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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

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Proposed Performance Management System (PMS) using performance prism indicators case study at NGO XYZ Nabilla, Faradhina Astri; Wibisono, Dermawan
Jurnal Bisnis dan Pemasaran Digital Vol. 4 No. 2 (2025): Januari
Publisher : Penerbit Goodwood

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.35912/jbpd.v4i2.4534

Abstract

Purpose: The NGO XYZ, a prominent Indonesian NGO, faces the dual challenge of demonstrating accountability and sustaining growth in the competitive philanthropic sector. This study proposes a Performance Management System (PMS) tailored to NGO XYZ using the Performance Prism framework, which emphasizes stakeholder satisfaction, contributions, strategies, processes, and capabilities. Method: This research utilizes qualitative and quantitative methods, including organizational analysis, stakeholder interviews, and the Analytic Hierarchy Process (AHP), to identify and prioritize key performance indicators (KPIs). Results: These indicators span multiple stakeholder groups including donors, beneficiaries, employees, regulators, and suppliers. This study highlights the importance of metrics such as donor growth, program impact, and regulatory compliance in aligning NGO XYZ’s strategic objectives with its operational practices. The key findings reveal that donor satisfaction and retention, beneficiary empowerment, and employee productivity are critical for enhancing the performance of NGO XYZ. The research identifies gaps in innovation, donor engagement, and program sustainability and recommends strategic interventions to address these challenges. Conclusions: Enhancing NGO XYZ’s performance requires a multifaceted approach that prioritizes donor engagement, employee development, and technological innovation. Strategic alignment with community needs and stakeholders further ensures long-term program sustainability and impact. By integrating personalized services, digital tools, and continuous capacity building, XYZ can improve operational efficiency and maintain a competitive edge in the nonprofit sector. Limitations: This analysis is limited by the absence of longitudinal data and direct stakeholder feedback, which may restrict the depth of insights into long-term effectiveness. Contributions: This conclusion offers a strategic roadmap for nonprofit organizations aiming to improve performance through integrated stakeholder engagement, digital transformation, and capacity development.
sistem manajemen kinerja: literature review dan agenda untuk penelitian selanjutnya Wirdhawan, Rhanni Apriani; Wibisono, Dermawan
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
Analisis Perbandingan Pengaruh Komunikasi Budaya dan Komunikasi Antarpribadi terhadap Niat Mengunjungi Event Kembali Setiawan, Romi; Wibisono, Dermawan; Purwanegara, Mustika Sufiati
Jurnal Manajemen Indonesia Vol. 24 No. 2 (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.v24i2.8162

Abstract

This study explores the impact of regional cultural dynamics on event engagement and revisit intentions in Indonesia, focusing on differences between Java and Non-Java regions. Using Multigroup Analysis in Partial Least Squares Structural Equation Modeling (MGA-PLS), the study compares how differences in regional culture affect consumer behavior, going beyond the usual focus on differences in race. Results indicate no significant differences in the influence of cultural dynamics on event engagement between these regions, highlighting a uniform effect of cultural factors on consumer behavior towards events. Mediation analysis shows that event engagement significantly mediates the relationships between cultural characteristics such as interpersonal communication, social hierarchy, collective decision-making, and revisit intentions. Furthermore, factors like individual autonomy and social rituals directly impact revisit intentions, emphasizing their crucial roles in shaping consumer decisions at events. These findings suggest that despite regional cultural nuances, their overall impact on consumer behavior remains consistent across different settings. This research provides valuable insights into the complex interplay between culture and consumer behavior in Indonesia’s diverse socio-cultural landscape, offering practical implications for event organizers to develop universally appealing yet culturally attuned engagement strategies.
PROPOSED DESIGN OF STRATEGIC SOURCING AND PRODUCTION BOTTLENECK MANAGEMENT FOR REVENUE MAXIMIZATION: AN OPERATIONAL PERFORMANCE ANALYSIS OF PT. ELSEWEDY ELECTRIC INDONESIA Agung Sukma Hardana; Dermawan Wibisono
International Journal of Economic, Business, Accounting, Agriculture Management and Sharia Administration (IJEBAS) Vol. 5 No. 1 (2025): February
Publisher : CV. Radja Publika

