Hasil Pencarian  ::  Simpan CSV :: Kembali

"Badan Usaha Milik Daerah (BUMD) Indonesia memiliki peran strategis dalam mendukung pembangunan ekonomi daerah dan menyediakan layanan publik yang penting bagi masyarakat. Sebagai entitas bisnis yang dimiliki oleh pemerintah daerah, BUMD bertujuan tidak hanya untuk memperoleh keuntungan finansial tetapi juga untuk meningkatkan kesejahteraan sosial dan mengelola sumber daya lokal secara efisien. Penelitian ini bertujuan untuk menganalisis pengaruh kebijakan kepemimpinan, kapabilitas dinamis dan ambidexterity organisasi terhadap kinerja keinginan di Badan Usaha Milik Daerah (BUMD) Indonesia. Penelitian ini menggunakan pendekatan kuantitatif melalui penyebaran kuesioner kepada 100 BUMD di Indonesia. Dengan menggunakan Structural Equation Model (SEM), hasil penelitian menunjukkan bahwa kepemimpinan strategis berpengaruh positif dan signifikan terhadap kapabilitas dinamis dan ambidexterity organisasi . Selanjutnya kapabilitas dinamis, ambidexterity organisasi dan strategi kepemimpinan berpengaruh positif dan signifikan terhadap kinerja kemiskinan. Hasil penelitian bahwa kemampuan dinamis dan ambidexterity organisasi juga dapat memediasi pengaruh kepemimpinan strategis terhadap kelangsungan hidup.

---

Regional Owned Enterprises (ROE) in Indonesia have a strategic role in supporting regional economic development and providing important public services to the community. As a business entity owned by the local government, ROE aims not only to gain financial profit but also to improve social welfare and manage local resources efficiently. This research aims to analyze the influence of strategic leadership, dynamic capabilities, and organizational ambidexterity on the sustainability performance of Regional Owned Enterprises (ROE) in Indonesia. This research uses a quantitative approach by distributing questionnaires to 100 ROE in Indonesia. Using the Structural Equation Model (SEM) method, the research shows that strategic leadership has a positive and significant effect on dynamic capabilities and organizational ambidexterity. In the next dynamic capability, organizational ambidexterity and strategic leadership have a positive and significant effect on the sustainability performance. The research results that the dynamic capability and organizational ambidexterity can also be mediating factors influencing the relationship between strategic leadership and the sustainability performance."

"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.

---

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."