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"The empirical research confirms that organizational culture has its positive impacts on the performance in business administration. The literature, however, revealed that the impact of organization culture in public administration remains limited, most study has been conducted outside Indonesia, and there is a challenge to public administration community to integrate values into structure, process and system of public organization. This dissertation examines to what extent do the organization cultural values impacts on the taxpayers service quality. By applying instrumental and terminal values theorized by Rockeah and Jones and service quality theorized by Zetihaml et al., Bergman and Kelfsjo, and by using quantitive approach which apply factor analysis, the research reveals 9 factors as dominant organization cultural values on Large Taxpayer Regional Office (LTRO) that is taxpayer Service quality, responsive, intelligent, obey to the superordinate, economy, learning, innovative, efficient and pluralism. Based on focus group discussion, the most dominant value is responsive at first level, follows by intelligent, obey to the superordinate, economy, learning, pluralism and taxpayer service quality at the second level and innovative and efficient at the third level. These level of values is regarded as a value system.By applying regression analysis, the research reveal that there is a positive impact between efficient, innovative and responsive on the taxpayer service quality, while a negative impact between obey to the superordinate on taxpayer service quality. As in the focus group discussion the informants confirm that the values system has been used in the climate of organization especially in decision making process and reward punishment system on LTRO, this research concluded that LTRO becomes a value driven organization.Findings of this research is that LTRO as a public organization has integrated values in the system and processes in the organization life, which is a theoretical implication of this research. lt is the advisable that the LTRO will maintain the value system by making it viable, balance, congruence and authenticity."

"Budaya organisasi dalam sebuah perusahaan/institusi/organisasi tak hanya berfungsi sebagai alat untuk meningkatkan kualitas perusahaan/institusi/organisasi, tetapi juga sebagai pedoman dan nilai-nilai berperilaku para anggota perusahaan/institusi/organisasi dalam beraktivitas seharihari. Sebagai fakultas kedokteran nomor satu di Indonesia, Fakultas Kedokteran Universitas Indonesia (FKUI) merumuskan I?Ve Care sebagai budaya organisasinya. Studi ini bertujuan untuk menganalisis dan mendeskripsikan pembentukan budaya organisasi I?Ve Care, faktor-faktor yang menghambatnya dan evaluasi yang dibutuhkan FKUI ke depannya. Metode penelitian dilakukan secara kualitatif, studi kasus melalui wawancara mendalam.Hasil yang didapat dari penelitian ini, bahwa pembentukan budaya organisasi belum optimal dikarenakan adanya faktor-faktor: pengkisahan, komunikasi, penyelesaian masalah yang positif, pengkisahan mengenai pendiri dan pemimpin, kepemimpinan, contoh role model, norma-norma, pengharapan, nilai-nilai, sistem penghargaan, manajemen karier, rekrutmen dan penempatan staf, sosialisasi kepada staf baru, pelatihan dan pengembangan, kontak anggota organisasi, partisipasi dalam pengambilan keputusan, koordinasi antar grup, dan perubahan personal. Diperlukan evaluasi dan saran yang holistis dalam pembentukan budaya organisasi di FKUI.

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Organizational culture is a tool to increasing the qualities of the organization, and further as guidance and values for their daily activities as well. Faculty of Medicine, Universitas Indonesia (FKUI) as the leading medical faculty in Indonesia, is required to adapt with its external environment also. FKUI then formulate ?I?Ve Care? as its organizational culture. This study aim to analyze and describe the formation of I?Ve Care as the organizational culture, the factors that holded up, and the evaluation most needed. The research method is qualitative, by case study, through in depth interview.

The results obtained from this study, that the formation of organizational culture is not yet optimal embedded due to these factors: story telling, communication, positive problem solving, story telling about the founder and the leader, leadership, role models, norms, expectation, values, rewards system, career management, recruitment and staff placement, socialization to a new staff, training and workshop, organization contact number, participation in decision making, coordinating between groups, and personal transformation. However, FKUI needs a holistic evaluation regarding the formation of organizational culture."

