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INDONESIA
The Indonesian Journal of Business Administration
Published by Institut Teknologi Bandung
ISSN : -     EISSN : -     DOI : -
Core Subject : Science,
Decision Sciences, Operations Research & Management
The Indonesia Journal of Business Administration(IJBA) is a business journal that bridges the gap between business research and practice, evaluating and reporting on new research to help readers identify and understand significant trends in their fields. The IJBA seeks to publish papers relating to business, broadly defined. It publishes articles that address both theoretical and practical issues in the broad areas of Business Strategy and Marketing, People and Knowledge Management, Entrepreneurship and Technology Management, Decision Making and Strategic Negotiation, Operation and Performance Management, and Business Risk and Finance.Contributing academicians and researchers are encouraged to address a variety of concerns relating to all areas of business. We also encourage students to use an interdisciplinary approach to analyzing a topic, which often yields interesting and novel papers. The published articles provide valuable insight into matters of broad intellectual and practical concern to academicians and business professionals. The Journalis published three times a year: in April, July and October. The journal is mainly an outlet of MBA ITB students to publish their final project works, although it also accepts articles written by students at masters level from other institutions. A published paper is an honor that will be unambiguously beneficial for professional and academic careers, especially for those who want to attend graduate/professional schools. This means that papers written in relations to Accounting, Economics, Finance, Marketing, Management, Operations Management, Information Systems, Business Law, Corporate Ethics, and Public Policy all qualify for submission. Information on the journal format can be found in the journal's website. The number of pages must be at 10 pages. After published, the journal article will be available electronically at the journal's website. Print ISSN: 2252-3464; Online ISSN: 2252-9284
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Articles 10 Documents
 1 
Search results for , issue "Vol 3, No 1 (2014)" : 10 Documents clear
Developing Preferences and Dislikes to Improve Profile Matching Nirmala, Adityas; Bangun, Yuni Ros
The Indonesian Journal of Business Administration Vol 3, No 1 (2014)
Publisher : The Indonesian Journal of Business Administration

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Abstract - PT Krakatau Steel (Persero) Tbk. (PT KS) is the largest integrated steel company in Indonesia, has a very strong Vision that is becoming an Integrated Steel Company with a competitive advantage to continually grow and evolve into a leading company in the world. In realizing its vision and mission, PT KS realize the necessary building strong leadership, not just rely on the presence of a leader by chance, but build a strong foundation for creating a strong leadership system. PT KS has launched Talent Management in 2009 but is still limited in concept fragmentary and partial implementation. Components and basic infrastructure such as catalogs competence, competency, and individual competencies and career path has been owned by PT KS, so it can be used in the gap analysis process competency required for program development including mutations and promotion process. In determining candidates in the process of promotion and transfer, the necessary stages of profile matching to see the level of compatibility between the required profile with profiles of individual candidates. Compliance is increasingly exaggerated level when equipped with Preferences and Dislikes of data, which describe the position of a preferred position or positions that are not favored position. With this improvement, the level of success in promotion and transfer process becomes higher. This will take effect in improving organizational performance. Key Word: Talent Management, PT Krakatau Steel (Persero) Tbk., Personal Development, Profile Matching, Preferences, Dislikes.
Project Risk Management of Indah Senada Apartment Haryogo, Ryan; Wiryono, Sudarso Kaderi
The Indonesian Journal of Business Administration Vol 3, No 1 (2014)
Publisher : The Indonesian Journal of Business Administration

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Abstract-PT. ABC as housing developer is planning to build Indah Senada apartment, and they need bank loan in order to build the apartment project. Since they need borrow loan from the bank, managing the Indah Senada apartment project risk is important for PT. ABC themselves and the bank. By managing the risk of the Indah Senada apartment project it is expected that the risk loss can be minimizes and opportunities can be maximized.The context of the risk management in this final project is to manage the external and internal risk factors that can affect to the on time schedule of the Indah Senada apartment project process. And from external, internal and SWOT analysis there are 19 risk factors that might happen and can affect to the on time schedule of the apartment project. And then from risk assessment there are two extreme risk factors priority, 8 high risk factors priority, 6 medium risk factors priority and three low risk factor priorities. And the last from risk treatment there are 6 risk factors that must be doing risk prevention or risk avoidance, two risk factors that must be doing impact mitigation, 8 risk factors that must be doing risk sharing or insurance and three risk factors that can be risk retention.And for implementation planning, the first month of the project schedule is meeting to determine risk treatment planning for each risk factor and the last 23 month of the project schedule is implementation of risk treatment for each risk factor. Keywords: Risk Management, Project Management, Apartment Project
Optimizing The Role and Function of Law to Protect PT Krakatau Steel (Persero), Tbk & Group Business Interests from The Human Capital and Organization Perspectives Budiman, Iip Arief; Saksono, Prasetyo Budi
The Indonesian Journal of Business Administration Vol 3, No 1 (2014)
Publisher : The Indonesian Journal of Business Administration

