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"ABSTRACTInspired by the fast development of knowledge-based competitiveness theories, in the beginning of 2000, Christine Soo and Timothy Devinney of Australian Graduate School of Management, University of New South Wales in Australia worked together with David Midgley of a leading business school INSEAD in Fontainebleau, France to conduct an exploratory study to identify variables that affect knowledge creation process in a company. The study identified there are 11 significant variables that play significant roles in the knowledge creation process of a company. The said eleven variables are: (1) formal collaboration activity, (2) formal interaction activity, (3) information acquisition activity, (4) knowledge acquisition activity, (5) creativity in problem solving and decision making activity, (6) completeness in problem solving and decision making activity, (7) consensus in problem solving and decision making activity, (8) new knowledge creation, (9) innovation, (10) individual absorption, and (11) organizational absorption.With the use of the said eleven variables, a study is conducted in 43 fully-fledged companies that develop, produce and sell their proprietary - not licensed - cosmetics. The objective of this study is to identify, analyze and elucidate the structure of knowledge creation model in national private, large scale cosmetics companies in Indonesia.Some statistical techniques were used to analyze data with the help of LISREL (Linear Structural Relation) software of 8.53 versions. Different from the research conducted by Soo, Midgley and Devinney (2000, 2002), Structural Equation Modeling (SEM) instead of Partial Least Square (PLS) was used to investigate into the model presented in this research.The research revealed that the structure of knowledge creation model of large-scale national private cosmetics companies in Indonesia is not identical to the structure of knowledge creation model developed by Soo, Midgley and Devinney (2000). The differences in the model are attributable to five factors, all of which resulting from the differences in data source, data gathering method and analysis tool."

"Skripsi ini membahas proses kreasi pengetahuan yang dilakukan staf perpustakaan dalam menghasilkan inovasi di Perpustakaan Universitas Indonesia. Penelitian ini adalah penelitian kualitatif dengan desain deskriptif. Pengumpulan data dilakukan dengan metode wawancara. Hasil penelitian menemukan bahwa proses inovasi di Perpustakaan Universitas Indonesia melibatkan proses kreasi pengetahuan organisasi yang terjadi di dalam interaksi antara anggota organisasi, baik interaksi informal maupun formal. Penelitian ini menyarankan Perpustakaan Universitas Indonesia untuk secara sistematis mengelola pengetahuan melalui program berbagi pengetahuan, memanfaatkan intranet, serta membentuk divisi yang bertugas melakukan riset dan pengembangan untuk meningkatkan kualitas inovasi di Perpustakaan Universitas Indonesia.

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The Focus of this study is to investigate the process of knowledge creation that had been done by library`s staff in earning innovation at the University of Indonesia Library. This research is a qualitative with a descriptive design. The data were collected by means of deep interview. The results founded that innovation process at University of Indonesia Library involved the organization`s knowledge creation that happened in the interaction between organization members, either formal nor informal. This research suggest university of Indonesia to systematically manage the knowledge through the sharing of knowledge, the using of intranet, and the establishment of a division who responsible for research and development to improve the quality of innovation."