"Penelitian ini bertujuan untuk mengevaluasi peran lini kedua dalam mendukung efektivitas pengendalian internal berdasarkan prinsip pengendalian internal dan mengevaluasi efektivitas peraturan dan strategi yang dirumuskan oleh lini kedua dalam menginternalisasi budaya organisasi. Unit Kepatuhan Internal (UKI) merupakan second line of defense di Direktorat Jenderal Pajak (DJP). Penelitian ini dilakukan pada Subdirektorat Kepatuhan Internal yang merupakan UKI setingkat Eselon I di DJP. Penelitian kualitatif deskriptif dengan pendekatan deduktif dan dengan metode studi kasus dilakukan untuk menjawab permasalahan penelitian. Kriteria yang digunakan untuk mengevaluasi peran lini kedua atas efektivitas pengendalian internal mengacu pada publikasi Committee of Sponsoring Organization of Treadway Commission (COSO) bekerja sama dengan Institute of Internal Auditors (IIA) pada Juli 2015 berjudul “Leveraging COSO Across Three Lines of Defense”. Sementara itu, kriteria yang digunakan untuk mengevaluasi peran UKI dalam internalisasi budaya organisasi mengacu pada kriteria evaluasi kebijakan yang dirumuskan oleh Dunn (2014), yaitu: efektivitas, efisiensi, kecukupan, perataan, responsivitas, dan akurasi. Hasil penelitian menunjukkan bahwa UKI berperan cukup baik dalam mendukung efektivitas pengendalian internal. Namun terdapat beberapa prinsip yang belum dilaksanakan secara optimal oleh UKI. Selain itu, terlihat bahwa program Internalisasi Corporate Value (ICV) yang dirumuskan UKI sudah cukup efektif untuk internalisasi budaya organisasi. Beberapa aspek yang pelaksanaannya perlu ditingkatkan adalah penyederhanaan program, pengadaan alat untuk mengukur efisiensi penggunaan dana ICV, dan durasi program ICV.

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This study aims to evaluate the second line roles in supporting the effectiveness of internal control based on its principles and investigate the effectiveness of regulations and strategies formulated by the second line functions to internalize the organizational culture. In the Directorate General of Taxes (DGT), the Internal Compliance Unit (hereinafter referred to as UKI) serves as its second line of defense. The present study was conducted at the Internal Compliance Sub-directorate which is the UKI Echelon I level at DGT. A descriptive qualitative research applying a deductive approach with a case study method was carried out to answer the research problems. The criteria used to evaluate the second line roles on the effectiveness of internal control refer to the publication of the Committee of Sponsoring Organization of Treadway Commission (COSO) in collaboration with the Institute of Internal Auditors (IIA) in July 2015 entitled “Leveraging COSO Across the Three Lines of Defense”. Meanwhile, the criteria used to evaluate the role of UKI in internalizing organizational culture refer to the policy evaluation criteria formulated by Dunn (2014), namely: effectiveness, efficiency, adequacy, alignment, responsiveness, and accuracy. The results of the study shows that the operation of UKI in supporting the effectiveness of internal control is quite satisfactory. However, several principles have not been implemented optimally. In addition, it can be seen that the Internalization of Corporate Value (ICV) program prepared by UKI has been quite effective for the internalization of organizational culture. Some aspects whose implementation needs improvement are program simplification, procurement of tools to measure the efficient use of ICV fund, and duration of the ICV program."

"ABSTRAKPenelitian ini bertujuan untuk mengkaji karakteristik responden penelitianterhadap variabel budaya organisasi, kepuasan kerja, motivasi kerja, dan kualitaspelayanan pada satpas di daerah Tangerang Raya; mengkaji deskripsi variabelbudaya organisasi, kepuasan kerja, motivasi kerja, dan kualitas pelayanan padasatpas di daerah Tangerang Raya; dan menguji pengaruh variabel budayaorganisasi, kepuasan kerja, motivasi kerja, terhadap kualitas pelayanan padasatpas di daerah Tangerang Raya.Populasi dari penelitian ini adalah seluruh anggota Satuan Lalu Lintas PolrestaTangerang, Polres Metro Tangerang Kota, dan Polres Tangerang Selatan yangbergerak di bidang pelayanan SIM dan serta masyarakat yang menggunakanpelayanan SIM sebagai pembuatan atau penerbitan maupun perpanjangan SIM didaerah Tangerang Raya. Sedangkan sample penelitian ini adalah partisipanpenelitian yang dipilih melalui metode convenience sampling Gall, Borg Gall,1996:57 , dimana anggota yang sedang melaksanakan tugas dan masyarakat yangtelah mendapatkan pelayanan SIM diminta untuk berpartisipasi dalam pengisiankuesioner. Serta, jumlah sampel dalam penelitian ini adalah sebanyak 110responden.Hasil dalam penelitian ini menunjukkan bahwa variabel budaya organisasimemiliki pengaruh secara signifikan terhadap variabel kepuasan kerja anggotayang melayani masyarakat di Satpas daerah Tangerang Raya; variabel budayaorganisasi memiliki pengaruh secara signifikan terhadap variabel motivasi kerjaanggota yang melayani masyarakat di Satpas daerah Tangerang Raya; variabelbudaya organisasi memiliki pengaruh secara signifikan terhadap variabel kualitaspelayanan SIM di Satpas daerah Tangerang Raya; variabel kepuasan kerjamemiliki pengaruh secara signifikan terhadap variabel motivasi kerja anggota diSatpas daerah Tangerang Raya.; variabel kepuasan kerja memiliki pengaruhsecara signifikan terhadap variabel kualitas pelayanan SIM di Satpas daerahTangerang Raya; dan variabel motivasi kerja memiliki pengaruh secara signifikanterhadap variabel kualitas pelayanan SIM di Satpas daerah Tangerang Raya.

