cover
Article Per Year (5 Year)
All
Home Page
OAI Link
Editorial Team
Contact
Reviewer
Google Scholar
Contact Name
-
Contact Email
-
Phone
-
Journal Mail Official
-
Editorial Address
-
Location
Kota bandung,
Jawa barat
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
Arjuna Subject : -
Articles 24 Documents
 1   2   3 
Search results for , issue "Vol 9, No 3 (2020)" : 24 Documents clear
Financial Strategy to Strengthening The Holding Function at PT Pupuk Indonesia (Persero)
The Indonesian Journal of Business Administration Vol 9, No 3 (2020)
Publisher : The Indonesian Journal of Business Administration

Show Abstract | Download Original | Original Source | Check in Google Scholar

Abstract

This research will explore the financial strategy implemented by PT Pupuk Indonesia (Persero) (PTPI) financial directorate to achieve the main corporate strategy and create value (efficiency) for the corporation. PTPI Finance Directorate is one of the directorates in the PTPI organizational structure that has a very vital and strategic function and role for the running of the corporation so that it must be able to provide business breakthroughs to improve PTPI's performance in the fertilizer SOE holding perspective.The purpose of this research is to answer the right financial strategy questions to strengthen the holding function further, and the value can be created through the financial strategy implemented by the holding company. To answer these research questions, the authors use an external analysis in the form of PEST analysis, porter five's force analysis, competitor analysis, and internal analysis in the form of VRIO analysis and financial analysis. The results of both external and internal analyses produce a SWOT analysis. Using PTPI's SWOT analysis, the direction of the company's business transformation is customer-centric, innovation plant nutrition, solutions and services, best in class in operations and supply chain and activist /functional holding. To achieve this and realize the company's vision, PTPI compiled the main corporate strategy, which was breakdown through strategic initiatives that must be carried out by each directorate.The Directorate of Finance determines the financial strategy in the field of funding, namely, joint borrowers/borrower co-borrower, PTPI bond issuance, and Notional Pooling Account (NPA) and non-financing strategy, namely the joint insurance program. The financial strategy above can support the main corporate strategy's achievement by enhancing and strengthening the holding function, increasing efficiency, and encouraging the development of the non-subsidized fertilizer business and non-fertilizer products owned by PTPI. The implementation of the financial strategy from 2014 - 2019 helped create value (efficiency) for the corporation on a consolidated basis of Rp. 1.42 trillion. To further enhance Good Corporate Governance (GCG) in implementing financial strategies, PTPI Group has issued Funding Guide No. PI-KEU-PD-003 and Joint Insurance Procurement Procedure No. PI-PR-KEU-014. Keywords: holding company, fertilizer, state-owned enterprise (SOE), financial strategy, financing strategy, internal analysis, external analysis, SWOT analysis, value creation, joint borrower, bonds, Notional Pooling Account (NPA), joint insurance.
DIGITAL INNOVATION IMPLEMENTATION TO PREVENTS INCIDENT CASE USING REAL TIME iCCTV MONITORING SYSTEM WITH CHANGE & CONFLICT MANAGEMENT APPROACH (Case Study PT. CSOC*)
The Indonesian Journal of Business Administration Vol 9, No 3 (2020)
Publisher : The Indonesian Journal of Business Administration

