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"ABSTRAKDengan menggunakan Indeks Revealed Comparative Advantage, penelitian inibertujuan untuk membahas mengenai daya saing industri otomotif dari 20 negaraprodusen otomotif terbesar di dunia. Hasil penelitian menemukan bahwa dari 20negara produsen otomotif terbesar di dunia, hanya terdapat 12 negara yangmemiliki daya saing pada industri otomotif. Sedangkan, ada beberapa negara yangmemiliki produksi besar namun tidak memiliki daya saing industri otomotif yangdikarenakan ekspor mereka lebih rendah dibandingkan konsumsi dalam negeripada produk otomotif. Selain itu, penelitian ini juga bertujuan untuk mengetahuifaktor-faktor yang mempengaruhi daya saing industri otomotif. Di mana ukuranindustri otomotif, nilai tukar efektif riil dan tingkat suku bunga pinjaman dapatmempengaruhi daya saing industri otomotif secara signifikan

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ABSTRACTBy using Revealed Comparative Advantage Index, this study aimed to examineautomotive industry competitiveness of 20 largest automotive manufacturerscountries all over the world. This study found that from 20 largest automotivemanufacturers countries, there are only 12 countries that have competitiveadvantage in automotive industry. Meanwhile, there are several countries thathave large production but does not have competitive advantage in automotiveindustry due to the low exports compared to domestic consumption in automotiveproducts. In addition, this study also aimed to determine the determinants thataffect automotive industry competitiveness. The size of automotive industry, realeffective exchange rate and lending rate may affect the automotive industrycompetitiveness significantly"

"ABSTRAKPengukuran kinerja penting bagi organisasi karena dapat diketahui keselarasan antara pencapaian organisasi dengan strategi bisnis yang telah ditetapkan. Pengukuran kinerja yang berkala akan memastikan bahwa TI dapat berjalan sesuai dengan ekspektasi top management dan membantu organisasi bertahan serta sukses dalam persaingan bisnis di masa kini dan yang akan datang. pengukuran kinerja antara lain harus verifiable yaitu menyediakan informasi yang menjadi patokan pencapaian, kemudian sebisa mungkin pengukuran kinerja ini mendekati tujuan dari maksud pengukuran serta harus komprehensif yaitu memenuhi semua aspek penting dalam pengukuran kinerja.PT PGN yang diwakili SBU I merasa pencapaian Divisi TI belum sesuai dengan ekspektasi stakeholder yang mungkin disebabkan Indikator Kinerja Utama (IKU) yang digunakan belum efektif untuk mengukur kinerja Divisi TI secara komprehensif. IKU saat ini menggunakan pendekatan Kriteria Penilaian Kinerja Unggul yang diadopsi dari Malcolm Baldrige Criteria for Performance Excellence dan penggunaannya disyaratkan oleh Kementerian BUMN. Terdapat pendekatan lain untuk menyusun IKU yaitu berdasarkan kerangka Balanced Scorecard yang memiliki keunggulan pengukuran yang seimbang antara aspek finansial dan operasional.Penelitian ini termasuk ke dalam penelitian kualitatif, peneliti melakukan in-depth interview terhadap pihak terkait untuk mempelajari lebih dalam tentang IKU saat ini dan mengetahui ekspektasi dari pihak-pihak tersebut dalam proses penyusunan IKU berdasarkan kerangka IT BSC dan COBIT 5 yang digunakan sebagai panduan untuk menyusun sasaran strategis berdasarkan visi Divisi TI. Penelitian ini diakhiri dengan analisis perbandingan IKU berdasarkan ketujuh kriteria KPKU dan IKU berdasarkan keempat perspektif IT BSC. Penelitian ini menghasilkan kesimpulan bahwa IKU saat ini belum mampu mengukur kinerja TI secara komprehensif karena belum mengikutsertakan aspek pengukuran kontribusi perusahaan dan orientasi pengguna. Sebagai solusi dalam hal ini, pengukuran kedua aspek tersebut tercakup dalam IKU berdasarkan IT BSC. Kedua perspektif tersebut menjadi IKU saat ini yang menjadi perrmasalahan terkait domain pengukuran kinerja dalam tata kelola TI.