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ABSTRACTThis study aims to examine the characteristics of respondents to the variables oforganizational culture, job satisfaction, work motivation, and service quality atSatpas in Tangerang Raya To examine description of organizational culture, jobsatisfaction, work motivation, and service quality at Satpas in Tangerang Rayaarea And work satisfaction, work motivation, service quality at Satpas inTangerang Raya area.The population of this research are all members of Tangerang Police Traffic Unit,Tangerang City Police Station, and South Tangerang Police Station which isengaged in SIM services and the public who use SIM services as the manufactureor extension of driver 39 s license in Tangerang Raya area. Research participantsselected via convenience sampling method Gall, Borg Gall, 1996 57 , wheremembers who are on duty and people who have SIM are asked to participate infilling in the questionnaire. And, the number of samples in this study were 110respondents.The results in this study indicate the existence of organizational culture thatsignificantly influence the variable of job satisfaction of members serving thecommunity in Satpas area of Tangerang Raya Organizational culture variable hasa significant influence on work motivation in Satpas area Tangerang Raya Organizational culture variable has significant influence to the variable of servicequality of SIM in Satpas area of Tangerang Raya Job satisfaction variable hassignificant influence to work motivation variable of member in Satpas area ofTangerang Raya Job satisfaction variable has significant influence to the variableof service quality of SIM in Satpas area of Tangerang Raya And variable of workmotivation have influence significantly to variable of service quality of SIM inSatpas area of Tangerang Raya."

"Skripsi ini membahas tentang cara-cara yang dilakukan Bank Indonesia dalam memperkuat budaya organisasi KITA-K.Penelitian dilakukan dengan pendekatan kualitatif dengan jenis deskriptif. Hasilnya menunjukkan bahwa budaya KITA-K belum berjalan maksimal walaupun telah dilakukan beberapa program sebagai berikut : ujian tentang KITA-K kepada calon pegawai baru, sosialisasi KITA-K, penerbitan majalah KITA-K, program penyelarasan kultur wajib dan program penyelarasan kultur pilihan. Masalah krusial dalam proses penguatan KITA-K, di antaranya (1) keterbatasan kuantitas sumber daya manusia di Tim Kultur; (2) pimpinan Satuan Kerja belum sepenuhnya mendukung program dari mitra perubahan; dan (3) mitra perubahan tiap Satuan Kerja belum melakukan tugasnya secara maksimal.

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This research discuss about the empowering organization culture of KITAK made in Bank Indonesia. This research is done by qualitative approach with descriptive type. The results showed that empowering organization culture KITAK at Bank Indonesia still not optimal although several program has been done such as : the exam about KITA-K for new employees candidates, socialization about KITA-K, publishing the KITA-K cultural organization magazine, mandatory culture harmonization program and optional culture harmonization program. In fact, there are some crucial problems in the process of empowering organization culture which is (1) the limited quantity of human resources in the Culture Team; (2) the leaders have not fully support the programs of agent change; and (3) agent of changes are not doing their job well."