Show Abstract | Download Original | Original Source | Check in Google Scholar

Abstract

Central Sumatera Oil Company (CSOC) is a subsidiary of one of the world’s leading integrated energy companies, which also lead the Indonesia national oil production for many decades with 25 – 30% of total country daily production. With the vision of “to be the global energy company most admired for its people, partnership and performance”, CSOC always want to be at the forefront for production and innovation. iCCTV is one of the CSOC forefront innovation that bring up safety to another level of implementation to prevent incident case in B&R rig operation. This project was started in early of 2019 and believed to be the pioneer to others team in CSOC operation and in the future to be implement in others business unit or even other companies.By collecting information during field interviews with constructing a Research Design Questions, some root causes were analyzed as the causal factor of main problem why the performance of online iCCTV was not too effective at the beginning of implementation through fishbone diagram analysis. With signal issue and punishment /accountability model issue were believed as most contributing factors to be solve in order to boost of the number of online iCCTV in B&R rig operation. The change management with Kotter’s 8 step innovative changes approach and conflict management by Thomas & Kilmann approach were used to create solutions on the issues arises. The result of implementing correct change management and conflict management approach were able to bring the online iCCTV status from average of 25 – 35% to 50 – 60% in order to reach the goal which being set by the B&R management at the beginning of the project. Later in the end of this research, due to Covid-19 pandemic, the implementation of iCCTV was being upgraded, not only for safety monitoring but also used as a tool to perform remote supervision to solve the shortage of manpower issue in B&R rig Operation. Keywords: rig, CCTV, change management, conflict management
Analysis Of Cms-Integration Project Delays And Proposed Project Management Improvement At Len Defense Electronics
The Indonesian Journal of Business Administration Vol 9, No 3 (2020)
Publisher : The Indonesian Journal of Business Administration

Show Abstract | Download Original | Original Source | Check in Google Scholar

Abstract

Indonesia’s defense industry has improve over the year, various procurements are expected to increase in an effort to modernize its armed forces and support existing projects. This is anticipated to result in increased demand for maritime surveillance and security equipment. As part of this commitment, PT Len Industri (Persero) to present one of its best works, namely Combat Management System (CMS). Len as the SOE in defense sector supposed to hold this opportunity and keep in synergized conditions with other SOEs and private company. But in the mean time amount of CMS project which normally can be executed well starts resulting in a lot of project delay. Based on the problems, the objectives are to discover the root causes for CMS-Integration project delays and find the proposed solutions for minimizing the project delays.The research began with gathering information about the CMS-Integration project management process in Len. The process is done through observations, interviews and discussions for the constructs. Then the analysis was carried out to find the root cause of the CMS-Integration project delays using Current Reality Tree and then discussed with the company representatives.Results from root cause analysis shows from 34 UDEs there are 12 root cause problems for the project delays. However due to the limitations the research use pareto analysis in order to solve 80% of frequent problems mentioned by respondents and decide which problems need to be prioritized.There are 7 findings from Pareto analysis: lack of project prioritization, lack of project stakeholder interest accomodation, lack of project scope of work identification, lack of project design drawing accuracy, lack of project documentation system, lack of project engineering standard and standard to run the project. The proposed solutions then discussed and selected to solve the root causes. Each findings then classified in to their respective root cause category, because it has the similarity on how to solve the issues, there are 4 root categories that need to be prioritized. The proposed solutions, CMS-Integration project requires project management office to improve project approval system, and improve project business process that can cover management and engineering standard, project document control, scope and collect requirements. Keywords: CMS Integration Project, Current Reality Tree, Pareto Analysis, Project Management
RURAL BANK PROFITABILITY AND ITS DETERMINANTS: THE PRACTISE OF WEST JAVA’S RURAL BANKS IN INDONESIA DURING THE YEARS OF 2012-2016
The Indonesian Journal of Business Administration Vol 9, No 3 (2020)
Publisher : The Indonesian Journal of Business Administration