"ABSTRAKPenciptaan pengetahuan (knowledge creation) memiliki arti yang sangat strategis dan sekaligus panting bagi perkembangan dunia bisnis belakangan ini. Sebab pengetahuan dapat menghasilkan inovasi dan keunggulan bersaing bagi perusahaan. Para manajer perusahaan, karenanya harus dapat mengidentitikasi dan membantu perusahaan dalam mengakses berbagai pengetahuan yang dibutuhkan dalam rangka penciptaan nilai secara berkesinambungan.Semakin pentingnya pengetahuan bagi perusahaan dapat dilihat dari perkembangan produk yang dihasilkan. Semakin canggihnya produk baik dari segi isi maupun produksi, telah mengakibatkan landasan bersaing perusahaan pun ikut bergeser pula, yakni semakin mendasarkan pada pengetahuan. Intinya adalah pada pengembangan pengetahuan yang sangat berharga dan sulit ditiru, serta yang dapat menghasilkan keunggulan bersaingsecara berkelanjutan.Meskipun arti pentingnya pengetahuan mendapatkan pengakuan secara Iuas, tetapi tidak banyak penelitian yang dilakukan terkait dengan bagaimana pengetahuan tersebut diciptakan dan diimplementasikan, terutama pengetahuan tasit (tacit knowledge) yakni pengetahuan yang berakar pada keahlian dan pengalaman yang tertanam di dalam diri setiap individu. Karena itu meski meski diakui pentingnya pengetahuan tersebut bagi keunggulan bersaing perusahaan, tetapi tidak banyak perusahaan yang memperoleh manfaat dari pengetahuan tersebut.Bertolak dari hal itu maka penelitian dilakukan terhadap industri batik. Industi yang banyak mengandalkan pada saat tidak berwujud atau pengetahuan tasit tersebut. Industri batik dipilih juga karena selain memiliki basis akar budaya yang Iuas di seluruh wilayah nasional dan banyak digeluti oleh masyarakat, terutama lapisan bawah, Serta banyak menyerap tenaga kerja. Industri batik juga merupakan produk yang inovatif disamping masih menyimpan potensi yang belum dikembangkan secara optimal.Penelitian ini dilakukan di empat daerah pusat perkembangan industri batik yakni Solo, Yogyakarta, Pekalongan, dan Cirebon. Empat daerah ini sekaligus mewakili karakteristik batik yang ada yakni Solo dan Yogyakarta mewakili batik keraton, sedangkan Pekalongan dan Cirebon mewakili batik pesisir. Tujuan penelitian ini adalah untuk merekonstruksi model penciptaan pengetahuan para perusahaan batik di empat daerah industri.Penelitian ini menggunakan pendekatan positivistik dan melibatkan 171 responden yang mewakili masing-masing perusahaan (sample) yang berasal dari sebanyak 220 popuiasi perusahaan batik skala menengah dan besar di empat daerah. Data diperoleh dengan menggunakan metode survey dengan menggunakan daftar pertanyaan. Sedangkan untuk pendalamannya dilakukan wawancara dengan para informan yang dipilih dan mewakili perusahaan mereka masing-masing. Data diolah dan dianalisis dengan menggunakan statistik model persamaan struktural (Struktural Equation Modelling-SEM).Adapun software yang digunakan dalam mengolah data ini adalah Program LISREL (Linear Structural Retations) yersi 8.50. Penelitian dilakukan pada Agustus 2004 sampai dengan Juni 2005.Hasil penelitian menunjukkan bahwa terjadi konversi pengetahuan dari sosialisasi, ekstemalisasi, kombinasi, dan internalisasi dalam perusahaan batik di empat daerah. Konversi pengetahuan inilah yang kemudian menghasilkan pengetahuan baru serta kemudian menjadi pendorong bagi inovasi. Penciptaan pengetahuan di empat daerah industri batik dapat berlangsung karena didukung oleh Iingkungan perusahaan. Terdapat satu variable yang tidak signitikan, yakni variabel pengulangan yang termasuk di dalam kondisi pendukung.Ditemukan pula bahwa proses penciptaan pengetahuan perusahaan berlangsung dengan baik di Pekalongan, kemudian Cirebon, menyusul Yogyakarta dan terakhir Solo. Demikian pula daerah pesisir Pekalongan dan Cirebon Iebih baik dibandingkan daerah keraton Solo dan Yogyakarta dalam hal penciptaan pengetahuan. Sementara itu antara Yogyakarta dengan Cirebon, meskipun keduanya mewakili daerah dengan karakteristik batik yang berbeda, tetapi keduanya tidak berbeda dalam hal penciptaan pengetahuan.Hasil penelitian ini menyimpulkan bahwa perusahaan-perusahaan batik yang berada di empat daerah industri batik memiliki berpotensi untuk dapat dikembangkan menjadi perusahaan-perusahaan yang mampu menciptakan inovasi secara terus menerus. Mengingat penelitian ini unit analisisnya perusahaan, maka potensi yang dimiliki perusahaan-perusahaan batik berupa adanya penciptaan pengetahuan, tidak akan mampu memberikan berarti banyak apabiia tidak didukung oleh kondisi Iingkungan (makro ekonomi) yang kondusif.

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ABSTRACTKnowledge creation plays an important role in the development of business nowadays because knowledge could generate innovation that could lead into competitive advantages. Therefore the management should be abie to identify and access various knowledge needed for a continuous process of value creating.Even though the importance of knowledge has been widely acknowledged, there is not much study has been done in the correlation to how knowledge is created and implemented especially the one conceming tacit knowledge, a knowledge uniquely owned by one individual that originated from his or her skills and experiences. Therefore, even though the importance of it for company's competitive advantage is already been acknowledge, not many company get benefit from it.This study is focusing in batik industry, because the base of this industry is more into intangible assets or tacit knowledge. It also has a wide cultural basis in Indonesia and takes up a lot of man power. Batik is an innovative product that still hasn't reach its full potential. Therefore with this study we can reveal the importance of tacit knowledge in terms of helping the innovation process in batik industry.The study take place in four batik industry region which is Solo, Yogyakarta, Pekalongan and Cirebon. This four regions are also representing the characteristic of batik. Solo and Yogyakarta are representing ?Batik Keraton? and Pekalongan and Cirebon are representing ?Batik Pesisi|". The objective of this study is to reconstruct a model of company's knowledge creation process in all four industry region.The approach used in this study is ?positivistic". There are 171 respondents who representing each company (sample) originated from middle and large scale batik companies in the four study areas. The data is acquired using questionnaires and in depth interviews with selected companies? representatives. Strukturai Equation Modelling-SEM is used for the data processing and analysis while the software used is LISREL (Linear Structural Relations) 8.50 version. The study took place from August 2004 to June 2005.This study shows that the conversion of knowledge from socialization, externalization, combination and internalization is exist in the batik's companies in all four area. Later on this conversion will lead into new knowledge and becoming the drive for innovation. Knowledge creating processes in all four batik industrial area could take place because it is supported by companies? environment but there is one insignificant variable which is redundancy.It also discovered that company's knowledge creating process is signiticantly found in Pekalongan and then Cirebon, Yogyakarta and Solo. The study also conclude that ?Pesisir" areas, Pekalongan and Cirebon is better than Yogyakarta and Solo in terms of knowledge creating process and found out that even though Yogyakarta and Cirebon is representing different batik characteristic, they both share the same approach in the knowledge creating process.This study is concluding that batik's companies in four industrial areas have the potential to create a continuous innovation process. Considering the unit analysis in this study is company, this potential will not have a significant effect without a conducive macro economy condition."

