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Jurnal Manajemen Maranatha
Published by Universitas Kristen Maranatha
ISSN : 14119293     EISSN : 25794094     DOI : http://doi.org/10.28932/jmm
Core Subject : Economy, Science,
Decision Sciences, Operations Research & Management Economics, Econometrics & Finance
Focus and scope of Jurnal Manajemen Maranatha areas include marketing management, financial management, human resource management, operation management, and entrepreneurship. JMM accepts articles in the form of quantitative and qualitative research results, conceptual studies, and various other similar scientific papers.
Arjuna Subject : Bisnis, Menejemen, dan Akutansi (semua kategori) - Bisnis, Menejemen, dan Akutansi (Lain-Lain)
Articles 344 Documents
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Sikap, Periklanan dan Attitude toward Advertising Kartika Imasari
Jurnal Manajemen Maranatha Vol 9 No 2 (2010)
Publisher : Universitas Kristen Maranatha

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.28932/jmm.v9i2.96

Abstract

Advertising addresses to create consumers' affection and cognition; besides, affect buying behaviour. Advertising also used to create long-term image's product or to trigger sales. It can be formed if we can understand costumer's behaviour which created the advertising itself. The advertising consumer's approval will be influential to goods or services offered.Keywords: attitude, advertising, attitude toward advertising
Customer Retention & Customer Relationship Marketing: Strategi Pemasaran yang Potensial Ariesya Aprilia
Jurnal Manajemen Maranatha Vol 4 No 1 (2004)
Publisher : Universitas Kristen Maranatha

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.28932/jmm.v4i1.99

Abstract

The traditional marketing approach advocates the marketing mix principles and the quest for market share dominance through mass marketing techniques and a focus on new customer acquisition. This approach has guided managers for decades in planning in implementing their marketing strategies. But nowadays, traditional approach has been changed by customer retention. Customer retention, in the traditional marketing approach, is however seen as the 'end' rather than the means to delivering long-term profitability to firms. Customer retention should be part of the strategic marketing plan process and potentially potent marketing management strategy. Relationship marketing is concerned with how organizations manage and improve their relationships with customer for long-term profitability. Customer relationship marketing (CRM), which is becoming a topic of increasing importance in marketing, is concerned with using technology information (IT) in implementing relationship marketing strategies. It is integrated approach to managing relationships by focusing on customer retention and relationship development. Retaining good customers (or that may become good) is one of the most importance topics in customer retention and customer relationship marketing. This paper discusses key issues pertaining to customer retention management and customer relationship.
Konsep dan Perkembangan Manajemen Risiko Perusahaan Djajadikerta Hamfri
Jurnal Manajemen Maranatha Vol 4 No 1 (2004)
Publisher : Universitas Kristen Maranatha

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.28932/jmm.v4i1.100

Abstract

Corporate Risk management is a scientific approach to the problem of dealing with the risk faced by business. Risk management is broader than insurance management in that it deals with both insurable and uninsurable risks, and the choice of the appropriate techniques for dealing with them. The objective of corporate risk management is to make sure that losses from risks do not prevent management from seeking corporate goals.Key words: risk, risk management, risk identification, risk assessment, risk control
Environmental Commitment: Faktor Fundamental pada Environmental Entrepreneurship Rr. Tur Nastiti
Jurnal Manajemen Maranatha Vol 4 No 1 (2004)
Publisher : Universitas Kristen Maranatha

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.28932/jmm.v4i1.101

Abstract

Natural environment consideration becomes a new critized source of stakeholders in their organizations. In order to become organizations that have responsibility on environmental perspectives, organizations tend to synergize environmentalism and entrepreneurship. Entrepreneurs are typically described as individuals who perceive a vision, commit themselves to that vision, and almost single handedly carry the vision to its successfull implementation. The aim of this article is to analyze the role of environmental commitment to environmental entrepreneurship. The conclusion describe that commitment is a basis for entrepreneurship and that relationship has a positive contribution's strategy.
Transformasi Ekonomi, Struktur Masyarakat Berbias Gender, dan Kesejahteraan Pekerja Perempuan Indonesia Masniarita Pohan
Jurnal Manajemen Maranatha Vol 4 No 1 (2004)
Publisher : Universitas Kristen Maranatha

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.28932/jmm.v4i1.102

Abstract

Sebelum terjadinya krisis ekonomi, perekonomian Indonesia mencatat pertumbuhan yang sangat pesat, yaitu sekitar 7 persen per tahun. Menurut teori pertumbuhan Hollis Chenery, apabila sebuah negara mengalami pertumbuhan yang dicerminkan oleh peningkatan GDP maka kontribusi sektor pertanian akan mengalami penurunan dan digantikan oleh sektor industri. Seiring dengan pergeseran ini, struktur pekerja pun akan berubah karena dengan berkurangnya kontribusi sektor pertanian terhadap GDP maka sektor tersebut juga membutuhkan jumlah pekerja yang lebih sedikit dibandingkan sebelumnya dan sebaliknya untuk sektor industri. Karena upah yang berlaku di sektor industri lebih tinggi dibandingkan sektor pertanian, maka dengan semakin tingginya kontribusi sektor industri terhadap GDP Indonesia semakin tinggi pula rata-rata upah yang diterima oleh pekerja di Indonesia. Hal ini akan meningkatkan kesejahteraan rata-rata masyarakat Indonesia.Indonesia memiliki jumlah penduduk perempuan yang cukup banyak, namun kenyataannya peningkatan GDP tidak membawa peningkatan kesejahteraan yang signifikan bagi pekerja perempuan karena pekerja perempuan masih terbentur oleh struktur masyarakat yang berbias gender. Akan sangat dibutuhkan langkah-langkah yang tepat untuk mengubah pola pikir masyarakat yang berbias gender agar kesempatan bagi pekerja perempuan lebih terbuka sehingga mereka lebih dapat merasakan peningkatan kesejahteraan sebagai dampak positif dari peningkatan GDP Indonesia.Kata kunci: GDP, pertumbuhan, transformasi ekonomi, proses akumulasi, proses alokasi, proses distribusi, proses demografi, bias gender
Modal Intelektual sebagai Strategi Organisasi dalam Memenangkan Keunggulan Bersaing di Era Informasi T. Elisabeth Cintya Santosa
Jurnal Manajemen Maranatha Vol 4 No 1 (2004)
Publisher : Universitas Kristen Maranatha