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ABSTRACT

Performance measurement is important for organizations because it can be seen between the achievement of organizational alignment with the business strategy that has been set. Periodic performance measurement will ensure that IT can be run in accordance with the expectations of the top management and to help organizations survive and succeed in a competitive business in the present and future. performance measurement, among others, must be verifiable that provide information that is to be the benchmark of achievement, then as much as possible the performance measurement approach and objectives of intent must be comprehensive measurement that meets all the important aspects of performance measurement.

PT PGN which represented by SBU I felt the achievement of IT Division has not been in accordance with the expectations of stakeholders that may be due to the Key Performance Indicators (KPI) that have not been effectively used to measure the performance of IT department in a comprehensive manner. KPI is currently using the Assessment Criteria for Performance Excellence approach adopted from the Malcolm Baldrige Criteria for Performance Excellence and its use is required by the Ministry of SOEs. There is another approach to prepare KPI is based on the Balanced Scorecard framework which has the advantage of measuring the balance between the financial and operational aspects.

This study was included in the qualitative research, researchers conducted in-depth interviews with relevant parties to learn more about the current KPI and knowing the expectations of the parties are in the process of preparation of KPI based IT BSC framework and COBIT 5 is used as a guide for preparing strategic goals based on the vision of the IT Division. This study concludes with a comparative analysis based on the seven criteria KPKU KPI and KPI based on the four perspectives of BSC IT. This study resulted in the conclusion that the KPI has not been able to comprehensively measure the performance of IT because it has not included the measurement aspects of corporate contributions and user orientation. As a solution in this case, the measurement of these two aspects are included in the KPI based IT BSC. With the addition of this KPI is a solution for problems related to IT governance domains."

"Tujuan penelitia dimaksudkan untuk mengetahui dan menjelaskan hubungan antara aplikasi/penerapan:1. Proses kesepakatan dan perencanaan kinerja dengan efektivitas sistem Manajemen Kinerja;2. Proses monitoring dan pemberian umpan balik dengan efektivitas sistem Manajemen Kinerja;3. Proses penilaian kinerja dengan efektivitas sistem Manajemen kinerja"

"Minat yang rendah untuk melakukan kegiatan usaha pada industri pemurnian dan pengilangan minyak bumi serta terus meningkatnya kebutuhan akan BBM dan non-BBM di dalam negeri, membuat pemerintah merestrukturisasi sektor migas di Indonesia. UU No.22/2001 dimaksudkan untuk meliberalisasi sektor migas nasional, terutama pada industri pemurnian dan pengilangan minyak bumi yang merupakan salah satu dari sektor hilir perminyakan di Indonesia, dengan membuka izin usaha bagi para pelaku usaha baru.Penelitian ini dimaksudkan untuk melihat tingkat keefektifan dari liberasasi migas terhadap kinerja industri pemurnian dan pengilangan minyak bumi, dimana efisiensi produksi digunakan sebagai proksi untuk mengukur kinerja industri tersebut. Untuk mencapai tujuan ini, dibangun model OLS (Ordinary Least Square) dengan memakai data ISIC 35310 tahun 1995 hingga 2005. Deregulasi yang berusaha menciptakan pasar yang lebih kompetitif ini seharusnya dapat meningkatkan kinerja industri pemurnian dan pengilangan minyak bumi di Indonesia, meskipun pada kenyataannya deregulasi tersebut belum efektif meningkatkan ketertarikan para pelaku usaha baru untuk masuk ke sektor ini yang kemudian merealisasikan proyeknya. Kompetisi yang semakin tinggi akan mengakibatkan suatu industri untuk semakin efisien dalam proses produksinya, oleh karena itu diperlukan adanya insentif untuk mengurangi barriers to entry bagi para pelaku usaha baru."

