Jurnal Maksipreneur: Manajemen, Koperasi, dan Entrepreneurship
Jurnal Maksipreneur: Manajemen, Koperasi, dan Entrepreneurship (JMP) is a periodical scientific journal published by Universitas Proklamasi 45 (UP45) Yogyakarta, Indonesia, twice a year on December and June. This journal is intended to collect and publish a summary of research results, scientific development writings, book reviews, as well as original ideas those are fresh and challenging related to the study of development in management, cooperatives, and entrepreneurship. The JMP editor invites academicians, researchers, and practitioners who have a great interest in the development of scholarship in these fields to submit their best works.
Articles
364 Documents
<![CDATA[Pengembangan Produk dan Inovasi Produk pada Teh Hijau Cap Pohon Kurma (Studi pada PT Panguji Luhur Utama) ]]>
<![CDATA[Bambang Purnomo]]>;
<![CDATA[Bambang Raditya Purnomo]]>
<![CDATA[ Jurnal Maksipreneur Vol 6, No 2 (2017) ]]>
Publisher : <![CDATA[Universitas Proklamasi 45 Yogyakarta ]]>
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DOI: 10.30588/jmp.v6i2.300
<![CDATA[This research aims to explain and analyze product development strategy and product innovation of Green Tea Cap Pohon Kurma. The descriptive method with a qualitative approach is a type of research used by researchers. The purpose of this research can be described the actual situation in accordance with reality, digging, and analyzing more deeply related to product development strategy and product innovation by using observation, interview, and documentation in data collection techniques. The results of this study indicate that the process of product development should be done proactively to pay attention to financial performance of company (financial performance) so that what is expected by consumer in market can also fulfill the expectation from shareholders (stockholders).]]>
<![CDATA[Perkembangan Konsep Pemasaran: Implementasi dan Implikasinya ]]>
<![CDATA[Ambar Lukitaningsih]]>
<![CDATA[ Jurnal Maksipreneur Vol 3, No 1 (2013) ]]>
Publisher : <![CDATA[Universitas Proklamasi 45 Yogyakarta ]]>
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DOI: 10.30588/jmp.v3i1.85
<![CDATA[Writing paper is conducted to reveal the development of the marketing concept, implementation and implications. The explanation begins with a description of the scope of marketing, a second discussion about the marketing concept and its development, followed by a discussion of the implementation of the marketing concept and concludes with managerial implications. The development of the original understanding of marketing is more focused issue of physical distribution business enterprise then develop to the transaction which although not involve spending money and marketing activities can be carried out by institutions outside the business. As a consequence of the expansion of the notion of marketing, the scope of marketing is also increasingly widespread. This process continues so that raises more and more marketing phenomenon. Phenomena are analyzed and presented by marketing experts, is then used as a reference in understanding the implementation of the marketing concept between the years 1960-1980’s. Changes have occurred with the theory of alternative marketing concept proposed by Fullerton (1988) and Houston (1986). In terms of the marketing concept, which originally seated over the company as the first and last of a series of business activities, changed completely to the consumer as the beginning and end of the company’s activities. The development of the role of marketing revealed by Webster (1992) provides the latest alternative marketing concept that acts as an organizational network. Logical consequence all company activities should be directed to the consumer, given the conditions of competition has increased, but in doing its work, the company should be prosecuted execute better than its competitors in order eventually to provide customer satisfaction and this is the purpose of the company.]]>
<![CDATA[Analisis January Effect pada Saham Perusahaan LQ-45 di Bursa Efek Indonesia ]]>
<![CDATA[Dwi Cahyaningdyah]]>;
<![CDATA[Dhany Kurniawan Putra]]>
<![CDATA[ Jurnal Maksipreneur Vol 2, No 2 (2013) ]]>
Publisher : <![CDATA[Universitas Proklamasi 45 Yogyakarta ]]>
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DOI: 10.30588/jmp.v2i2.276