"ABSTRAKRumah Sakit Islam Sari Asih Ar Rahmah (RSISAA) adalah Rumah Sakitnon profit yang didirikan dalam rangka melayani kaum dhuafa yang ada di kotaTangerang. Sebagai rumah sakit yang baru beroperasi pada bulan November 2011maka RSISAA dituntut untuk meningkatkan kinerjanya dengan baik. Banyakstudi (Denison, 1990; Goffee & Jones, 1998, Robins, 1996) mengindikasikanbahwa perbaikan budaya organisasi akan meningkatkan efektivitas suatuorganisasi. Berdasarkan wawancara singkat penulis dengan direktur rumah sakitdidapatkan beberapa masalah seperti ketidakdisiplinan pegawai yang berulang danteguran surat peringatan yang dirasakan tidak adil mengindikasikan adanyamasalah budaya di RSISAA.Penelitian ini bertujuan untuk merumuskan budaya organisasi yangdisepakati oleh seluruh stakeholder dengan menggunakan pendekatan kerangkapersaingan nilai (Competing Value Framework) di RSISAA. Selain itu juga untukmelihat apakah ada inkongruensi budaya organisasi antara tenaga manajerial dantenaga medis juga antar kriteria budaya. Penelitian ini merupakan suatu studisurvei penelitian analitik dengan menggunakan metode penelitian kuantitatif.Sebagai subyek penelitian adalah yang termasuk kategori tenaga medis danmanajerial di RSISAA dengan jumlah sampel minimal 20% dari populasi yangdianggap dapat mewakili seluruh populasi dengan kriteria inklusi dan eksklusiuntuk memastikan keabsahan penelitian. Instrumen penelitian menggunakankuesioner Organization Culture Assessment Instrument (OCAI) menilai 6 kriteria budaya yaitu 1.) Karakter Dominan, 2.) Kepemimpinan Organisasi, 3.)Manajemen Personel, 4.) Perekat Organisasi, 5.)Strategi yang ditekankan dan6)Kriteria Keberhasilan secara kuantitatif dan disajikan dalam bentuk grafik sertadummy table mengikuti kerangka persaingan nilai (Competing Value Framework)meliputi 4 tipe budaya dominan yaitu : 1.) Budaya Klan, 2.) Budaya Adhokrasi,3.) Budaya Pasar dan 4.) Budaya Hierarki. Lalu hasil analisa meliputi : 1.)Kekuatan Budaya, 2.) Kesenjangan budaya saat ini dan yang diharapkan dan 3.)Kongruensi Budaya.Dari penelitian ini ditemukan adanya dominasi budaya klan pada seluruhpegawai juga pada tenaga medis dan manajerial dengan kekuatan budaya yanglemah. Tampak adanya kecenderungan menuju budaya klan yang lebih kuatsebagai tipe budaya yang kuat korelasinya dengan efektivitas organisasi. Untukmemperkuat budaya klan dapat memanfaatkan nilai sesuai konsep budayaorganisasi islami (Alamsyah 2002) yang berkorelasi dengan budaya klan meliputiikhlas, jujur, menuntut ilmu, sabar, ta?awun (kerja tim) dan lain-lain Kongruensibudaya cukup baik antara tenaga medis dan manajerial akan tetapi yang perludiwaspadai adalah makin melebarnya jarak budaya terutama pada budayaadhokrasi dan hierarki mengindikasikan potensi konflik. Didapatkan jugamiskomunikasi antara persepsi direktur dan seluruh pegawai tentang budayaorganisasi. Hasil dari OCAI ini dapat dijadikan bahan masukan untuk RSISAAmemperbaiki budaya organisasi agar lebih menunjang efektivitas organisasi .