"ABSTRAKPenderita gangguan jiwa dari tahun ke tahun cenderung mengalami peningkatan. Halusinasi merupakan bentuk perilaku yang sering ditemukan pada pasien dengan gangguan jiwa. Pengetahuan keluarga sangat diperlukan dalam merawat pasien dengan halusinasi. Tujuan penelitian ini adalah untuk mengetahui sejauhmana tingkat pengetahuan keluarga dalam merawat pasien halusinasi di Poliklinik Psikiatri Rumah Sakit Marzoeki Mahdi Bogor. Penelitian ini bersifat deskriptif, menggunakan teknik purposive sampling terhadap 104 responden. Hasil penelitian menunjukkan bahwa sebanyak 57,7% responden memiliki tingkat pengetahuan tinggi dalam merawat pasien halusinasi, 25 % responden memiliki tingkat pengetahuan sedang, dan 17,3% memiliki tingkat pengetahuan rendah. Penelitian ini mengindikasikan pentingnya pengetahuan bagi keluarga dalam merawat pasien halusinasi.

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abstract

People with mental disorders tend to increase. Hallucination is a form of behavior that often found in patient with psychiatric disorders. Knowledge of the family is important to cure patient with hallucination. The purpose of this study was to determine the extent of the knowledge level of the family in caring for patient hallucination in Psychiatric Clinic of the Hospital Marzoeki Mahdi Bogor. This study is descriptive, using a purposive sampling technique on 104 respondents. The results showed that 57.7% of respondents have particularly high levels of knowledge in caring patient hallutination, 25% of respondents have a mid level of knowledge , and 17.3% have a low knowledge level. This study indicates the importance of knowledge in caring patient hallucination for the family."

"Analyzing Knowledge Creation and Knowledge Management in Bio Farma, LtdKnowledge is very significant for a success of company. Through the creation of knowledge in either internal process or external process of the company will create value, which raise the grade of company out of basis of assets. Knowledge superiority as intangible has been proved in many cases of prominent company in the world recently.

The success of prominent company is enabled and master in organizing knowledge creation continuously. Creating knowledge of company means the ability of it as a whole. To create a new knowledge, spreading it in the company, and appearing in production, service and system.

It, however, has to be admitted that knowledge creation is not easy in practice. Basically it needs process management which is continuously and dynamically, commonly known as knowledge management. Through implementation in many factors backing up knowledge creation in individual level, community and organization wholly, will create synergic relation between knowledge modal as a foundation and innovation as the result.

Because of the important of knowledge, it has pushed the writer to research how knowledge creation practice, especially in a company characterized by knowledge intensive, the process and the decline of which will be very determined by how good knowledge developed in a company. Moreover, a strong control from the customer to the quality of Biofarma, Ltd. products make the company always to control the quality of product.

The strong control is caused that the product of Biofarma, Ltd. is a company that produces serum and vaccine, production that has big risk to the customers. The success of Biofarma in producing knowledge not only will determine the existence of the company but also will save human s from danger diseases.

This research finds how knowledge management and the activity of knowledge creation well done in the company. Knowledge management, according to Nonaka (2000) is enabling condition or requirement that is provided by knowledge creation. According to .Tarn Hidayat Tjakraatmaja (2002), knowledge management is identically to create learning environment. For the company wanting to increase the quality of knowledge creation, creating learning environment is a must.

This research uses knowledge management approach by Nonaka at. Al (2000) who asks requirement; instill knowledge vision manage a conversation mobilize knowledge activist, crate the right connect, and globalize local knowledge. Whereas for the activity of knowledge creation, this work uses model developed by Tuomi (1999) who divides knowledge into five groups of activities; articulation, accumulation, anticipation, apprehension, and action.

This research finds how knowledge management in Biofarma, Ltd., generally, has been running well. Based on, however, the basis of activity that is researched, the intensity of attention is not equal to the domination or the important of activities in knowledge management.

In knowledge creation, however, is found the weak in the basis that the activity of knowledge creation created more in this internal activity or daily activities. According to the result of the research that external activities must be more dominant in knowledge creation then that of internal.

Research can prove that knowledge creation is very involving with how knowledge managed. Like land for the potential of growing plant, knowledge management is life concession for knowledge creation.

Knowing how knowledge management and knowledge creation in the company will be able to identify the weakness that is still there. And knowing what activities or aspect which is very dominant relating to them will be known in which side knowledge management and knowledge creation must be strengthened. Like in Biofarma, Ltd. the activity that must be strengthened is external activities. Knowledge creation should be many More in community of interaction which pass through the restrictions of into and inter organization.