Show Abstract | Download Original | Original Source | Check in Google Scholar

Abstract

This thesis aims to find out the factors that influence or determine the profitability of rural banks in West Java Province. This research is based on a condition that Rural banks in Indonesia generally experience unfavourable conditions given the high level of competition experienced by Rural banks themselves, coupled with competition with Commercial banks, where Commercial banks also enter the market that has been worked on by Rural banks, namely micro and small segments. In addition there was a significant development of Financial Technology (Fintech) with a concentration on the micro and small business market as well which eventually eroded the rural banks market share. In addition, the era of the low interest rate regime during the 2012-2016 period has led many Rural banks customers to move mainly to Commercial banks that are active in lending with the subsidy scheme, namely the People's Business Credit (KUR). This made many Rural banks unable to compete with them, which in turn resulted in many Rural banks being closed (bankrupt) during this period. However, in that period there were Rural banks that survived by showing high profitability performance. This study aimed to explore the factors that influenced the success of Rural banks that were still sustainable in that period.This study uses data from Rural banks in West Java Province which is under the supervision of regional office 02 West Java, Indonesia with a number of Rural Banks included in the study is as much as 212 banks. The selection of West Java as the Province to be analysed considering the population in West Java is the largest in all of Indonesia with the number of Rural banks are the second largest after East Java Province. The research method used is a quantitative method using panel data regression as the main analytical tools.The results showed that Return on Assets (ROA) reached an average of 2.44%, Capital Adequacy Ratio (CAR) achieved an average of 33.54%, Non-Performing Loans (NPL) reached an average of 11.57%, Operating Cost to Operating Revenue (OC_OR) reached an average of 94.72%, and Loan to Deposit Ratio (LDR) reached 81.79%. The Inferential statistical results show that the Natural Logarithm of Total Assets (LNTA), CAR and LDR have positive and significant effects on profitability, meanwhile NPL and OC_OR have negative and significant influences on the profitability.Based on the FGLS regression and Fixed Effects models, it is shown that in terms of order of urgency of each variable, it is proven that OC_OR is the most important variable that needs to be considered by bank managers so that banks are more profitable. After OC_OR, the second most important variable is CAR, then followed by LDR, NPL, and finally LNTA.As the problem solving model for the Management of Rural banks, it is advised that in regards to enhance the profitability of the Rural banks, the management of Rural banks should be aware of reducing Operational cost portion as well as enhancing the Capital Adequacy into the optimal number, and following by extending LDR into the ideal ratio, reducing the problem loans and enlarging the asset to improve the banks’ profitability. Keywords: Rural banks, Profitability, Panel data regression, Operational costs, Capital Adequacy
PROPOSED STRATEGY OF BIODIESEL FUEL POLICY IN THE COAL MINING INDUSTRY - A CASE STUDY OF PT. BERAU COAL
The Indonesian Journal of Business Administration Vol 9, No 3 (2020)
Publisher : The Indonesian Journal of Business Administration

Show Abstract | Download Original | Original Source | Check in Google Scholar

Abstract

The mandatory use of biodiesel began in September 2018 and is already widely implemented. Until now, the level of biodiesel blending has reached a level of 30% (B30). In its application to the business activities of PT. Berau Coal, biodiesel, causes several detrimental impacts up to 7.7 million US $ per year. From the results of the root cause analysis, the impact that occurs cannot be separated from the characteristics of the biodiesel itself, the readiness of the Company's infrastructure (filtration system), and weak administrative controls as a result of differences in fuel quality standards between regulations and industrial needs. In connection with these factors, the recommendation proposed is to make comprehensive improvements involving all parties involved in the fuel supply chain process, namely: the government, suppliers, Berau Coal, and mining contractors. Keywords: Biodiesel, Fuel Filtration System, Supply Chain Improvement
Proposed Business Process Strategy to Increase the Number of Fresh Water Crayfish Production (Case Study: Jaring Emas Nusantara)
The Indonesian Journal of Business Administration Vol 9, No 3 (2020)
Publisher : The Indonesian Journal of Business Administration