"ABSTRAKTujuan dari tesis ini adalah untuk menganalisis efek dari arus kas bebas, modal utang, persaingan pasar terhadap kinerja perusahaan yang diukur dengan Return on Assets ROA . Menggunakan model-model yang diadaptasi dari Fosu 2013 dan Wang 2010 , terdapat dua pengukuran untuk kompetisi yang digunakan: Herfindahl-Hirschman Index HHI dan Boone Indicator BI untuk pendekatan struktural dan non-struktural. Tesis ini menggunakan data panel yang terdiri dari 2.496 observasi yang berada dalam delapan sektor Global Industry Classification Standard GICS selama periode 2003-2013. Hasil penelitian ini membuktikan bahwa BI lebih tepat digunakan daripada HHI untuk mengukur kompetisi pada sektor-sektor Indonesia.Perusahaan di Indonesia sebagian besar memiliki tingkat Free Cash Flow FCF rendah dan ukuran perusahaan yang kecil sehingga mengurangi kecenderungan terjadinya agency problems.Utang didapati tidak signifikan terhadap kinerja perusahaan ROA .Selain itu, kehadiran kompetisi di Indonesia menjadikan perusahaan dengan peluang pertumbuhan namun penggunaan utang hanya menurunkan kinerja perusahaan dari adanya gabungan tekanan untuk membayar bunga dan tekanan kompetisi.

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ABSTRACTThe purpose of this thesis is to investigate the effect offree cash flow,leverage, product market competition on firm performance measured by Return on Assets ROA .Using models adapted from Fosu 2013 and Wang 2010 ,two measurements for product market competition are used Herfindahl Hirschman Index HHI and Boone Indicator BI for structural and non structural approach. The thesis usespanel data consisting of 2,496 firm year observationsfrom eight Global Industry Classification Standard GICS sectors over the period 2003 2013. The result proved that BI is more appropriate than HHI for competition measure in Indonesian sectors. Firms in Indonesia mostly have low level of Free Cash Flow FCF and size which diminish the propensity of agency problems. Leverage was insignificant to firm performance ROA . Further, the presence of competition in Indonesia renders firms with growth opportunities however use of leverage leads to decrease in firm performance from combined pressures of interest payments and competition."

"[ABSTRAKKajian ini membahas tentang pemicu dan pembentuk budaya yang mendorongkinerja untuk meningkatkan efektivitas manajemen kinerja di pemerintahandaerah. Penelitian ini menggunakan soft systems methodology (Checkland &Scholes, 1990) dengan dual imperative of action research (McKay & Marshall,2001) melalui 4 (empat) tahapan SSM (Checkland & Poulter, 2006). Kajian inimemetakan permasalahan faktual di Pemerintahan Provinsi Jawa Timur yangmenunjukkan tidak efektifnya tahapan pembelajaran dikarenakan kurangnyabudaya yang mendorong kinerja. Kajian ini merekonstruksi konsep Marr (2009)tentang pemicu dan pembentuk budaya yang mendorong kinerja. Hasilrekonstruksi menunjukkan ada 5 (lima) pemicu budaya yang mendorong kinerja,yaitu adanya rasa kesatuan sebagai komunitas, tanggung jawab dan akuntabilitas,integritas dalam kejujuran dan keterbukaan, kesamaan visi dan persepsi tentangbudaya kinerja, dan kepemimpinan yang memberdayakan dalam kemitraan. Hasilrekonstruksi juga menghasilkan adanya 5 (lima) pembentuk budaya yangmendorong kinerja, yaitu kepemimpinan yang mendorong kinerja, pengakuan danpenghargaan kinerja, pelaporan kinerja yang efisien, reviu kinerja secarainteraktif, dan peta kinerja. Selain itu, bersama-sama dengan para aktor diPemerintahan Provinsi Jawa Timur, kajian ini melakukan pemecahan masalah(problem solving) terkait pengelolaan unsur-unsur pembentuk budaya yangmendorong kinerja dan menghasilkan rekomendasi yang disepakati berupaketerlibatan gubernur dalam Musrenbang, dimulainya program apresiasi kinerja,penyederhanaan proses penyusunan laporan kinerja, reviu periodik secaradialogis, pembangunan Pusat Data Kinerja dan penyusunan indikator kinerja yangterintegrasi;

