision derivating process, which is efficiency. That vision has been derived into 16 strategic objectives by analyzing the internal and external factor of Waskita’s construction project warehouse using SWOT and TWOS Matrix analysis. Those objectives will later be translated into 28 Key Performance Indicators to measure the objective achievement with the proportion of 7 financial indicators, 6 customer indicators, 9 internal process indicators, and 6 learning and growth indicators. The process of gaining consensus and set the priorities towards the proposed BSC framework was involving 10 experts from Waskita with certain criteria that represent the demographic of stakeholders. The qualitative result will be analyzed and quantified using Fuzzy Delphi Method (FDM). FDM is a multi criteria decision making tool which is a modified version of the Delphi Method that incorporates elements of fuzzy logic to allow for uncertainty and subjectivity in the decision-making process. It converts linguistic variables into fuzzy numbers, which represent a range of values rather than a specific value. The analysis had been conducted with the results of all Balanced Scorecard perspectives (Financial, Customer, Internal Process, and Learning and Growth) are deemed applicable for Waskita’s construction warehouse based on the result of expert consensus with the financial perspective became the top priority. Furthermore, 21 out of 28 Key Performance Indicators had been agreed as the performance measurement for Waskita’s construction warehouse, with the proportion of 5 financial indicators, 4 customer indicators, 6 internal process indicators, and 6 learning and growth indicators. Those indicators had been translated from strategic objectives that could lead to efficiency. Order fulfillment rate became the most important indicator to track. Performance scoring system has been determined to categorize the performance indicators’ achievement of Waskita’s construction warehouse by the range of high, medium, and low with specific targets for each indicator. Waskita’s Project Manager has given the validation and willingness to implement the BSC. However, the development phase of determining indicator weight and initiatives should be continued to complement the existing research.
Proposed Corporate Performance Management System For CV. Pelangi Nusantara Muhammad Handeriyan Assydik; Dermawan Wibisono
Journal of Economics and Business UBS Vol. 13 No. 2 (2024): Regular Issue
Publisher : UniSadhuGuna Business School

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.52644/joeb.v13i2.955

Abstract

This research aims to design a performance management system suitable for the company. The design is created by translating the company's future objectives to enable growth and competitiveness. The research utilizes the Knowledge-Based Performance Management System (KBPMS) framework, as it can address the existing issues in the company. The KBPMS framework aims to assist companies that have not yet achieved their vision by utilizing all aspects owned by the company. There are three perspectives in KBPMS: organizational output, internal processes, and resource capabilities. This research results in a performance management system with 25 key performance indicators (KPIs) derived from the company's vision, mission, strategy, business processes, and discussions between the researcher and the company. It is hoped that by implementing the performance management system, the company can achieve its targets and develop its business lines to compete competitively.
Proposed Performance Management System Using Kbpms Framework At PT. Kita Bersama Rizki Utama; Dermawan Wibisono
Journal of Economics and Business UBS Vol. 13 No. 1 (2024): Regular Issue
Publisher : UniSadhuGuna Business School

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.52644/joeb.v13i1.956

Abstract

In Indonesia, company performance measurement is regulated by standards such as Financial Accounting Standards (SAK) published by the Indonesian Accountants Association (IAI). PT Kita Bersama, which operates in the direct sales sector, has experienced a decline in revenue in the last 5 years. One of the causes is the absence of clear performance indicators for employees so that they work without adequate targets and control. Therefore, this thesis research aims to propose the implementation of an integrated performance management system at PT Kita Bersamawith a focus on product marketing and Key Performance Indicators (KPI). The result is 23 KPIs derived from the company's strategy and business processes to carry out more comprehensive performance measurement and evaluation. Furthermore, the Knowledge Based Performance Management System (KBPMS) is designed to overcome various company challenges related to data integration, employee involvement, alignment of activities with vision and mission, and performance management. KBPMS is also based on five principles to simplify operations, increase efficiency, and drive sustainable growth of the company. By implementing this knowledge management system, it is hoped that company performance can be improved in a structured manner according to long-term targets.
Improvement of the Performance Appraisal System at PT XYZ Roza Muhammad Shidqi; Dermawan Wibisono
Journal of Economics and Business UBS Vol. 12 No. 6 (2023): Special Issue
Publisher : UniSadhuGuna Business School

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.52644/joeb.v12i6.957

Abstract

PT XYZ, a leading gaming company in Indonesia, underwent strategic transformation in 2023 - shifting focus to become a multifaceted gaming services provider in Southeast Asia. This research analyzed PT XYZ's performance appraisal system, identified gaps, and recommended improvements aligned with its renewed vision. The annual appraisal comprises cultural and competence reviews using 360-degree feedback. Self-assessments are veryfied before submission to HR, which produces mapping leading to Talent Mapping. Research objectives were assessing strengths/weaknesses, identifying gaps, and recommending practical enhancements tailored to PT XYZ. Diagnostic qualitative methodology examined the system. Results revealed fragmented data, scalability issues, dynamic criteria, subjectivity, limited feedback and recognition, and incomplete evaluations - despite a structured cultural/competence review. Proposed improvements include modernizing tools, enabling continuous feedback, and refining indicators reflecting industry demands. Recommendations aim to simplify appraisals, boost engagement, reduce subjectivity, and enable holistic evaluation - ultimately enhancing motivation, retention, and strategic alignment. Impact lies in potential to position PT XYZ as a leading regional gaming outsourcer. This contributes insights on optimizing appraisals for the Indonesian gaming industry. By addressing gaps and aligning systems to industry dynamics, recommendations can foster more engaging and effective evaluations at PT XYZ.
BRIDGING THE GAP BETWEEN STRATEGIC TARGETS AND OPERATIONAL FEASIBILITY: AHP-BASED KPI OPTIMIZATION IN PT BUKIT ASAM TBK Bagus Budianto; Dermawan Wibisono
Journal of Economic, Bussines and Accounting (COSTING) Vol. 8 No. 3 (2025): COSTING : Journal of Economic, Bussines and Accounting
Publisher : Institut Penelitian Matematika, Komputer, Keperawatan, Pendidikan dan Ekonomi (IPM2KPE)