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Abstract. After the reform era in 1999, PT Krakatau Steel (Persero), Tbk has faced many international and domestic legal challenges and issues in running its business, such as antidumping lawsuit, international contract for main raw materials transaction, filing a lawsuit to a company in Australia, many lawsuits in the homeland court and arbitration, and obligation to more comply all law and regulations after made in Initial Public Offering in November 2010. The above mentioned legal issues as well as other routine work that pertain to initiate legal documents, license handling, mentoring of the employee and official of the Company who is summoned by the authorities, both in the holding Company and subsidiaries (PT Krakatau Steel (Persero), Tbk and Group) are all handled by an organizational unit namely the Division of Legal Office. The increasing complexity of the problems faced by the Company, particularly the legal issues, become the obstacle of company’s business activities so that it can hinder to the implementation of good corporate governance. In order to deal with the complex legal issues and demands the implementation of GCG that can be effectively run, the Legal Division Office should be encouraged to improve the implementation of its function and its role in protecting the business interests of the Company. Those matters increase the demand for legal experts who have high competence and professionalism in carrying out their tasks and functions. In order to support the above needs, it is proposesd that the organization of Legal Office Division to be divided  into 3 (three) group of expertise:(a) Legal for Commercial & Business Transaction Group; (b) Legal for Corporate Affairs, Claim & Litigation Group; and (c) Legal for Compliance & Subsidiary Affairs Group. At the same time, the number of legal personnel should also be added by placing its subsidiaries legal personnel in the corporate level. Keywords : Legal problems, organization of legal office division, specialized, group of expertise, and protecting the Company’s business interest.
Proposed Marketing Strategy for Prima Rasa Bakery and Pastry Stephanie, Hanna Friska; Wibowo, Satya A
The Indonesian Journal of Business Administration Vol 3, No 1 (2014)
Publisher : The Indonesian Journal of Business Administration

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Abstract. Prima Rasa Bakery and Pastry is a family owned bakery and pastry shop which located in Bandung, Indonesia.  The bakery was established in 1986 by Theresia Yuliaty . The company is working in food retailers, bakers business activities. It is selling a wide variety of cake, bread, and snack. Research conducted from the internal and external analysis  and brand equity of Prima Rasa Bakery and Pastry. Internal analysis conducted by performing analysis on Segmenting, Targeting, Positioning (STP) and Marketing Mix (7P) and external analysis by conducted 5C’s of Prima Rasa Bakery and Pastry’s business environment. While brand equity is performed by analyzing Brand Awareness, Brand Loyalty, Brand Association, and the Perceived Quality. However old players competitor such as Kartika Sari, Mayasari and etc has already established great brand recognition as the “trademark souvenir bakery of Bandung” especially among customers from outside Bandung and some of them also has more bakery stores in Bandung and offer delivery service to customers outside the city.Root causes obtained from this research were the service was less optimized and the company does not focus on the right target market eventhough the industry’s comptitiveness is keep increasing. Therefore by conducting the clustering analysis method to choose the right target market for Prima Rasa Bakery and Pastry and also using the right approach for the marketing strategy implementation.In performing the marketing strategy activities, Prima Rasa Bakery and Pastry should emphasize the primary targets that focus on quality, price, and services. The most effective promotion is through Official Website, Social Media, and Catalogue, also considered to increase the product awareness. Beside the promotion, Prima Rasa Bakery and Pastry should also give discount, bonus, and offer seasonal event product to the customers. Training for the employee is vital to provide the better services for the customer. Key Words:  Prima Rasa Bakery and Pastry, Brand Equity, Marketing Mix
Renewing corporate culture through strategy alignment analysis a study case of pt. Dirgantara indonesia Raharja, Septian Budhi; Welly, John
The Indonesian Journal of Business Administration Vol 3, No 1 (2014)
Publisher : The Indonesian Journal of Business Administration