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.28932/jmm.v4i1.103

Abstract

Artikel ini mencoba untuk mengungkapkan peran penting modal intelektual (intellectual capital) sebagai modal tersembunyi (intangible assets) yang meliputi pengetahuan, komunikasi serta informasi. Modal intelektual juga memiliki peran strategis dalam memenangkan keunggulan bersaing (competitive advantage) terutama di era informasi saat ini bagi banyak organisasi.Key words: intellectual capital, competitive advantage, intangible assets
Pengaruh Strategi Manufaktur terhadap Kinerja (Studi pada Industri Manufaktur Menengah dan Besar di Yogyakarta) Abdul Ghofar Syarif Alam Sudin
Jurnal Manajemen Maranatha Vol 3 No 2 (2004)
Publisher : Universitas Kristen Maranatha

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.28932/jmm.v3i2.105

Abstract

This research was examined the relationship between manufacturing strategy and firms performance. The most widely adopted strategy among medium and large manufacturing firms in Yogyakarta are quality strategy, cost strategy, delivery strategy and flexibility strategy. The significant relationship between manufacturing strategies and performance of an organization. This research found that Yogyakarta manufaturing firm that adopt quality strategies can achieve better performance in term of financial performance and firms that emphasize more on flexibility strategy can achieve better manufacturing performance. The findings of this study support the fact that manufacturing strategy can be practiced in Yogyakarta. The findings of this study also implies that an appropriate manufacturing strategy is required to ensure high performance.Key words: manufacturing strategy, cost strategy, quality strategy, flexibility strategy, delivery strategy and performance.
Budaya Organisasi dan Kepuasan Kerja di PT X: Sebuah Studi Kasus Andreas Bintoro
Jurnal Manajemen Maranatha Vol 3 No 2 (2004)
Publisher : Universitas Kristen Maranatha

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.28932/jmm.v3i2.106

Abstract

Organization culture as a system of shared meaning will create a common perception among individual members of an organizations either it is for profit or not for profit organization. This common perception will enable the growth of a sound work climate which is very helpful to the achievement of employees job satisfaction. Consequently the continuance of the organization life will be more ensured.To approach the research problems, the writer used a qualitative approach in the form of a case study. The findings of the case study show that PT X's organization culture emphasizing the cultural values of brotherhood and togetherness, mutual help, consideration, honesty, pragmatism, service.Those values derive from Sundanese, Chinese and Western cultural values respectively. It support the wildly held belief that organization culture is bound to national culture.Kata kunci: tingkah laku organisasi, budaya, budaya organisasi, budaya nasional, budaya dominan, subbudaya, kepuasan kerja, penelitian kualitatif, nilai-nilai
Manajemen Sumber Daya Manusia yang "Fit": Keunggulan Kompetitif Organisasi Bertha Silvia Sutejo
Jurnal Manajemen Maranatha Vol 3 No 2 (2004)
Publisher : Universitas Kristen Maranatha

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.28932/jmm.v3i2.107

Abstract

Importance manages human resource management in business agenda now. Human resource management (HRM) are asset which must managed so can be fit with business needed and can help organization to be more competitive. Therefore, HRM considered not just as strategic factor with role importance in implementation strategy but also calculation as resource can achieve competitive advantage. Exist assume that close link between business strategy and HRM methods based of contingency theory. Contingency theory holds that human resource management methods are selected in accordance with the type of competitive strategy adopted by a business. It is moreover assumes that companies that closely coordinate their business strategy and HRM activities achieve better performance than companies that do not. Differences of business and combination HRM have different effect on performance organization. However, that differences not always consistent with contingency theory. Therefore, needed match between business strategy and HRM practices so that produce organization performance can achieve competitive advantage.Keyword: business strategy, human resource management, firm performance, competitive advantage
Revitalisasi Organisasi melalui Perubahan Budaya Dwi Irawati
Jurnal Manajemen Maranatha Vol 3 No 2 (2004)
Publisher : Universitas Kristen Maranatha

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.28932/jmm.v3i2.108

Abstract

The culture of an organization is being viewed as an important determinant of its performance. We conceptualize organizational culture in terms of the degree of internal fit (cohesion and consistency) and in terms of the degree of external fit (linkages the strategy and the environment). Interaction between both determines the organization's performance.To get get started with cultural change to revitalize the organization, executives must have an accurate understanding of the current culture. Organizations that need to be success in their change of culture should run these things to minimize the scale resistance or lack of faith of the company and its employees, although this list carries no guarenteed: 1) return to the past for inspiration and instruction; 2)back to basic; 3)identify the principles that will remain constant; 4)find examples of success within the current culture; 5)promote hybridization; 6)label areas; 7)mourn the loss of cherished past. None of the actions mentioned was sufficient to produce all the changes a company sought.Finally, we need to stress that the change in the organization's culture does not come from merely agreeing on a new vision or honoring the past. It needs members' understanding of its value and their commitment to start and end the process of the cultural change in the organization. This means that we must first develop a deep appreciation for the historical and cultural roots of our organization, recognizing its realistic limitations and opportunities.Keywords: culture, cultural change, revitalize

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