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.31539/costing.v8i3.15807

Abstract

This research aims to bridge the gap between PT Bukit Asam Tbk's strategic targets and its operational feasibility by optimizing Key Performance Indicators (KPIs) within the company’s Balanced Scorecard (BSC). Using the Analytic Hierarchy Process (AHP), this research prioritizes internal perceptions of KPI importance across the four BSC perspectives: Financial & Market, Customer Focus, Internal Business Process, and Learning & Growth. Interviews and AHP-based pairwise comparisons reveal that several KPIs currently in use do not reflect PTBA’s internal strategic priorities. Additionally, the Traffic Light System (TLS) is introduced to assess performance realization and validate the feasibility of target setting. The results suggest that the most favored alternative is refining KPI targets rather than changing its components or weight. This approach not only improves alignment between internal and external expectations but also enables more realistic and measurable performance evaluation. The findings are expected to serve as a foundation for PTBA’s strategic dialogue with MIND ID and for broader KPI governance improvements.
Strategic Alignment and Employee Perception in the Balanced Scorecard Implementation: a Performance Management Evaluation in Mining Division Toward World-Class Standards Hidayat, Rahmat; Wibisono, Dermawan
Community Engagement and Emergence Journal (CEEJ) Vol. 6 No. 2 (2025): Community Engagement & Emergence Journal (CEEJ)
Publisher : Yayasan Riset dan Pengembangan Intelektual

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.37385/ceej.v6i2.8449

Abstract

The dynamic mining industry landscape requires organizations like PT Bukit Asam Tbk. (PTBA) to ensure robust strategic alignment to achieve world-class standards. This study investigates the perception gaps and alignment issues in the implementation of the Balanced Scorecard (BSC) within PTBA’s Mining Division. Three research questions guide this work: whether perception differences exist between management and executor levels regarding strategy execution; the gap between expected and actual realization of strategy; and the alignment between employee-perceived priorities and formal the BSC structures. The study applies a quantitative approach using Likert-scale surveys, gap analysis, and the Analytic Hierarchy Process (AHP). Statistical tools include descriptive analysis, Mann-Whitney U tests, Spearman correlation, and the AHP weight calculation. Results reveal notable perception gaps, particularly at the executor level, and significant differences between groups across all constructs. The AHP analysis indicates that internal business process and learning and growth perspectives are prioritized by employees, though misalignments with formal strategy remain. An implementation scenario is proposed through the Enhanced BSC Framework that includes phased strategic communication, dynamic KPI review using AHP, and integrated data-driven feedback systems. This study acknowledges several limitations, such as its single-case scope, the use of self-reported data, a limited observation period, and the absence of external benchmarking. This research contributes to performance management practices by highlighting the importance of aligning strategic priorities across organizational levels to support PTBA’s transformation journey.
Co-Authors , Akhiyar , Akhyar . Meiliza, . Adrian Pasca Aghnia Nadhira Aliya Putri Agung Sukma Hardana Agus Purwadi Ahmad Kemal Arsyad Alpha Nur Setyawan Pudjono Alpha Pudjono Amanah Pasaribu Andri Budhiman Firmanto Arief Andhella Aries F Firman Assydik, Muhammad Handeriyan Bagus Budianto Berlit Deddy Setiawan Binti Hassan, Radiah Chairuna, Dina Cornell, Axel William Didi Kurniadi Halim Durio Etgar Durio Etgar Dwi Rian Sulaeman Fabian Zaki Geraldy Hasibuan Fadrian Dwiki Maulanda Habsoro, Moh Akhim Bayu Hadiyanto, Haris Harimukti Wandebori Herry Hudrasyah Hoa, Hong Mee Husodo, Widodo Kukuh Sujatmiko I Nyoman Sardjana Ima Fatima, Ima Izhar Rahman Dwiputra Jonathan, Ivan Kukuh M Rahardjo Laksamana Naufal Hibban Like Ati Handayani Madju Yuni Ros Bangun Manahan Parlindungan Saragih Siallagan Maudy Farras Raihan Meita Annisa Nurhutami Mohammad Wisaksono Mohammad Zaki Mubarok Mohammed K. Khan Mohammed K. Khan Muhammad Handeriyan Assydik Muhammad Shidqi, Roza Mursyid Hasan Basri Mustika Sufiati Purwanegara Nabilla, Faradhina Astri Nanda Ravenska Oktorius Kosasih Rahmat Hidayat Rahmat Hidayat Rahmawati, Isadora Raka Achmad Inggis, Raka Achmad Ramadhan, Dimas Rizki M. Ratih Siti Rachmawati Raynald Frederick Reni Sri Rahayu Reno Renaldi Tibyan Reza Setiadi Shihran Rhanni Apriani Wirdhawan Rhanni Apriani Wirdhawan Rizki Utama Rohmat Priyanto Romi Setiawan Roza Muhammad Shidqi Santi Novani Setiawan, Romi Sidik Darusulistyo Steven Nathanael Setiawan Taufik Faturohman Untea, Pungkas Utama, Rizki Veren Sonia Wirdhawan, Rhanni Apriani Zakie Anugia Zuhwan Asbah Zulfikar, Prananda Septian