Xiii + 131 pages + 19 table - 18 pictures + 6 appendixes

Bibliography: 42 books, 13-science research journal (1991-2003), and 6 homepages"

"Karya akhir ini meneliti tentang pengaruh dari karakteristik tertentu perusahaan terbuka di Bursa Efek Indonesia terhadap kepemilikan asing di pada periode 2008 sampai dengan 2014. Karakteristik yang digunakan pada penelitian kali ini adalah ukuran perusahaan, rasio lancar, rasio solvabilitas, potensi pertumbuhan, dividend yield dan faktor risiko. Tingkat kepemilikan asing selanjutnya dianalisis dengan menggunakan teknik analisis data panel untuk masing masing set data indeks LQ45, Non LQ45 dan Gabungan. Penelitian membuktikan adanya pengaruh yang signifikan dari karakteristik perusahaan terhadap kepemilikan asing. Karakteristik yang terbukti berpengaruh adalah : ukuran perusahaan, rasio lancar, rasio solvabilitas, potensi pertumbuhan dan dividend yield. Namun, tidak ditemukan adanya pengaruh signifikan faktor risiko terhadap kepemilikan asing pada ketiga set data

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This final study examines the effect of certain characteristics of companies/firms publicly listed in the Indonesian Stock Exchange, on the ownership of foreign investors during the periods of 2008 to 2014. The characterisctis examined in this study are the size of the company/firm, the current ratio, solvability ratio, growth potentials, dividend yield and the risks factors. Further, the level of foreign ownership is analyzed using the analytical technique of panel data applied for each index data set of LQ45, Non LQ45 and the combination of both. The reseach evidences  the       existence         of         a          significant       effect   that            a          company/firm’s characteristics have to foreign ownerships. The characteristics that are evident to have such an effect are: the size of the company/firm, current ratio, the growth potentials and dividend yield. However, risks factors are not verified to have a significant effect on foreign ownerships as it is applied for examination for the three data set

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"Penulisan tesis dengan judul di atas didasari bahwa Employee Stock Ownership Plans (ESOP) telah lama dipraktekkan di berbagai negara, namun di Indonesia, ESOP baru mulai diaplikasikan sekitar tahun 2000 an yang programnya biasanya dilaksanakan pada saat Initial Public Offering (IPO). Melihat perkembangan tersebut, ternyata sampai saat ini belum ada peraturan perpajakan yang komplit yang mengatur penghasilan yang diperoleh dari masing-masing jenis saham pada program ESOP, baik itu dalam Undangundang Perpajakan maupun dalam peraturan pelaksanaan perpajakan. Peraturan pelaksanaan yang ada hanya membahas tentang pemberian bonus saham dan stock option sehingga masih dirasa kurang detail. Sudah dapat dipastikan bahwa hal ini akan berdampak pada kurang memadainya pengetahuan atas ESOP dan perlakuan perpajakannya bagi karyawan Direktorat Jenderal Pajak secara umum. Hal yang tidak dapat dihindari adalah perbedaan persepsi mengenai perlakuan pajak atas ESOP akan timbul di intern DJP sendiri maupun dengan pihak praktisi atau konsultan, baik dalam diskusi maupun pada saat ada pemeriksaan.Keterbatasan literatur tentang ESOP di perpustakaan menambah daya tarik sekaligus cukup membuat 'lelah' dalam penyelesaiannya. Keikutsertaan untuk tinggal sementara di Hong Kong ternyata membuahkan kesempatan dan ide baru untuk menyandingkan perlakuan pajak ESOP di Indonesia dengan di Hong Kong dan Amerika tentunya, dimana peraturan pajaknya sering dijadikan acuan. Dari hasil persandingan ketiga peraturan tersebut, ternyata hanya Indonesia yang menerapkan tarif final dan pengenaan pajak berdasarkan prinsip realisasi saat penjualan saham di Bursa Efek atas stock option, yang merupakan salah satu jenis saham yang ada dalam ESOP. Sedangkan kedua negara yang lain menerapkan accrual basis dan penerapan tarif progresif sejak saat exercise stock option. Dengan meneliti dan menganalisa penerapan ESOP/MSOP di PT BRI, Tbk maka dapat diketahui bahwa pada saat exercise, DJP kehilangan potensi cash in flow yang tidak sedikit. Dari perhitungan terhadap 10 (sepuluh) orang karyawan maka potensi penerimaan pajak yang hilang sejumlah Rp 176.309.550,-. Jumlah tersebut sebesar 22% dari jumlah program MSOP, maka potensi pajak yang hilang adalah Rp 801,407,405,- (baru untuk 1 perusahaan). Dengan asumsi harga saham pada saat exercise lebih besar dibanding pada saat penetapan, maka jumlah potensi pajak yang hilang akan semakin besar jika beberapa perusahaan lain juga melaksanakan program ESOP/MSOP (siaran pers akhir tahun Bapepam, dinyatakan bahwa ada 7 (tujuh) perusahaan yang melaksanakan program ESOP/MSOP di tahun 2007). Memang perlu persiapan yang matang untuk pelaksanaan kebijakan seperti yang diterapkan di Amerika dan Hong Kong, antara lain: on line data antara DJP dengan Bursa Efek dan departemen/instansi terkait, integrasi data intern DJP, kesiapan wawasan bagi staf DJP, konsultan pajak maupun praktisi.Dari hasil wawancara dengan responden maka dapat ditarik kesimpulan dari hipotesa sebelumnya bahwa masih banyak karyawan Direktorat Jenderal Pajak yang belum memahami dengan baik tentang ESOP dan perlakuan perpajakannya. Usul yang dapat disampaikan adalah dalam jangka pendek: perlu disusun dan diterbitkan Peraturan Menteri Keuangan tentang ESOP dengan tetap mempergunakan tarif final sebagai penyempurnaan atau penggabungan dari beberapa peraturan pelaksanaan ESOP yang saat ini telah ada yaitu: Surat Edaran Dirjen Pajak nomor SE-02/PJ.33/98 tanggal 16 Maret 1998, SE-56/PJ.42/1999 tanggal 31 Desember 1999 dan SE- 13/PJ.43/1999 tanggal 22 Maret 1999 dengan menjelaskan secara detail mengenai definisi, jenis, perlakuan pajaknya dan tarif pajak dari masing-masing jenis ESOP. Draft peraturan dimaksud pada lampiran. Dalam jangka menengah, diusulkan agar tarif atas penghasilan dari transaksi saham di Bursa Efek tidak lagi berupa tarif final yang dikenakan pada saat realisasi penjualan saham tetapi menggunakan tarif progresif dengan menerapkan accrual basis sehingga terlaksana prinsip matching. Oleh karena itu, disarankan untuk memuatnya dalam salah satu Pasal di Undang-undang atau memuatnya dalam Peraturan Pemerintah pengganti Peraturan Pemerintah Nomor 41 Tahun 1994 tanggal 23 Desember 1994 dan perubahannya (Peraturan Pemerintah Nomor 14 Tahun 1997 tanggal 29 Mei 1997). Draft Peraturan Pemerintah tentang pajak penghasilan atas penghasilan yang didapat dari ESOP dapat dibaca di lampiran.

