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"Employment condition in Indonesian has not been very conducive, because lay off and underemployment has been going on until today. The worst of entrepreneur is the choice to enable those who are not in the manufacturing sector, private or government employee.However changing from supervised employees to independent entrepreneurs, who can even create other jobs, is difficult. In fact, in a developed country, small or medium enterprises are those who contribute to the country.To which the behavior of entrepreneur can be develop will be affected by the “nature” which is transmitted through genetic and “nurture” which is socialized by social environment, family, cultural environment, peer group, school, courses, training centers, and so on, which faktors will mostly affect to a person will depend on this individual him/herself.The quality entrepreneur behavior of a person will also be contingent upon government institution support. A hypothesis of a research tests that most of the higher/successful entrepreneur behavior is the one which is developed by “nature” and “nurture”. It means, beside internal faktor, the external faktor of entrepreneur is also important. This hypothesis in fact, can be proved through a just finish research."

"Peran organisasi penyuluhan, dengan segenap aspek pendidikan andragogi yang ia miliki, sangat kuat pengaruhnya dalam menumbuhkembangkan perilaku wirausaha yang berkualitas. Buku ini memberikan symbang saran bagi organisas-organisasi penulihan kewirausahaan, dalam bentuk model-model penyuluhan yang partisipatif dan berorientasi pada kebutuhan klien."

"PT Telkom Indonesia (Persero) Tbk menghadapi disrupsi yang mengubah perilaku konsumen berkomunikasi menggunakan aplikasi online seperti WhatsApp, Line, Telegram dan Slack sehingga ada penurunan permintaan dan pertumbuhan terhadap pendapatan perusahaan sejak tahun 2017. Adanya fenomena disrupsi mengharuskan Telkom untuk dapat menghasilkan inovasi baru melalui kerja sama Startup yang bisa menjadi bisnis utama bagi perusahaan di masa depan. Dalam meningkatkan kinerja inovasi, perusahaan perlu mengadopsi proses kewirausahaan strategis yang dapat membangun kapabilitas dinamis sehingga mampu meningkatkan kinerja inovasi di tengah lingkungan disruptif. Kewirausahaan strategis untuk dapat berjalan dengan efektif memerlukan ambideksteritas yaitu organisasi memiliki struktur organisasi yang dapat mendukung kebutuhan ganda dari aktivitas opportunity-seeking (OSA) dan advantage-seeking (ASA). Penelitian ini mengkaji efektivitas pengaruh kewirausahaan strategis, kapabilitas dinamis, dan ambideksteritas organisasi terhadap kinerja inovasi. Data pada penelitian ini diperoleh dari survei Manajemen Tingkat Atas dari 62 startup yang menjadi portofolio PT Telkom Indonesia (Persero), kemudian dianalisis menggunakan SEM PLS untuk melakukan uji hipotesis penelitian. Hasil penelitian menunjukkan bahwa kewirausahaan strategis berpengaruh terhadap kapabilitas dinamis, ambideksteritas organisasi, dan kinerja inovasi. Dimensi budaya kewirausahaan berpengaruh tidak signifikan terhadap kinerja inovasi Startup. Studi ini menjelaskan adanya situasi rendahnya kinerja inovasi pada Startup walaupun Startup sudah menjalankan ambideksteritas organisasi.

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PT Telkom Indonesia (Persero) Tbk is facing a disruption that changes consumer behavior in using or interacting with products of Telkom while they are actively using online applications such as WhatsApp, Line, Telegram and Slack so that there has been a decline in demand and growth in company revenues since 2017. The disruption phenomenon requires Telkom to be able to generate new innovations through teamwork or collaboratively with Startup that could be the core business or source of main activities for the company in the future. In improving innovation performance, companies need to adopt a strategic entrepreneurial process that can build dynamic capabilities to improve innovation performance in a context of disruptive environment. To implement the strategic entrepreneurship effectively requires organizational ambidexterity that refers to an organizational structure that can support the dual needs of opportunity-seeking (exploration) and advantage-seeking (exploitation) activities.

Thus, this study examines the effectiveness of the influence of strategic entrepreneurship, dynamic capabilities, and organizational ambidexterity on innovation performance. The data in this study was obtained from a top-level management survey of 62 startups that are part of the portfolio of PT Telkom Indonesia (Persero). The data was analyzed using SEM PLS to test the research hypothesis.

The results show that strategic entrepreneurship has positive effects on dynamic capabilities, organizational ambiguity, and innovation performance. The dimensions of entrepreneurial culture have no significant effect on startup innovation performance. Despite some study limitations that create model bias, sample bias, and response bias, it is very important to note that entrepreneurial culture is part of exploration activities for opportunity identification and that it cannot directly affect innovation performance without first being exploited. On the other hand, this study explains the situation of startups’ low innovation performance even though startups have implemented organizational ambiguity. It implies that organizational ambidexterity is not a sufficient condition for innovation performance. Startups must be able to orchestrate or manage first their resources to innovate."

