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"The presence of the Baduy people in Mount Kendeng in southern Banten was, in keeping with the order of Pajajaran Kingdom, to manage the continuity of the flow of the river from the upper course to the lower. At that time, the river-stream played an important role in agriculture, besides being a means of trading and transportation at the lower-course region of Banten. The Baduy had the role of guarding the equilibrium at the upper course region, and maintain the economic development of the Pajajaran Kingdom. The Baduy who live around the upper course of the river are not allowed, traditionally, 'teu wasa', to disturb the ecosystem, such as to exploit the rice fields or to dig the soil for agricultural activities. They use the expression:...gunung teu meunang dilebur, lebak teu meunang diruksak, mountains are not to be destroyed, valleys are not to be destructed, if it is disobeyed there will be great disaster upon human life. In carrying out the kingdom's orders, they are supported by a certain hierarchic and complex political system, even though they are egalitarian and keep a firm social solidarity. The stratified system of defense was bound by the tangtu tilu 'the three core of leadership'. It is also called ka-puun-an ideology systems which are located at three villages: Cikeusik, Cibeo, and Cikertawana under the guidance of moral, ethics, and rules which are stated in the values of Sunda Wiwitan religion."

"Penelitian sebelumnya menunjukkan bahwa dalam situasi tertentu pemimpin yang melakukan transgresi tetap didukung oleh pengikut dan proses tersebut dipengaruhi oleh prototipikalitas. Namun, penelitian sebelumnya masih membandingkan antara pemimpin transgresif, bukan antara pemimpin transgresif dan normatif, serta belum mengeksplorasi pengaruh perbedaan individu pengikut. Berdasarkan teori kepemimpinan identitas dan ketidakpastian diri, penelitian ini membandingkan pengesahan pemimpin transgresif vs. normatif yang dimoderasi prototipikalitas pemimpin. Penelitian ini juga menguji pengaruh ketidakpastian diri terhadap prototipikalitas dalam interaksi tiga arah. Eksperimen daring (N = 190), mengukur ketidakpastian diri partisipan dan menggunakan vignette dengan kondisi 2 (transgresif dan normatif) x 2 (prototipikal dan nonprototipikal), dilakukan untuk menguji hipotesis. Analisis regresi majemuk menunjukkan bahwa pemimpin transgresif mendapatkan pengesahan yang lebih rendah dibandingkan pemimpin normatif. Perbedaan tersebut lebih kecil ketika pemimpin prototipikal dan pengikut memiliki ketidakpastian diri tinggi. Namun, pengaruh moderasi prototipikalitas dan interaksi tiga arah dengan ketidakpastian diri tidak signifikan. Analisis eksploratori menunjukkan terdapat perbedaan antara pemimpin prototipikal dan nonprototipikal yang dimoderasi oleh transgresi pemimpin dan ketidakpastian diri pengikut. Beberapa saran perbaikan penelitian didiskusikan meliputi desain studi, teknik manipulasi, dan metode analisis. Secara keseluruhan, penelitian ini berhasil mengobservasi beberapa temuan yang sejalan dengan penelitian terdahulu.

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Previous studies have shown that in some situations leaders who transgress are still supported by their followers and leader prototypicality contributes to this process. However, previous studies primarily compared evaluations between transgressive leaders and not between normative and transgressive leaders; investigation on the influence of follower’s individual differences is also limited. Based on identity leadership theory and uncertainty identity theory, this study compared endorsement for transgressive vs. normative leader, moderated by prototypicality. This study also tested the role of followers’ self-uncertainty on prototypicality in a three way interaction. Online experiment (N = 190), measuring self-uncertainty and utilizing vignette with 2 (transgressive and normative) x 2 (prototypical and nonprototypical) between subject conditions, is conducted to test the hypotheses. Analysis using multiple regression showed transgressive leader received lower endorsement compared to normative leader. Aforementioned difference was attenuated when the leader was prototypical and follower’s self-uncertainty was high. However, those moderational effects were not significant. Exploratory analysis revealed differences in endorsement received based on leader prototypicality, which were moderated by leader transgression and follower self-uncertainty. Some suggestions for improving the study are discussed including suggestions on study design, manipulation, and analytical technique. Overall, this study observed several findings in line with previous study. "