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ABSTRACTSari Asih Ar Rahmah Islamic Hospital is a non profit hospital for the poorin the city of Tangerang. As a new hospital that operate since November 2011, itneeds to make an improvement in its performance. Based on many studies(Denison, 1990; Goffee & Jones, 1998, Robins, 1996) indicate that improvementin organization culture will result in improvement on the organizationperformance. From the short interview taken from the Director of Sari Asih ArRahmah Islamic Hospital there are many problems found including repeatedemployee indisciplinary act and notification letter that the employee think itsunjust indicate that there is a cultural problem in that hospital.Penelitian ini bertujuan untuk merumuskan budaya organisasi yangdisepakati oleh seluruh stakeholder dengan menggunakan pendekatan kerangkapersaingan nilai (Competing Value Framework) di RSISAA. Selain itu juga untukmelihat apakah ada inkongruensi budaya organisasi antara tenaga manajerial dantenaga medis juga antar kriteria budaya.The goal of this research is to found proper set of organization culture thatcan be agreed upon all stakeholder using Competing Value Framework in SariAsih Ar Rahmah Islamic hospital. It also tried to find organization cultureincongruency between management and medical employee, and alsoincongruency between various cultural criteria. This research can be categorizedas an analytic survey study with quantitative method. Chosen for the study subjectare those that can be categorized as medical and management employee in SariAsir Ar Rahmah Islamic Hospital with minimum sampel of 20% from population.Inclusion and Exclution Criteria is also made to make sure the validity of thisresearch. Organization Culture Assesment Instrument (OCAI) Questionaire is used to assess 6 cultural criteria including : 1.) Dominant Characteristic, 2.)Organization Leadership, 3.) Personel Management, 4,) Organization Glue, 5.)Strategic Emphasis and 6.) Success Criteria quantitatively and shown in graphicand dummy table according to Competing Value Framework into 4 culture typethat is : 1.) Clan Culture, 2.) Adhocracy Culture, 3.) Market Culture and 4.)Hierarchy Culture. Analysis of organization culture including 1.) Culture Power,2.) Discrepancey between Present Culture and Prefered Culuter and 3.) CultureCongruency.This study found that Clan Culture is dominant in all employee alsoincluding medical and management employee with a weak culture power. Also itshown tendency toward a stronger Clan Culture as a Culture type that have strongcorrelation to organization effectiveness. To strengthen the Clan Culture it ispossible to used values based on Islamic Organization Culture (Alamsyah 2002)tha correlate strongly to Clan Culture including Ikhlas (Sincerity), Honesty,Science development, Patience, Ta?awun (teamworka) etc. There is a goodCulture congruency between medical and management employee but there is atendency toward widening cultural distance mainly in adhocracy and hierarchyculture that have a potential to cause a conflict that needs to be anticipated. Also itfound a miscommunication problem between the perception of the director withall the employee about the organization culture. The result of OCAI can be madeas an tools for RSISAA to fix its organization culture and supporting theorganization effectiveness."

"Penelitian ini bertujuan memperkaya penelitian yang masih terbatas tentang peranan kepemimpinan strategic pada organisasi publik, melalui penelitian pada organisasi penegakan hukum dalam hal ini Polri untuk mencari faktor faktor yang dapat mengurangi gap persepsi antara polisi dan masyarakat tentang kualitas layanan polisi, khususnya peranan faktor kapabilitas inovasi dan budaya organisasi. Perbedaan persepsi tersebut telah berakibat timbulnya sikap pesimisme public dan antipati terhadap layanan kepolisian, serta menambah kesulitan bagi polisi untuk memelihara keamanan publik. Penelitian kuantitatif ini memakai survei, dengan unit analisis tingkat Polres pada layanan lalulintas dari Kepolisian Republik Indonesia.Sampel penelitian mengambil 6 Polda pada 29 Polres/Polresta dengan responden 484 polisi. Khusus untuk variabel pelayanan berkualitas diteliti perbandingan persepsi selain dari anggota Polri, juga masyarakat dengan 699 responden. Pengujian hipotesis memakai Structural Equation Modeling SEM dan One Way ANOVA menguji perbedaan persepsi atas pelayanan berkualitas antara anggota polisi dan masyarakat. Temuan penelitian ini menunjukkan bahwa kepemimpinan kepolisian berpengaruh langsung dan tidak langsung terhadap kualitas layanan polisi. Disatu pihak, penelitian ini menjumpai pengaruh signifikan dari kepemimpinan kepolisian terhadap budaya organisasi, inovasi dan pelayanan berkualitas.Dilain pihak, penelitian ini menjumpai juga adanya perbedaan yang signifikan dalam hal persepsi antara polisi dan khalayak publik tentang pelayanan berkualitas dari polisi, dalam 4 dimensi; bukti fisik, keandalan, ketanggapan, dan jaminan/ kepastian. Kontribusi pada bidang teori organisasi dan manajemen strategik adalah bahwa kinerja yang rendah dari kepemimpinan kepolisian disebabkan oleh masih dominannya gaya kepemimpinan militeristik serta masih lemahnya gaya kepemimpinan transformasional, sehingga memberi pengaruh negatif atau menghambat peningkatan pelayanan yang berkualitas.