"This book outlines the contours of the dynamic adaptive multinational corporation based on contemporary research insights from global strategy and international business. It considers the role of corporate leadership and frontline engagement to advance responsive innovation dealing with emergent risks and opportunities in turbulent global markets."

"Tujuan Penelitian: Covid-19 (coronavirus) secara signifikan mempengaruhi komunitas dan industri usaha, termasuk juga industri mikro dan kecil. Berkaitan dengan hal tersebut, perlu dilakukan transformasi perilaku di dalam berwirausaha dari Lembaga Keuangan Mikro (LKM) untuk menghadapi persaingan yang ketat di tengah situasi kondisi pemulihan sosial-ekonomi karena perubahan yang dramatis. Oleh karena itu, pemimpin dan individu di LKM harus memiliki perilaku kewirausahaan transformasional untuk membawa pertumbuhan organisasi secara berkesinambunganOrisinalitas: Makalah ini termasuk salah satu tulisan yang pertama menyarankan bagaimana perilaku kewirausahaan transformasional diterapkan kepada Lembaga Keuangan Mikro (LKM) berbadan hukum koperasi untuk mendorong pertumbuhan sosial-ekonomi dan pengembangan lingkungan secara optimal seimbang kepada para debitur Usaha Mikro dan Kecil (UMK).Metode: Penelitian ini dilakukan secara kuantitatif dengan menyebarkan kuesioner kepada 223 Lembaga Keuangan Mikro berbadan hukum koperasi Swamitra di seluruh IndonesiaHasil: Ekosistem internal, yakni ketahanan organisasi, ambidexterity dan strategi keunggulan daya saing, memberikan pengaruh positif kepada perilaku kewirausahaan transformasional. Peranan ketahanan organisasi menjadi kurang menonjol di dalam memberikan pengaruh positif kepada perilaku kewirausahaan transformasional.Kontribusi: Strategi keunggulan daya saing dan ambidexterity lebih baik langsung menuju ke perilaku kewirausahaan transformasional daripada melalui ketahanan organisasi.Limitasi: Penelitian untuk LKM Swamitra dapat dilakukan dengan model longitudinal secara time-series sampai dalam periode tertentu selama pandemi dan setelah pandemi berakhir. Sementara itu, penelitian ini bersifat cross-sectional selama pandemi Covid-19 berlangsung dan mendekati akhir. Keterbatasan penelitian berikutnya adalah faktor R2 = 0,55 pada ketahanan organisasi / organisational resilience (OR) dan R2 = 0,626 untuk perilaku kewirausahaan transformasional (TEB), walaupun dilihat sudah memenuhi syarat. Oleh karena penelitian ini ke dalam kategori social-science, masih ada ruang untuk perbaikan, dan antecedent atau faktor penentu yang mempengaruhi ketahanan organisasi (OR) dan perilaku kewirausahaan transformasional (TEB) di luar penelitian ini.

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Research Objectives: Covid-19 (coronavirus) has significantly affected communities and the business industry, including micro and small industries. In this regard, it is necessary to transform behavior in entrepreneurship from Microfinance Institutions (LKM) to face intense competition in the midst of a situation of socio-economic recovery due to dramatic changes. Therefore, leaders and individuals in MFIs must have transformational entrepreneurship behavior to bring about sustainable organizational growth.

Originality: This paper is one of the first to suggest how transformational entrepreneurship behavior is applied to Micro Finance Institutions (MFIs) incorporated as cooperatives to encourage socio-economic growth and environmental development in an optimally balanced manner for Micro and Small Enterprises (UMK) debtors.

Methods: This research was conducted quantitatively by distributing questionnaires to 223 Microfinance Institutions incorporated as Swamitra cooperatives throughout Indonesia.

Results: Internal ecosystems, namely organizational resilience, ambidexterity and competitive advantage strategies, have a positive influence on transformational entrepreneurship behavior. The role of organizational resilience is becoming less prominent in providing a positive influence on transformational entrepreneurship behavior.

Contribution: Strategies of competitive advantage and ambidexterity are better directed towards transformational entrepreneurship behavior rather than through organizational resilience.

Limitations: Research for Swamitra's MFIs can be conducted using a time-series longitudinal model up to certain periods during the pandemic and after the pandemic ends. Meanwhile, this research is cross-sectional during the Covid-19 pandemic and is nearing its end. The next research limitation is the factor R2 = 0.55 for organizational resilience (OR) and R2 = 0.626 for transformational entrepreneurship behavior (TEB), even though it is seen as meeting the requirements. Because this research is in the social-science category, there is still room for improvement, and the antecedents or determinants that influence organizational resilience (OR) and transformational entrepreneurship behavior (TEB) are beyond this research."