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This thesis is written based on the fact that Employee Stock Ownership Plans (ESOPs) have long been practiced in many countries, however in Indonesia, the ESOP programs-that were only introduced in the early 2000s- are not supported by a comprehensive tax law or taxation guideline to regulate the revenue derived from the respective stocks under the ESOP that is usually offered at the Initial Public Offering. The prevailing tax regulation only addresses the stock bonuses and stock options in general. Having no clear tax regulation on ESOPs, the tax officers under the Directorate General of Taxation (DGT) have limited understanding on handling the taxation of the ESOP. The implications are that different interpretations may arise in the audit process as well as in discussions on the taxation of such transactions among the staff in the tax office, the tax practitioners or consultants.The limited text on ESOP in Indonesia provides a challenge but also stimulates the drive to seek further literature on this subject. Having the chance to temporarily stay in Hong Kong, the writer developed the idea and gained the opportunity to compare the taxation on ESOP in Indonesia with the similar taxation regulation in Hong Kong and in USA that is often used as a reference. From reviewing the three tax regulations, it is apparent that only Indonesia applies a final tariff and imposes a tax based on the actual sales of stock options in the stock market as part of the ESOP. Meanwhile, the other two countries impose an accrual basis and progressive tariff at exercising the stock options. The analytical study on the implementation of the ESOP/MSOP at BRI (public limited company) shows that at the time of exercising the options, there is a significant potential loss of cash in-flow from the transactions. The calculation from ten employees exercising their options has indicated a potential loss of tax revenue amounting to Rp 176,309,550. This amount equals to 22 % stock options under Phase I of the MSOP Program, which means a potential loss of tax revenue from only one company amounting to Rp. 801,407,405. Assuming that the exercise price is higher than the issue price, then the potential loss is even greater since many other companies also run ESOP/MSOP programs. (According to the Indonesian Capital Market Supervisory Board?s year-end press release, there were seven companies that have implemented the ESOP/MSOP programs in 2007.) It is clear that to enact a tax policy such as in the US or in Hong Kong there are certain requirements that need to be fulfilled among others: the availability of integrated on-line data shared by the DGT (Tax Office) and the Stock Market as well as the knowhow of the tax officers, the tax consultants or practitioners.Based on the interview of the respondents, it can be concluded that from the hypothesis that there are still many staff of the DGT that do not have adequate understanding of ESOP nor do they understand the tax policy for such transaction. It is recommended in the short run, that the Ministry of Finance issue a regulation on ESOP that applies a final tariff. This proposed regulation is a revision or an integration of the existing regulations i.e.: Circular Letters from the Director General of Tax, Number SE- 02/PJ.33/98 dated 16 March 1998; Number SE-56/PJ.42/1999 dated 31 December 1999 and Number SE-13/PJ.43/1999 dated 22 March 1999. The regulation should explain in detail the definition, the types of ESOP, the tax treatment for the respective type of ESOP. The draft of this regulation is exhibited on supplement. In the medium term, it is recommended that the calculation on stock trade revenue should no longer apply a final tariff that is imposed at the time the stock is exercised. Instead, a progressive tariff should be applied on an accrual basis to comply with the principles of matching. Therefore, it is advised that such clause be included in one of the articles in the Government Ordinance in Lieu of Government Ordinance Number 41 of 1994 dated 23 December 1994 and its amendment (Government Ordinance Number 41 of 1997 dated 29 May 1997). The draft of tax imposed on revenue from Employee Stock Ownership Plans (ESOP) regulation is exhibited on supplement."