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The purpose of this study is to enrich the current limited study on the application of the concept of strategic leadership in the public organization, through research in the law enforcement organization in this case Polri by investigating the factors to solve or reduce the gap perception between the police and the public, on police service quality; specifically through innovation capability and organizational culture. Such perception gap has created public pessimism and hostility toward police services and making difficult for the police to improve public security. This quantitative research uses a survey, the level analysis unit at the police station traffic policing of the Indonesian National Police.The sample took 6 police regional provinces on 29 cities Polres/Polresta with 484 respondents. The service quality of the traffic police was compared between members of the police, and the society with 699 respondents. Hypotheses testing was done by Structural Equation Modeling SEM and One Way ANOVA test differences in perception of service quality between the police and community members. The findings show that the police leadership has direct and indirect impact on police service quality. On the one hand, the study found significant impact of police leadership on organizational culture, innovation and quality service.On the other hand, there is significant difference in perception between the public and the police about service quality in four dimensions; physical evidence, reliability, responsiveness and assurance. Contribution to the theory of organization and strategic management is that low-performing leadership is caused by no significant change of militaristic style to become transformational leadership, that has a negative influence or hinder the quality service."

"Penelitian ini bertujuan untuk menguji pengaruh budaya organisasi terhadap turnover intention yang dimediasi oleh motivasi kerja. Metode penelitian ini adalah penelitian kuantitatif dengan teknik pengumpulan data melalui penyebaran kuesioner kepada akuntan publik KAP XYZ dan wawancara informan terkait yang kemudian diolah menggunakan regresi dan causal step. Teori yang digunakan dalam penelitian ini adalah teori Budaya Organisasi (Robbins dan Coulter, 2012), teori Hierarki Kebutuhan (Maslow, 2011), dan teori Turnover Intention (Mobley, 1999). Hasil dari penelitian ini menunjukkan bahwa budaya organisasi memiliki pengaruh langsung dengan hubungan negatif terhadap turnover intention, budaya organisasi memiliki pengaruh langsung dengan hubungan positif terhadap motivasi kerja, motivasi kerja memiliki pengaruh langsung dengan hubungan negatif terhadap turnover intention, dan budaya organisasi tetap berpengaruh terhadap turnover intention setelah melalui mediasi motivasi kerja dengan kondisi-kondisi tertentu (partial). Saran bagi KAP XYZ untuk lebih memperhatikan jam kerja dan stress management bagi pegawai.

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This research aims to examine the influence of organizational culture on turnover intention mediated by work motivation. The research method used in this study is quantitave method by distributing questionnaires to public accountants KAP XYZ and interview with related informant. The data was analyzed using regression and causal steps as data analysis techniques. Theories used in this research are the theory of Organizational Culture (Robbins and Coulter, 2012), the Hierarchy of Needs theory (Maslow, 2011), and the theory of Turnover Intention (Mobley, 1999). The results of this study indicate that organizational culture has a significant effect with negative correlation on turnover intention, organizational culture has a significant effect with positive correlation on work motivation, work motivation has a significant effect with negative correlation on turnover intention and organizational culture still has a significant effect even through work motivation as mediated variable with certain condition. It is suggested that KAP XYZ should allocate greater attention to the stress management issue and working hours for employees"

"Skripsi ini menganalisis pengaruh budaya organisasi, strategi persaingan, dan perilaku peran terhadap kinerja organisasi pada sektor usaha kecil dan menengah di DKI Jakarta. Pada penelitian ini peneliti menggunakan dua dari empat karakteristik budaya organisasi, yaitu budaya Apollo dan Athena, dua dari empat karakteristik strategi persaingan, yaitu Defender dan Prospector, dan perilaku Entrepreneur dan Conservative. Keenam variabel bebas tersebut dianalisis untuk melihat pengaruhnya terhadap variabel terikat, kinerja organisasi. Sebanyak 70 total kuesioner survei dari para responden yang kebetulan tengah melakukan pameran hasil produksi usaha mereka dan yang juga para pelaku usaha bertempat tinggal di sekitar tempat tinggal peneliti telah berhasil diproses dengan menggunakan analisis regresi linier berganda. Hasil penelitian menunjukkan bahwa budaya organisasi Apollo, perilaku Conservative, dan perilaku Entrepreneur secara signifikan mempengaruhi kinerja organisasi sektor usaha kecil dan menengah, namun tidak demikian halnya dengan budaya Athena dan strategi persaingan, baik strategi Defender maupun strategi Prospector.