"Berdasarkan data BPS tahun 2019, provinsi Jawa Barat, DKI Jakarta, Bali, Jawa Timur dan Jawa Tengah merupakan daerah yang paling banyak menerima tamu, baik tamu asing maupun domestik pada hotel bintang dengan akumulasi 59,44% dan Tingkat Penghunian Kamar hotel bintang di seluruh Indonesia mencapai 54,99%. Banyaknya rata- rata kunjungan tamu pada provinsi tersebut dan juga tingginya tingkat penghunian kamar di hotel bintang empat dan lima menunjukkan perlu adanya pemberian pelayanan yang berkualitas dari karyawan frontline hotel kategori tersebut terhadap para tamu yang bisa dicapai melalui berbagi pengetahuan pengalaman unik yang mereka alami dengan sesama anggota organisasi. Dimana salah satu strategi utama organisasi dalam membangun knowledge sharing yang efektif dalam organisasi adalah merancang strategi untuk mencegah anggota organisasi terlibat dalam perilaku menyembunyikan pengetahuan yang mereka miliki atau disebut dengan istilah knowledge hiding. Penelitian ini bertujuan untuk menguji kembali pengaruh Altruistic leadership terhadap perilaku knowledge hiding dengan mediasi LMX, leader triggered postive emotion, relational social capital pada karyawan frontline hotel bintang empat dan lima. Penelitian ini menitik beratkan pada perilaku knowledge hiding, yang masih jarang diteliti di Indonesia. Pengumpulan data dilakukan dengan metode survei, didapatkan responden sejumlah 192 karyawan frontline yang tersebar di lima provisnis di Indonesia yaitu, Jakarta, Jawa Barat, Jawa Tengah, Jawa Timur dan Bali. Pengolahan data menggunakan metode Structural Equation Modeling (SEM) menunjukkan hasil bahwa Leader-triggered positive emotion dan Relational social capital memediasi secara penuh pengaruh altruistic leadership terhadap perilaku knowledge hiding. Sementara Leader–member exchange tidak memediasi pengaruh altruistic leadership terhadap perilaku knowledge hiding.

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Based on data from BPS in 2019, West Java, DKI Jakarta, Bali, East Java and Central Java were the areas that received the most guests, both foreign and domestic guests at star hotels, with an accumulation of 59.44% and The Room Occupancy Rate for star hotels throughout Indonesia reached 54.99%. The number of average guest visits in these provinces and also the high rate of room occupancy in four and five star hotels indicate the need to provide quality service from frontline hotel employees of that category which can be achieved through sharing knowledge of the unique experiences they have experienced with others organization member. Where one of the main strategies of organizations in building effective knowledge sharing in organizations is to design strategies to prevent organizational members from engaging in hiding knowledge they have or what is known as knowledge hiding. This study aims to re-examine the effect of altruistic leadership on knowledge hiding behavior with mediation of LMX , leader triggered postive emotion, relational social capital on frontline employees of four and five star hotels. This research focuses on knowledge hiding behavior, which is still rarely studied in Indonesia. The data was collected using a survey method. The respondents were 192 frontline employees spread across five provinces in Indonesia (Jakarta, West Java, Central Java, East Java and Bali). Data processing using the structural equation modeling (SEM) method shows that leader-triggered positive emotion and relational social capital fully mediate the influence of altruistic leadership on knowledge hiding behavior. Meanwhile, leader–member exchange does not mediate the influence of altruistic leadership on knowledge hiding behavior."

"Soil formed from volcanic materials have a high potential for agricultural development, especially for horticultural crops,tea and pine trees. Data on the characteristics of these soils are important for the management planning...."

"Considering the data and information collected during the raw material study, it is decided that gravity concentration should be carried out using tabling. The results are quite good. A recovery of 81.46% with concentrated grade of about 1029 g/ton is achieved. A flow sheet and material balance can be developed to provide sequentially compatible processes for producing gold in a commercial plant. The results of the investigation are expected to be used as typical concentrations for an ore of similar characteristics."