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ABSTRACTThe implementation of performance management has its own drawbacks. When aparticular performance management technology is applied in an organization, it does notalways come to fruition. Sometimes it ends as a formality, sometimes it stops atmeasurement phase and never reaches the management phase. This assertion is supportedby a number of factual problems found in the local government of East Java province,and a number of conceptual problems from the pervious theories. To solve theseproblems, we need to employ a set of enablers and building blocks of Performance-Driven Culture; which are expected to bring improved effectivity in the application ofPerformance Management. Mar (2009) states that, to achieve the desired Performece-Driven Culture, a set of factors that consist of five enablers and five building blocks arerequired. This study has successfully reconstructed those factors. This study finds that inIndonesian government, especially in East Java province, there are 5 (five) buildingblocks of performance-driven culture, namely: (1) leadership that encouragesperformance, (2) acknowledgement and appreciation of performance, (3) efficientperformance reporting, (4) interactive performance review, and (5) performance map.Furthermore, together with the actors in the Government of East Java Province, this studyalso performed problem solving upon the problem related to the management of elementsthat construct Performance-Driven Culture. The result of this problem solving processleads to a number of agreed recommendations, namely the involvement of the governor inMusrenbang, the initiation of performance appreciation program, the simplification ofperformance report framing, dialogic periodical review, establishing Performance DataCenter, and the framing of integrated performance indicator;The implementation of performance management has its own drawbacks. When aparticular performance management technology is applied in an organization, it does notalways come to fruition. Sometimes it ends as a formality, sometimes it stops atmeasurement phase and never reaches the management phase. This assertion is supportedby a number of factual problems found in the local government of East Java province,and a number of conceptual problems from the pervious theories. To solve theseproblems, we need to employ a set of enablers and building blocks of Performance-Driven Culture; which are expected to bring improved effectivity in the application ofPerformance Management. Mar (2009) states that, to achieve the desired Performece-Driven Culture, a set of factors that consist of five enablers and five building blocks arerequired. This study has successfully reconstructed those factors. This study finds that inIndonesian government, especially in East Java province, there are 5 (five) buildingblocks of performance-driven culture, namely: (1) leadership that encouragesperformance, (2) acknowledgement and appreciation of performance, (3) efficientperformance reporting, (4) interactive performance review, and (5) performance map.Furthermore, together with the actors in the Government of East Java Province, this studyalso performed problem solving upon the problem related to the management of elementsthat construct Performance-Driven Culture. The result of this problem solving processleads to a number of agreed recommendations, namely the involvement of the governor inMusrenbang, the initiation of performance appreciation program, the simplification ofperformance report framing, dialogic periodical review, establishing Performance DataCenter, and the framing of integrated performance indicator, The implementation of performance management has its own drawbacks. When aparticular performance management technology is applied in an organization, it does notalways come to fruition. Sometimes it ends as a formality, sometimes it stops atmeasurement phase and never reaches the management phase. This assertion is supportedby a number of factual problems found in the local government of East Java province,and a number of conceptual problems from the pervious theories. To solve theseproblems, we need to employ a set of enablers and building blocks of Performance-Driven Culture; which are expected to bring improved effectivity in the application ofPerformance Management. Mar (2009) states that, to achieve the desired Performece-Driven Culture, a set of factors that consist of five enablers and five building blocks arerequired. This study has successfully reconstructed those factors. This study finds that inIndonesian government, especially in East Java province, there are 5 (five) buildingblocks of performance-driven culture, namely: (1) leadership that encouragesperformance, (2) acknowledgement and appreciation of performance, (3) efficientperformance reporting, (4) interactive performance review, and (5) performance map.Furthermore, together with the actors in the Government of East Java Province, this studyalso performed problem solving upon the problem related to the management of elementsthat construct Performance-Driven Culture. The result of this problem solving processleads to a number of agreed recommendations, namely the involvement of the governor inMusrenbang, the initiation of performance appreciation program, the simplification ofperformance report framing, dialogic periodical review, establishing Performance DataCenter, and the framing of integrated performance indicator]"