Show Abstract | Download Original | Original Source | Check in Google Scholar

Abstract

Jaring Emas Nusantara (JEN) is a B2B business engaged in aquaculture. JEN was established on 24 May 2018. JEN is located in Banda Aceh. The commodities of this business activity are cultivation, trading, and supply. In lobster cultivation activities aim at seed production. Then in trading activities, the company accommodates the results of lobster cultivators and the catch of fishermen which will be re-selected by Jaring Emas Nusantara, lobsters that are ready to be sold and lobsters that can be cultivated.This study aims to find an effective business process strategy to increase the yield of Jaring Emas Nusantara lobster seed using qualitative methods. Literature study, internal and external analysis are then applied to analyze the current condition and position of the company. For internal analysis, Jaring Emas Nusantara will use RBV analysis, value chain analysis and VRIO analysis, while external analysis will use Porters Five Force, PESTLE analysis, and competitor analysis. The alternative business process strategy is then deepened by conducting in-depth interviews with several sources that are specialized in fisheries.The results of the study are based on internal and external analysis with a choice of strategies: SO, WO, ST, and WT. The key to the successful use of the TOWS matrix is to bring together internal and external factors to come up with a good alternative solution for the company to become the future strategy for the Jaring Emas Nusantara.The results of the interview data were processed and tested with recommendations for business process strategies that had been given by several sources specialized in fisheries. With the implementation of the business process strategy the Recirculating Aquaculture System becomes one of the business solutions that can be applied to freshwater crayfish, because it can increase production value, reduce production costs and be efficient. Then make a good time planning for the implementation of the strategy carried out by the company so that it runs in accordance with the preparation and readiness of the Jaring Emas Nusantara in developing new solutions based on the analysis of the problems that have been carried out.KEYWORDS: Business Process Strategy, Internal and External Research, RAS, Aquaculture, Fisheries
THE READINESS OF HUMAN CAPITAL AND BIG DATA ANALYTICS IMPLEMENTATION FACING THE INDUSTRY REVOLUTION 4.0 (CASE: HUMAN CAPITAL IN HCBP CENTER OF PT. TELEKOMUNIKASI INDONESIA BANDUNG)
The Indonesian Journal of Business Administration Vol 9, No 3 (2020)
Publisher : The Indonesian Journal of Business Administration

Show Abstract | Download Original | Original Source | Check in Google Scholar

Abstract

The purpose of this research is to identify and analyzing the readiness of human capital and big data analytics implementation in the HCBP Center unit of PT. Telekomunikasi Indonesia Bandung in facing the industry revolution 4.0. To assess readiness in the face of industry 4.0, human capital has four factors that related to industry 4.0: knowledge, hard skills, soft skills, and attitude. Furthermore, big data analytics implementation in human capital has five factors that related to industry 4.0: data quality, analytical competencies, skilled workforce analytics leaders, the right mix of skills, and right analytics technology and data.This research used a quantitative data approach. Quantitative data is done by distributing questionnaires to employees who are respondents. Questionnaire data that has been collected that has passed the validity and reliability test. Then the data will be measured using the Geometric Mean formula to measure the gap analysis of each statement in each factor. Then, to measure the readiness of the overall construct using the Human Development Index (HDI).The results of this study indicate that the readiness of big data analytics implementation in human capital in the HCBP Center unit of PT. Telekomunikasi Indonesia Bandung is fully ready in all of factors such as data quality (optimal level), analytical competencies (receptive level), skilled workforce analytics leaders (optimal level), the right mix of skills (receptive level), and right analytics technology and data (optimal level). And the readiness of human capital in the HBCP Center unit of PT. Telekomunikasi Indonesia Bandung is not fully ready to face industry 4.0. There are two factors that have a value below the Ready level, namely hard skills (not ready level) and attitude (preliminary level). Therefore, researchers provide recommendations for companies. They must prepare the human capital by building attitudes and behavior that are oriented towards the use of digital technology in carrying out various daily activities and not just the implementation of the latest digital technology and company can also create learning and development programs that are digital or online.Keywords: Readiness, Human Capital, Big Data Analytics, Industry Revolution 4.0.
Proposed Blue Ocean Strategy for OZORA Yearbook
The Indonesian Journal of Business Administration Vol 9, No 3 (2020)
Publisher : The Indonesian Journal of Business Administration