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Abstract. PT. Dirgantara Indonesia (PT.DI) is one of the aircraft manufacturing companies in the world. They facing threats, problems and challenges caused by dynamic environment that pressure this company to change. In order to change and improving its performance also reshaping their company, they initiate restructurization and revitalization program. The program is a large-scale implementation of self-improvement to deal with business challenges also maximizing the opportunities in the present and in the future. Strategy created for successful implementation of the program. In order to substantiate, PT. DI also need to create circumstances in term of culture that will support those strategy. In relation to those changes, the research aims to help harmonize corporate culture and strategy through strategy alignment analysis. This research conducted at PT. Dirgantara Indonesia (PT.DI) located in Bandung particularly on directorate of production as pilot project. Culture can be defining it into a way of group peoples behave. The challenge for organizational leader is to find ways to ensure that the way of people prefer to behave is supportive of what is needed to successfully deliver the company strategy. Using strategy map approach, are first step to examine out strategy and mission and determine what result that company targeted. Then this research expand the strategy map results it into balance scorecard, to define a set of management action that support the attainment of those result. The next step is, define company culture using OCAI and In-depth interview to acquire existing and preferred condition of company culture. After previous analysis an organizational alignment model can be performed and it used to define the operational values that shape the culture of the company. The Final step is implementation plan, divided into three phases, each phases are build to achieve an sustainability condition for the new corporate culture cycles in the company. Keywords: Aircraft Manufacturing, Corporate Culture, Organizational Alignment
Model of Employee Engagement: Case Study of PT Timah (Persero) Tbk Kuncoro, Nur Adi; Gustomo, Aurik
The Indonesian Journal of Business Administration Vol 3, No 1 (2014)
Publisher : The Indonesian Journal of Business Administration

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Abstract – PT Timah Tbk need for high employee commitment and engage to support company vision, mission, and goals. We conduct a research about variables affecting employee engagement to be able to create solution and implementation for improvement. Questionnaires were distributed to Bangka, Belitung and Kundur districts using stratified sampling method at echelon 3 position level to non-echelon level. Analysis used to find out effects of each variable is SEM (Structural Equation Modelling). The results suggest that leadership, organization culture, recognition, work focused, and compensation are dominant variables having effects on the employee engagement. Highest loading factor value is organization culture variable. Organization culture of PT Timah Tbk has alteration appropriate to vision, mission, and external or internal environmental conditions. It is change have not completely concerived by employees. Solution to be made is to perform socialization from lowest level to senior managers and leaders give examples of organization cultural application to employment.  Keywords : Employee Engagement, Organization Culture, Structural Equation Modelling
Measurement and Improvement of Employee Engagement Level , a study case in PT Dirgantara Indonesia (Persero) Purba, Sondang Romian; Gustomo, Aurik
The Indonesian Journal of Business Administration Vol 3, No 1 (2014)
Publisher : The Indonesian Journal of Business Administration

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Abstract— The high turn over rate  in  Directorate of Technology and Development and the  high overtime rate in the Directorate of Production in PT Dirgantara Indonesia are few circumstances that show the need of improvement in  employee engagement level.  The study is to measure and analyze the  employee engagement and give recommendation to improve the employee engagement level in PT Dirgantara Indonesia. The survey in this study will use the WIFI model, that will show how the employees think about the Wellbeing, Information, Fairness and Involvement dimensions in the company. The study was conducted using both qualitative nd quantitative methods. Qualitative methods were in-depth interviews and focus group discussion with selected employees, and the questionnaire is the one designed based on the questionnaire from Sarah Cook using the WIFI Model.  The results of the survey shows the most significant area to improve the level of employe engagement in PT Dirgantara Indonesia is Involvement Dimension.  To produce the atmosphere of involvement and encouraging the employee to get involved in PT Dirgantara Indonesia,  the sense of involvement need to happen at three levels. The first level is involvement with employee’s direct line that can be improved by the action of coaching and facilitating and empowering skills. The second level is involvement with other team,  consist of encouraging cross functional involvement. And the third level is Involvement with organization as a whole, that consist of the activity of making senior manager as Role Models.  Keywords: Employee Engagement, WIFI Model, Involvement 
PT. Krakatau Steel (Persero) Tbk. Value Improvement through Financial Statement Benchmarking Basuki, Bambang Tri; Sukarno, Subiakto
The Indonesian Journal of Business Administration Vol 3, No 1 (2014)
Publisher : The Indonesian Journal of Business Administration