"Di dalam banyak penelitian, kreasi pengetahuan hanya berbicara mengenai bagaimana mengontrol pengetahuan tetapi tidak mampu mendukung pengetahuan yang ada sehingga seringkali kegiatan-kegiatan perusahaan tidak membuat kreasi pengetahuan timbul. Kreasi pengetahuan yang produktif dan berkelanjutan membutuhkan lebih banyak usaha/aktivitas yang dijalankan oleh individu-individu di dalam organisasi sehingga memampukan pencapaian hal tersebut. Enabler pengetahuan mencakup aktivitas-aktivitas organisasi yang dihubungkan dengan kreasi pengetahuan terdiri dari lima enabler yaitu: 1. visi bersama, 2. pengelolaan percakapan, 3. mobilisasi penggerak pengetahuan, 4. penyediaan lingkungan yang kondusif, 5. penyebaran pengetahuan internal. Dalam disertasi ini dibahas mengenai pengaruh yang signifikan antara komponen enabler pengetahuan dengan kreasi pengetahuan terhadap pengetahuan perusahan di kelompok Kalbe dan perbedaan yang signifikan antara komponen enabler pengetahuan dengan kreasi pengetahuan terhadap pengetahuan perusahaan dilihat dari sudut pandang kelompok manajer dan kelompok karyawan di kelompok Kalbe. Populasi penelitian ini adalah seluruh karyawan kelompok Kalbe yang berjumlah 9300 orang (300 manajer dan 9000 karyawan) dengan sampel penelitian berjumlah 200 responden (40 manajer dan 160 karyawan) ditentukan dengan cara stratified purposive random sampling. Pengumpulan data dilakukan dengan menggunakan LISREL (Linear Structural Relationship) dan Metode Persamaan Struktural (Structural Equation Model) diperoleh kesimpulan bahwa: 1. Visi bersama selalu disosialisasikan baik pada pertemuan-pertemuan formal dan infomal serta pada billboard setiap lantai gedung sehingga karyawan mengetahui apa yang menjadi visi bersama perusahaan. Visi bersama sebagai enabler pertama mempunyai pengaruh yang signifikan terhadap penyediaan lingkungan yang kondusif dan mobilisasi penggerak pengetahuan (hal 173); 2. Partisipasi karyawan yang aktif berbicara dalam setiap pertemuan CFI? (cross functional team) yang diadakan memegang peranan yang sangat penting untuk mengetahui apakah ide/konsep yang telah dibuat CFC (cross functional comittee) dapat dijalankan atau tidak. Pengelolaan percakapan tidak Iepas dari peran direksi/manajer, 3. Mobilisasi pengggerak pengetahuan dipengaruhi signifikan oleh visi bersama dan pengelolaan percakapan. Peran penggerak pengetahuan di kelompok usaha Kalbe dipegang oleh direksi/manajer yang secara sporadis mengusahakan agar setiap pertemuan terjadi sharing dan saling benchmark di antara perusahaan yang rutin diadakan, 4. Penyediaan lingkungan yang kondusif dipengaruhi secara signifikan oleh visi bersama, dalam arti bahwa dengan mengetahui visi bersama, maka setiap kegiatan yang dijalankan akan mendukung pencapaian visi bersama sehingga kebebasan menggunakan internet, teleconference adalah untuk kepentingan perusahaan dan membuat antar karyawan saling berinteraksi dengan cepat (hal 181). 5. Penyebaran pengetahuan internal tercermin melalui berita-berita yang dirangkum di dalam bulletin-board perusahaan, 6. Kreasi pengetahuan dipengaruhi secara signifikan oleh visi bersama, pengelolaan percakapan, mobilisasi penggerak pengetahuan dan penyebaran pengetahuan internal (hal 187-188), 7. Adapun program untuk meningkatkan sumberdaya yang dilakukan adalah mengadakan seminar-seminar dengan memanggil para pakar yang anti di bidangnya, pelatihan in -house training dan external training. Pengetahuan perusahaan di kelompok kalbe bukan hanya jarang dimiliki tetapi juga sulit ditiru (hal 191-192).Adapun rekomendasi yang diusulkan dalam penelitian ini adalah: 1. Perlu ditekankan kepada sluruh direksi/manajer bahwa peran penggerak pengetahuan rnerupakan tugas dan tanggungjawab mereka sehingga memberikan job description yang jelas dan diperhitungkan sebagai indikator penilaian kinerja jabatan, 2. Penyebaran pengetahuan internal tugas dari seluruh manajer yang ada dan didukung oleh seluruh karyawan, 3. Perlu forum bagi karyawan baik di kantor pusat maupun cabang untuk dapat mempresentasikan kreasi pengetahuan secara langsung ke manajer-manajer dan rekan kerja sebagai wadah untuk membangkitkan kreasi pengetahuan Ialu setelah itu dianalisis apakah kreasi pengetahuan tersebut bermanfaat atau tidak. Bagi karyawan Iebih baik mengikuti workshop/training (Iebih aktif) daripada mengikuti seminar-seminar yang sifatnya hanya mendengarkan saja (Iebih pasif), 4. Perlu forum bagi karyawan baik di kantor pusat maupun cabang untuk dapat mempresentasikan kreasi pengetahuan secara langsung ke manajer-manajer dan rekan kerja sebagai wadah untuk membangkitkan kreasi pengetahuan Ialu setelah itu dianalisis apakah kreasi pengetahuan tersebut bermanfaat atau tidak.