Show Abstract | Download Original | Original Source | Check in Google Scholar

Abstract

OZORA Yearbook is a company engaged in the creative industry in the provision of full-service yearbook making as a memory for final students in a school. Based on the 2019 report, OZORA has not been able to meet the expectations of achieving targets and continues to experience a decline in sales accompanied by a decrease in profit margins compared with the previous year. To get a picture of the company's condition, researchers collected data using qualitative methods through interviews and focus group discussions, as well as an analysis of quantitative data from the results of the customer satisfaction level questionnaire. This data is used further in analyzing the company’s business model canvas and competitor analysis to find the potential causes. Increasing competition is indicated by the price war from competitors who offer the same quality and strategy in getting customers in the same market segment. The inability to reduce costs and customer value changed, bring the company entered into a competitive red ocean. A value innovation needs to be created as a strategy for OZORA to get out from the above conditions. The researcher, together with OZORA, made a second questionnaire and mapped the results of the questionnaire into the blue ocean strategy tools and framework. The new value innovation can be a consideration for OZORA in identifying the blue ocean business strategy, to get the opportunity to expand market share and find new markets so as to improve the condition of the company. Keywords: yearbook, business model canvas, red ocean, blue ocean, value innovation, blue ocean strategy
New Business Strategy and Implementation During Covid 19 for PO Primajasa
The Indonesian Journal of Business Administration Vol 9, No 3 (2020)
Publisher : The Indonesian Journal of Business Administration

Show Abstract | Download Original | Original Source | Check in Google Scholar

Abstract

PO Primajasa has been operating since 1991 and was founded by Amir Mahpud. It serves passenger to travel in DKI Jakarta, West Java, and Banten area. The company is originated from Tasikmalaya, and has close relation with PO Mayasari Bakti. Now PO Primajasa is the market leader in those areas for mainstream market.Company growth for the past 5 years can be described as stagnant growth. Second generation, Tiar Karbala, has taken over half of the business since 2018. The main objective is to double the business in 2025. Amir Mahpud believe that transportation company is the most important aspect to run the economic wheels so the demand of transportation will be much higher in the future. Company needs a new breakthrough to get more passengers and provide new services in the near future.Covid 19 has a serious impact for transportation business. As government release a regulation called Pembatasan Sosial Berskala Besar (PSBB) which limited people to commute between city. This regulation force company to shut the operation for almost 3 months. As a company owner, Amir Mahpud urges the company to comply the regulation to put safety and healthy as company priorityNow company start operating but with tight health protocol and can only accommodate maximum 50% from total passenger.To find the best solution for this issue, this paper will focus on how company and business has been going on since beginning. Internal analysis will be explained in this research with value chain analysis and business model canvas as framework. While external analysis will use value proposition canvas and porter 5 forces as the main framework. Later on, it will decide the business decision to find the best solution to overcome all the problems.This final project will focus on analysis to know more about the company and the business. Further it will defines the best solution growth during Covid-19 pandemic. Company has urgency to have more growth after pandemic has done because it had stopped operating for almost three months during pandemic. This paper will provide solution and implementation for Primajasa to improve the business in the future.Keywords: Business Strategy, Transportation Industry, Strategy during Covid-19
Implementation of Risk Management in PT Len Industri - Case Study in LRT Bandung Raya
The Indonesian Journal of Business Administration Vol 9, No 3 (2020)
Publisher : The Indonesian Journal of Business Administration