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Abstract-- From January 2011 to December 2012, KRAS price was continuously declining 46,22%.  On the same period, JCI was increased by 15,81%. To look into KRAS performance, benchmarking method was used to look into financial reports and financial ratios. The figures being benchmarked are Current Ratio, ROE by DuPont Method, Altman Z-Score and Sustainable Growth Rate (SGR). The Benchmarking between KRAS, 8 other publicly IDX’s iron and steel companies and the best global player POSCO are done using average and aggregate methods. The problem faced by KRAS are ROE amounted -2.67% Current Ratio 1,12.  KRAS‘s Altman Z-score 1.49 was on the DistressZone. KRAS’s SGR decline to -4.85 %. There are five objectives in formulating the alternative business solution.  Firstly, is to increase Current Ratio higher than 1.20.  Secondly, is to increase ROE above 0.0% Thirdly is to increase Altman Z-score to be higher than 1.81. Fourth is to increase SGR to be higher than 0% Lastly is to give a positive signal to investors and market players. Compiled from 6 alternatives, alternative 6 is selected because meet all the objectives of the business solution. Keywords: Current Ratio, ROE, Altman Z-Score, SGR, Aggregate
Risk Management at PT. BQC Mubarak, Husni; Murtaqi, Isrochmani
The Indonesian Journal of Business Administration Vol 3, No 1 (2014)
Publisher : The Indonesian Journal of Business Administration

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Abstract— Generally, every company is expected to initially identify any risk that has been or is likely to occur, then to analyze them and find the best solution. Such process is called risk management. In this case, the use of the framework AUS / NZ 4360 is an approach to manage the risks in PT BQC. Assessing PT BQC’s risks from five categories, namely business, human resource, finance, marketing, and operation, 21 risks are identified. From those identified risks, it is found that at least 3 risks have the highest links with other risks, which are risk of organizational structure, risk of compensation, and liquidity risk. Besides that, risk of survey, risk of employee crime, risks of conflict of interest, risk of bribery, and risk of saturated market are also crucial for the company to be analyzed. Therefore, mitigation of these risks is expected to be an impact on lessening the impact and likelihood of other risks associated. The solutions to mitigate three risks that have the highest links are: restructuring the organization in the branch and clarifying each position’s job description, recalculating the wages using combination of basis (base salary using person-based calculation and work allowance using job-based calculation), adding long-term debt for financing. The risk mitigations for the other catastrophic risks are: updating the survey criteria, using integrity test procedure and investigating directly to the field, conducting evaluation of supplier performance, emphasizing giving credit for productive goods or on productive sectors. Keyword: risk management, PT BQC, AUS/NZ 4360
Proposed Improvement for Service Quality in Obsgyn Outpatient Unit of Klinik Utama Kartini Using Servqual Method and Kano Mode Ullytha, Gittha; Paramarta, Riawan B
The Indonesian Journal of Business Administration Vol 3, No 1 (2014)
Publisher : The Indonesian Journal of Business Administration

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Abstract— Indonesia healthcare industry is growing rapidly in recent years, this condition has led to the increase of competition between healthcare providers available on the industry. Nonetheless, with the government plan to implement  the National Health Insurance program (JKN) by January 2014, and the increase of demand from community for higher standard of services, the healthcare providers are required to improve their service quality. Klinik Utama Kartini, which was established in 1979, is a health clinic which specializes in obstetrics and gynecology (obsgyn). From January 2011 up to May 2013, there have been decrease in number of patient visit on obsgyn outpatient. This is partly due to the increased competition in health care industry and also since the quality of services provided by the clinic (particularly in the obsgyn outpatient unit) have not meet its customers expectation.To find the root causes which led to reduction in the number of patient visit in the obsgyn outpatient unit, some analyses were conducted. An internal analysis was conducted by analyzing Segmenting, Targeting, Positioning (STP) and the marketing mix (7P) of the clinic, analysis of business situation was conducted using Porter's Five Forces, and analysis of the quality of services was conducted by using Servqual method and Kano Model. Based on the above analyses, it was found that the root causes of the problem are the absence of SOPs and employee regulations, the lack of management in the field of human resources, lack of management relating to promotion activities, and there is need to renovate some tangible factors on the clinic.This study suggests the existence of seven attributes of Servqual Method which should be put as priorities to be improved and also there is need of improvement on promotion activity in the clinic. Keywords: Klinik Utama Kartini, service quality, Servqual Method, Kano Model

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