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Most researches convey the knowledge creation is all about controlling knowledge rather than supporting it; which allows inability of knowledge creation in corporate activities. lt needs more works/activities on individual level within the organisation to enable the attainment of productive and sustainable knowledge creation. There are live enablers which are organisational activities related to knowledge creation: [1] Common goal, [2] Conversation management, [3] Knowledge-mover mobilisation, [4] The provision of supportive environment, [5] lntemal knowledge distribution.

This dissertation discusses the effect of enablers on knowledge creation and how significant it would affect Kalbe Group's corporate knowledge. Furthermore, we will also see the significant differences of that effect between managers and subordinates within the group. Research population is 9300-total Kalbe Group's employees (300 managers and 9000 subordinates); 200 (40 managers and 160 subordinates) of which are determined as respondent samples by stratified purposive random sampling method.

The data polling process - conducted in accordance with the Linear Structural Relationship (LISREL) method and the Structural Equation Model - resulting in the following conclusions:

[1] The common goal of the corporation has always been well-socialised to its employees, either in format or infonnal meetings. The usage of billboard presentation on every floor of the corporate building has also been a common way of presenting it common goal as the first enabler has significant effect on providing supportive environment and mobilising knowledge-mover (p 173).

[2] Subordinates' participation in form of active-conversing within cross functional team (CFT) meetings proved to be crucial in determining whether the concepts or ideas generated by the cross functional committee (CFC) are applicable. Thus, the conversation management is an executivelmanagerial responsibility.

[3] Knowledge-mover mobilisation is effected significantly by common goal and conversation management. This role of knowledge-mover in Kalbe Group is engaged by executive officers/managers who sporadically endeavour the presence of sharing and benchmarking in every routine corporate meeting.

[4] The provision of supportive environment is effected significantly by common goal, to the extent of by comprehensively realising the common goal; every activity conducted within the corporation is every effort to achieve if. Hence, the free usage of today's telecommunication technology (i.e. internet, teleconference, etc.) is for the corporate interest and helping faster interaction between employees (p 181).

[5] lnternal knowledge distribution is reflected by information attached on corporate bulletin board.

[6] Knowledge creation is effected signincantly by common goal, conversation management, knowledge-mover mobilisation and internal knowledge distribution (p 187-188).

[7] There are also programmes conducted to enhance the human resource, e.g. seminars involving relevant expertise, in-house training and external; which come to the image that Kalbe Group?s corporate knowledge, not only scarcely found in other corporations, it is also hardly to follow (p 191-192).

However, there are some recommendations generated from this research to be considered:

[1] the important role as knowledge-movers for all members of executive board and managers should be put into theirjob description, and also into the perspective of their performance evaluation indicator.

[2] Managers have the duty in distributing internal knowledge with the full support of their subordinates.

[3] For employee-enhancement programmes, interactive workshops/trainings are more endorsed to be participated than those of passive seminars.

[4] There is a necessity in providing a forum for subordinates in the headquarters as well as branches, to express their views and ideas in the manner of openness and straight-forwardness both to managers and colleagues alike that would generate knowledge creation; Those polled ideas can be analysed later on of its contribution to the enhancement of corporate knowledge."