Show Abstract | Download Original | Original Source | Check in Google Scholar

Abstract

Currently Indonesia is included in the category of developing countries. As a developing country, Indonesia under Joko Widodo's administration is very concerned with the infrastructure system.Based on 2019 APBN information, the infrastructure budget is directed at supporting the strengthening of connectivity, housing provision, and food security. A total of 415 Trillion Rupiah was budgeted in the 2019 APBN for infrastructure development. One infrastructure project that uses funds from the state budget is the LRT project in Indonesia.PT Len Industri is one of the Engineering Procurement Construction (EPC) companies in Indonesia that also plays a role in the continuity of the LRT project in Indonesia by offering railroad signaling development services. PT Len Industri through the Transportation Systems Business Unit has played a role in the development of the South Sumatra LRT signalling, Soekarno Hatta Airport Skytrain, Jakarta LRT, and Jabodebek LRT.But in the previous project, the Transportation Systems Business Unit faced several risks caused by project delays, such as Vandalism, Cost of Delay, Cost of Money, and Opportunity Costs. To minimize the risk of project delays in the future, this study aims to identify potential risks that may occur in new projects in the Transportation Systems Business Unit. LRT Bandung Raya became one of the projects in the planning stage at Unis Transportation Systems Business. This project became PT Len Industri's first project as an initiator. As an initiator of course the risks to be faced become more challenging. For this reason, this research will identify project risks using the risk criteria listed in PMBOK, use the McKinsey 7's framework and PESTEL methods to analyze the company's internal and external risks, and conduct risk assessments using the Analytical Hierarchy Process (AHP) to obtain priority risks in the project. The risk analysis in this study shows that LRT Bandung Raya has 4 extreme risks, 17 high risks, 18 moderate risks, and 2 low risks.Keywords: Risk assessment, risk identification, risk analysis, Analytical Hierarchy Process (AHP), Potential Risk

Page 2 of 3 | Total Record : 24

 1   2   3 

Filter by Year

2020 2020


Reset
Filter By Issues
All Issue Vol 11, No 1 (2022) Vol 10, No 3 (2021) Vol 10, No 2 (2021) Vol 10, No 1 (2021) Vol 9, No 3 (2020) Vol 9, No 2 (2020) Vol 9, No 1 (2020) Vol 8, No 3 (2019) Vol 8, No 2 (2019) Vol 8, No 1 (2019) Vol 6, No 3 (2017) Vol 7, No 3 (2018) Vol 7, No 2 (2018) Vol 7, No 1 (2018) Vol 6, No 2 (2017) Vol 6, No 1 (2017) Vol 5, No 3 (2016) Vol 5, No 2 (2016) Vol 5, No 1 (2016) Vol 4, No 12 (2015) Vol 4, No 11 (2015) Vol 4, No 10 (2015) Vol 4, No 9 (2015) Vol 4, No 8 (2015) Vol 4, No 7 (2015) Vol 4, No 6 (2015) Vol 4, No 5 (2015) Vol 4, No 4 (2015) Vol 4, No 3 (2015) Vol 4, No 2 (2015) Vol 4, No 1 (2015) Vol 3, No 11 (2014) Vol 3, No 10 (2014) Vol 3, No 9 (2014) Vol 3, No 8 (2014) Vol 3, No 7 (2014) Vol 3, No 6 (2014) Vol 3, No 5 (2014) Vol 3, No 4 (2014) Vol 3, No 3 (2014) Vol 3, No 2 (2014) Vol 3, No 1 (2014) Vol 2, No 19 (2013) Vol 2, No 18 (2013) Vol 2, No 17 (2013) Vol 2, No 16 (2013) Vol 2, No 15 (2013) Vol 2, No 14 (2013) Vol 2, No 13 (2013) Vol 2, No 12 (2013) Vol 2, No 11 (2013) Vol 2, No 10 (2013) Vol 2, No 9 (2013) Vol 2, No 8 (2013) Vol 2, No 7 (2013) Vol 2, No 6 (2013) Vol 2, No 5 (2013) Vol 2, No 4 (2013) Vol 2, No 3 (2013) Vol 2, No 2 (2013) Vol 2, No 1 (2013) Vol 1, No 10 (2012) Vol 1, No 9 (2012) Vol 1, No 8 (2012) Vol 1, No 7 (2012) Vol 1, No 6 (2012) Vol 1, No 5 (2012) Vol 1, No 4 (2012) Vol 1, No 3 (2012) Vol 1, No 2 (2012) Vol 1, No 1 (2012) More Issue