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This paper analyses an organizational culture, competitive strategy, and role behavior, and its impact on organizational performance in the Small and Medium Enterprises located in Jakarta. In this research, the researcher used two of four characteristics of organizational culture, Apollo and Athena culture, and in addition, used two of four characteristics of competitive strategy, Defender and Prospector. Those four independent variables were analyzed along with the other two independent variables, Entrepreneur and Conservative behaviors, to see its impact on organizational performance as dependent variable.

Researcher has successfully processed the total of 70 questionnaires from respondents who were participated in the exhibition held in Jakarta, as well as those who lived in Tebet, South Jakarta area. Using multiple regression analyses, the result shows that Apollo culture and two type of role behavior, Entrepreneur and Conservative, have significantly impacted organizational performance in the Small and Medium Enterprises; however, Athena culture and two types of competitive strategies, Defender and Prospector, did not have any impact towards the organizational performance in the Small and Medium Enterprises located in DKI Jakarta."

"[ABSTRAKPenelitian ini bertujuan untuk menganalisis pengaruh Budaya Organisasi dan Keberadaan Seksi Kepatuhan Internal terhadap Komitmen Perubahan (Commitment to Change) dengan metode General Linier Model (GLM) terhadap 301 orang responden yang bertugas di Kantor Pelayanan Pajak Pratama di Wilayah Jakarta Selatan. Budaya Organisasi diukur dengan instrumen yang dikembangkan oleh Daniel R. Denison dan Aneil K. Mishra, yang terdiri atas sub variabel involvement, consistency, adaptability, dan mission. Sementara Keberadaan Seksi Kepatuhan Internal diukur dengan merujuk pada Surat Direktur Jenderal Pajak Nomor S-637/PJ/2013 Tanggal 31 Desember 2013 tentang Perangkat Pemantauan Kepatuhan terhadap Kode Etik dan Disiplin Pegawai. Sedangkan Komitmen Perubahan (Commitment to Change) diukur oleh instrumen yang dikembangkan oleh Herscovitch dan Meyer yang terdiri atas sub variabel affective commitment, continuance commitment dan normative commitment. Penelitian ini membuktikan bahwa sub variabel Budaya Organisasi (involvement dan mission) berpengaruh positif dan signifikan terhadap Komitmen Perubahan Afektif (affective commitment) dan Komitmen Perubahan Normatif (normative commitment). Sementara variabel Keberadaan Seksi Kepatuhan Internal tidak berpengaruh secara signifikan terhadap Komitmen Perubahan (Commitment to Change). Penelitian ini juga membahas tentang implikasi (saran) dan keterbatasan penelitian.;

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ABSTRACTThis study is to analyze the effect of organizational culture and the existence of Internal Control and Compliance Division on Commitment to Change using General Linier Model (GLM) towards 301 respondents who worked at Directorate General of Taxes. Organizational culture was measured with an instrument developed by Daniel R. Denison and Aneil K. Mishra, which consists of sub-variables involvement, consistency, adaptability and mission. The existence of Internal Control and Compliance Division was measured with an instrument The Letter of the Director General of Taxation Number S-637/PJ/2013 dated December, 31, 2013. While Commitment to Change was measured with an instrument developed by Herscovitch dan Meyer, which consists of sub-variables affective commitment, continuance commitment and normative commitment. The result of this study indicate that sub variables Organizational Culture (involvement and mission) have positive and significant impact on affective commitment to change and normative commitment to change. While the variables existence of Internal Control and Compliance Division don?t have influence on all sub variables of commitment to change. This study also discusses the implications (suggestion) and the limitations of the study., This study is to analyze the effect of organizational culture and the existence of Internal Control and Compliance Division on Commitment to Change using General Linier Model (GLM) towards 301 respondents who worked at Directorate General of Taxes. Organizational culture was measured with an instrument developed by Daniel R. Denison and Aneil K. Mishra, which consists of sub-variables involvement, consistency, adaptability and mission. The existence of Internal Control and Compliance Division was measured with an instrument The Letter of the Director General of Taxation Number S-637/PJ/2013 dated December, 31, 2013. While Commitment to Change was measured with an instrument developed by Herscovitch dan Meyer, which consists of sub-variables affective commitment, continuance commitment and normative commitment. The result of this study indicate that sub variables Organizational Culture (involvement and mission) have positive and significant impact on affective commitment to change and normative commitment to change. While the variables existence of Internal Control and Compliance Division don’t have influence on all sub variables of commitment to change. This study also discusses the implications (suggestion) and the limitations of the study.]"