"Selaras dengan kebutuhan untuk memperbaharui daya saing industri nasional dan perkembangan teknologi dalam era globalisasi ini, aspek teknologi informasi dan komunikasi dinilai memberikan banyak manfaat di berbagai bidang. Salah satu industri kreatif yang diharapkan memiliki daya saing adalah industri piranti lunak. Sumber keunggulandaya saing perusahaan piranti lunak bersumber dari banyak faktor yang terdiri dari faktor strategi, manajemen sumber daya manusia, kapabilitas inovasi dan pada gilirannya kinerja inovasi itu sendiri. Untuk memperoleh kinerja inovasi yang baik, perusahaan memerlukan kapabilitas inovasi yang didukung oleh strategi bisnis dan kapabilitas organisasi dalam menatakelola sumber daya manusia dan pengetahuan secara strategis. Penelitian ini memposisikan strategi bisnis, proses manajemen pengetahuan dan manajemen sumber daya manusia sebagai anteseden kapabilitas inovasi.Tujuan utama dari penelitian ini adalah meneliti keterkaitan antara strategi bisnis, manajemen pengetahuan dan manajemen sumber daya manusia strategis, kapabilitas dan kinerja inovasi perusahaan. Penelitian dilakukan pada perusahaan-perusahaan piranti lunak Indonesia. Hasil uji model struktural menggunakan Partial Least Squares dengan sampel 50 responden menunjukkan pengaruh positif manajemen sumber daya manusia strategis dan manajemen pengetahuan terhadap kapabilitas inovasi.Penelitian juga menunjukkan pengaruh positif kapabilitas inovasi terhadap kinerja inovasi. Penelitian ini juga menunjukkan tidak adanya pengaruh langsung strategi bisnis terhadap kapabilitas inovasi. Penelitian ini menjelaskan hubungan antara manajemen pengetahuan, manajemen sumber daya manusia strategis dan kapabilitas inovasi. Penelitian ini memberikan kontribusi empiris terhadap rerangka kerja kapabilitas inovasi yang disusun peneliti-peneliti sebelumnya yaitu Lawson dan Samson (2001) Penelitian berikutnya dapat memperkaya cakupan studi dengan memasukkan anteseden faktor lingkungan dan karakteristik industri serta mengaitkannya dengan berbagai konteks dan variabel kinerja organisasi.

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Regarding with the need to establish the national industrial competitiveness, information and communication technology considered to provide many benefits in various fields especially in creative industry. One of the creative industry cluster expected to be a competitive advantage for Indonesia is the software industry. Competitive advantage at software companies is derived from many factors including the factor of strategy, human resource management, innovation capabilities and in turn the performance of innovation itself.. To have good innovation performance, companies need to develop innovation capabilities supported by effective business strategies and organizational capabilities e.i. knowledge management and strategic human resource management. This study positioned the business strategy, knowledge management and strategic human resource management as antecedents of innovation capabilities.

The main objective of this study is to examine the relation between business strategy, knowledge management and strategic human resource management, corporate innovation capabilities and performance. The study was conducted on software companies in Indonesia. The test results of the structural model using Partial Least Squares with a sample of 50 respondents showed a positive influence of strategic human resource management and knowledge management towards innovation capabilities.

The research showed a positive effect of innovation capabilities towardsinnovation performance. The study also showed no direct influence on the business strategy of innovation capabilities. This study contributes to the empirical framework innovation capabilities framework from previous researchers such as Lawson and Samson (2001). The next research can be conducted to enrich the scope of the study by including environmental factors and industrial characteristics as antecedents and associate them with a variety of contexts and organizational performance variables."

"Letak geografis Indonesia yang merupakan negara kepulauan memiliki hambatan dalam pemerataan pembangunan salah satunya karena jarak antar pulau yang sulit dijangkau. Alternatif solusi dalam mengatasi salah satunya yaitu teknologi keantariksaan seperti adanya teknologi pesawat kecil yang dapat menjangkau pulau-pulau terluar dan teknologi satelit yang dapat mempermudah penyampaian informasi dan komunikasi. Tujuan dari penelitian ini adalah mengidentifikasi faktor sukses MP keantariksaan, mengembangkan model manajemen pengetahuan yang sesuai untuk karakterikstik penyelenggara keantariksaan di Indonesia serta menyusun perencansan strategis MP Keantariksaan yang diharapkan dapat menjadi panduan dalam implementasi MP yang efektif untuk organisasi keantariksaan. Penyusunan model menggunakan pendekatan Grounded Theory dan studi kasus..Hasil dari penelitian mendapatkan faktor kesuksesan dalam implementasi MP ada 18 faktor, meliputi : KM Vision and Mission, KM Stratregy, KM Capturing, KM Sharing, KM Discovering, KM Application, Human Resources, Management Support, Expert network, Process Business, Learning, Collaboration and Teamwork, Culture, Strategy Organizatio, Leadership, Information Technology, Policy, Structure organization. Model yang terbentuk terdiri dari 6 layer, meliputi : (1)KM goals; (2)KM strategy; (3) KM system; (4) KM process; (5)KM Resources ; (6)KM enabler.

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The geographical location of Indonesia, which is an archipelagic country, has obstacles in equitable development, one of which is because the distance between islands is difficult to reach. Alternative solutions to overcome one of them are space technology such as small aircraft technology that can reach the outer islands and satellite technology that can facilitate the delivery of information and communication.The purpose of this study is to identify the success factors of space management, develop a knowledge management model that is suitable for the characteristics of space operators in Indonesia and develop strategic planning for space management which is expected to be a guide in implementing an effective KM for space organizations. The modeling uses the Grounded Theory approach and case studies. The results of the study found that there were 18 success factors in MP implementation, including: KM Vision and Mission, KM Strategy, KM Capturing, KM Sharing, KM Discovering, KM Application, Human Resources, Management Support, Expert network, Business Process, Learning, Collaboration and Teamwork, Culture, Strategy Organization, Leadership, Information Technology, Policy, Structure organization. The formed model consists of 6 layers, including: (1) KM goals; (2) KM strategy; (3) KM system; (4) KM process; (5) KM Resources ; (6)KM enablers."