<![CDATA[The purpose of this research is to examine about the existence of a January Effect in the Indonesia stock exchange. Research samples used purposive sampling. Sample consists 30 companies based on sampling criteria. Analysis of data used one sample kolmogorov-smirnov to test data normality and to test hypotheses using one sample t-test. The result shows January Effect didn’t exist in Indonesia stock exchange in the period 2011- 2012. This can be seen that although the value of average return in January showed significant but the average return was not the highest, the highest average return was occurred on June.]]>
<![CDATA[Analisis Faktor Motivasi Intrinsik dan Motivasi Ekstrinsik Pengaruhnya terhadap Kinerja Karyawan dengan Kepuasan Kerja sebagai Mediasi ]]>
<![CDATA[Siti Noor Hidayati]]>;
<![CDATA[Antonius Ermiyanto]]>
<![CDATA[ Jurnal Maksipreneur Vol 7, No 1 (2017) ]]>
Publisher : <![CDATA[Universitas Proklamasi 45 Yogyakarta ]]>
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DOI: 10.30588/jmp.v7i1.320
<![CDATA[Intrinsic motivation is an employee motivating factor for achievement that comes from within the person, while extrinsic motivation is sourced from outside the person. This research has been conducted to survey on 140 employees of PT Taman Wisata Candi Prambanan consisting of 65 permanent employees and 75 contract employees. The results of this research can be concluded that intrinsic and extrinsic motivation have significant effects to employee performance indirectly with job satisfactions mediation. The influence of extrinsic motivation on job satisfaction and subsequently to employee performance is more dominant than intrinsic motivation. The level of intrinsic motivation, extrinsic motivation, job satisfaction, and employee performance of permanent employees, higher than contract employees, and the difference of them is significant.]]>
<![CDATA[Membangun Koperasi Pertanian Berbasis Anggota di Era Globalisasi ]]>
<![CDATA[Susi Widjajani]]>;
<![CDATA[Siti Noor Hidayati]]>
<![CDATA[ Jurnal Maksipreneur Vol 4, No 1 (2014) ]]>
Publisher : <![CDATA[Universitas Proklamasi 45 Yogyakarta ]]>
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DOI: 10.30588/jmp.v4i1.97
<![CDATA[The purpose of writing this article is to review the development of agricultural cooperatives based members in the globalization. Given the national economic developmentof agricultural development a high priority. And in this agricultural development cooperative strategic role. Agricultural cooperatives is the largest cooperative in Indonesia, but the contribution to the national income is the lowest. Infact, agricultural cooperatives (KUD) actually for med from the top (Government/Employers) and not in bottom of the community. Agricultural cooperatives lost their identity due to the impact of the on going globalization. In such conditions, the need for macro policies conducive to the development of agricultural cooperatives in Indonesia, a complete under standing of the condition of cooperatives, the need for strategic step simprove the internal conditions of the cooperative, and the need for network communication and cooperation with the stakeholders.]]>
<![CDATA[Analisis Pengaruh Self-efficacy, Kapabilitas, dan Perilaku Kerja Inovatif terhadap Kinerja ]]>
<![CDATA[Vera Berliana]]>;
<![CDATA[Tutuk Ari Arsanti]]>
<![CDATA[ Jurnal Maksipreneur Vol 7, No 2 (2018) ]]>
Publisher : <![CDATA[Universitas Proklamasi 45 Yogyakarta ]]>
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DOI: 10.30588/jmp.v7i2.364
<![CDATA[The relative power of personal factors such as self-efficacy, capability, and innovative work behaviour in predicting performance was tested with 40 teachers through a survey. The variables’ measurements are adapted from Avallone et al., (2007), Menon and Kohli (1999), Jong and Hartog (2008), and Campbell (1990). Path analysis were used to test the hypotheses. Our findings showed that all of hypotheses were accepted. The hypotheses stated that innovative work behaviour as a mediator variable were accepted in this study.]]>
<![CDATA[Tujuh Masalah dalam Praktik Koperasi: Mencari Fakta yang Memberi Harapan ]]>
<![CDATA[Muhammad Arsad Dalimunte]]>
<![CDATA[ Jurnal Maksipreneur Vol 1, No 1 (2011) ]]>
Publisher : <![CDATA[Universitas Proklamasi 45 Yogyakarta ]]>
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DOI: 10.30588/jmp.v1i1.64
<![CDATA[Logically, the cooperative have the rationality to evolve in the future. Yet the development of cooperatives is due to inconsistency in enforcing the identity itself. Because cooperatives are a collection of people, then the core issue of the development of cooperatives lies in the quality of its members. The solution to the problem of human resources in cooperative is education. This article describes two alternative solutions related to human resources education in cooperatives, namely the evolution method and revolution method.]]>