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.54443/ijebas.v5i1.2496

Abstract

This study aims to analyze strategic sourcing and production bottleneck management to maximize revenue of PT. Elsewedy Electric Indonesia. The company faces challenges in meeting increasing market demand, especially in the renewable energy sector. The company's main challenge is the mismatch between current production capacity, which is optimized for medium to high capacity transformers, and market demand that is shifting towards smaller transformers. This study uses qualitative and quantitative approaches. Qualitative data were collected through semi-structured interviews with five stakeholder: (1) General Manager, (2) Head of Production, (3) Production Manager and (4) Sourcing Manager from PT. EEI. Quantitative data include historical production data, cycle time data from MOST (Maynard Operation Sequence Technique) studies, and actual machine or workspace data. SWOT analysis is used to map sourcing strategies, and MOST studies are used to calculate production cycle time and plant capacity. The Balanced Scorecard (BSC) is implemented to align operational performance with long-term financial targets. The Balance Scorecard covers four perspectives, namely financial, customer, internal process, and learning & growth, with a total of 10 strategic objectives. The research findings show that the Dry Oven and testing stages are bottlenecks in the production process. The maximum monthly capacity is 14 units or equivalent to 840 MVA, while the winding process can produce 19 units or equivalent to 1140 MVA. Strategic recommendations include the application of vapor phase drying technology can reduce drying time by 20%, diversifying suppliers for long-term delivery materials by adding 2-3 new vendors, implementing the optional strategy of building Testbay 3 to increase testing capacity by 30%, and reallocating 50% of production to high-value MV/HV transformers, which is projected to increase annual output from 10,080 MVA to 12,983 MVA. The limitation of this study is that no investment calculations were made on the optional strategy of building the new Testbay 3. The scenario implementation recommendations are divided into two stages: (1) Short term, including the implementation of vapor phase drying technology, supplier diversification, and the implementation of effective product portfolio reallocation, and (2) Optional strategy including the construction of Testbay 3 taking into account the strategic evaluation of scenario 1.
Performance Management System Using Balanced Scorecard Framework and Analytical Hierarchy Process A Case Study In Indonesia Manufacturing Company Hadiyanto, Haris; Wibisono, Dermawan
Syntax Literate Jurnal Ilmiah Indonesia
Publisher : Syntax Corporation

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.36418/syntax-literate.v10i1.11730

Abstract

Improving an increasingly competitive environment such as how easy it is for customers to get cheap and quality products from the import process pressures manufacturing companies to always increase their competitive advantage. It is important for a company to be able to anticipate threats and continuously update its strategy in order to maintain the performance of the company. This paper aims to identify, analyze, and define key performance indicators (KPI) for one of the manufacturing companies in Indonesia with the first step being to design the right performance management system (PMS) for the company. The integration of the Balanced Scorecard (BSC) and the Analytical Hierarchy Process (AHP) introduces a structured, data-driven approach to prioritizing key performance indicators (KPIs), enabling manufacturing companies like PT ABCD to align strategic objectives with operational performance more effectively, thereby enhancing decision-making accuracy and competitive advantage in a highly dynamic market. The balanced scorecard approach was used in this research to determine the right KPIs and were determined through focus group discussions with top management. The KPIs that have been set are then analyzed using the Analytical Hierarchy Process (AHP) to determine how the relationships between these KPIs are. The finding of this paper is to provide KPIs that companies can use as a first step in measuring the performance of manufacturing companies in Indonesia.
Determining Key Performance Indicators With Balanced Scorecard Approach For Construction Project Warehouse Efficiency Etgar, Durio; Wibisono, Dermawan
Journal of Economics and Business UBS Vol. 12 No. 2 (2023): Regular Issue
Publisher : Cv. Syntax Corporation Indonesia

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 Assydik, Muhammad Handeriyan; Wibisono, Dermawan
Journal of Economics and Business UBS Vol. 13 No. 2 (2024): Regular Issue
Publisher : Cv. Syntax Corporation Indonesia

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 Utama, Rizki; Wibisono, Dermawan
Journal of Economics and Business UBS Vol. 13 No. 1 (2024): Regular Issue
Publisher : Cv. Syntax Corporation Indonesia

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 Muhammad Shidqi, Roza; Wibisono, Dermawan
Journal of Economics and Business UBS Vol. 12 No. 6 (2023): Special Issue
Publisher : Cv. Syntax Corporation Indonesia

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.
Customer Satisfaction Performance Evaluation at PT PLN (Persero) West Java Using the Malcolm Baldrige Criteria for Performance Excellence Ratih Siti Rachmawati; Dermawan Wibisono
Studi Akuntansi dan Bisnis Indonesia Vol 1 No 2 (2025): April
Publisher : Lembaga Penelitian dan Pengabdian kepada Masyarakat (LPPM), Sekolah Tinggi Ilmu Ekonomi Krakatau

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.61401/sabi.v1i2.213

Abstract

Purpose: This study assesses the application of the Malcolm Baldrige Criteria for Performance Excellence (MBCfPE) in PT PLN (Persero) West Java, focusing on Customer Focus to determine alignment with customer needs. Methodology/approach: Using a mixed-methods approach, data were collected through interviews, document reviews, and surveys of 97 employees involved in customer service. Pearson’s correlation confirmed questionnaire validity. Results/findings: PLN West Java effectively implements MBCfPE Customer Focus criteria, with an average satisfaction score of 8.94/10. Strengths include systematic complaint handling, customer engagement, and satisfaction evaluation. Gaps remain in optimizing data use, competitor benchmarking, and structured feedback analysis. Conclusions: Enhancing MBCfPE Customer Focus boosts satisfaction, loyalty, and retention, driving operational excellence and growth, with improvements in CRM, survey reach, and feedback use recommended. Limitations: The scope is limited to Customer Focus, excluding other MBCfPE criteria. Contribution: This study offers practical insights into implementing MBCfPE in the electricity sector, highlighting data-driven strategies to improve customer relationships and long-term performance.
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