<![CDATA[Analisis Kualitas Pelayanan E-KTP Menggunakan Metode Customer Satisfaction Index, Metode Service Quality, dan Importance Performance Analysis ]]>
<![CDATA[Siti Noor Hidayati]]>;
<![CDATA[Aris Puji Prasetyo]]>
<![CDATA[ Jurnal Maksipreneur Vol 5, No 1 (2015) ]]>
Publisher : <![CDATA[Universitas Proklamasi 45 Yogyakarta ]]>
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DOI: 10.30588/jmp.v5i1.149
<![CDATA[This study attempts to analyzed levels of customer satisfaction on the quality of service and anything in the dimensions attributes the quality of services have to be prioritized to repairing in order to increase customer satisfaction. This study uses a Customer Satisfaction Index to measure the overall level of customer satisfaction.To sort the attributes do not satisfy the customer satisfaction levels by measuring the difference in performance levels using Service Quality. Then proceed with the measure by using Importance Performance Analysis to determine the attributes that have not been satisfying the customers. Results of this study showed that the majority of customers are satisfied with the services provided but not maximum yet. It can be seen from the results of customer satisfaction level testing using Customer Satisfaction Index (CSI) which is equal to 53,7%. Based on testing using the Service Quality attributes improvements sequence starting from the attribute assurance because it has the greatest negative value.On testing using the Importance Performance Analysist (IPA), there are 8 service attributes that go into quadrant I, which means that there are 8 attributes that unsatisfactory customers and the service is not maximum yet.]]>
<![CDATA[Pengaruh Motivasi Kerja dan Disiplin Kerja terhadap Kinerja Pegawai ]]>
<![CDATA[Heriyanto Heriyanto]]>;
<![CDATA[Siti Noor Hidayati]]>
<![CDATA[ Jurnal Maksipreneur Vol 6, No 1 (2016) ]]>
Publisher : <![CDATA[Universitas Proklamasi 45 Yogyakarta ]]>
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DOI: 10.30588/jmp.v6i1.285
<![CDATA[Performance is the work result of the employees to achieve of some company goals.The purpose of this researches is to determine the effect of work motivation and work discipline the performance as partial and simultaneous at the BMD Institute. The population in this research a total of 70 employees that is also a sample of all the population in that office. Research using multiple regression analysis. The result showed work motivation and work discipline a significant positive effect on employee performance. It was also concluded that work discipline variable dominanly influenced on employee performance compared to work motivation.]]>
<![CDATA[Basic Leadership Training bagi Mahasiswa dengan Pendekatan Social Learning Theory ]]>
<![CDATA[Dian Yudhawati]]>;
<![CDATA[Arundati Shinta]]>
<![CDATA[ Jurnal Maksipreneur Vol 2, No 1 (2012) ]]>
Publisher : <![CDATA[Universitas Proklamasi 45 Yogyakarta ]]>
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DOI: 10.30588/jmp.v2i1.80
<![CDATA[Being a good leader is a result of learning. A good leader criterion in most of people’s head is either success in completing organizational tasks or beloved by most of members. That criterion is really difficult to be learned and then be internalized. Based on the social learning theory, one learns to be a leader through observation process as the first step. In daily activity, there are many leaders but only certain leader who is observed about his or her behaviors in detail. That observed leader usually success in completing organizational tasks and also beloved by his or her members. After observation, the next process is memorizing those behaviors. The next stage is trying to produce those behaviors. This third step can be achieved through leadership training. In that training, one is motivated to produce and imitate those behaviors. After training, one can practice the new leadership behaviors in daily activity if he or she receives behavior reinforcements. Because of those reinforcements, the new leadership behaviors will be his or her good habits. Actually, in that leadership training, one can learn either being a good leader or good member. Being a good member, one should be able to inspire either other members or leader. He or she should not be a problem source but a solution source.]]>
