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Abstrak :
ABSTRACT
Skripsi ini membahas mengenai lingkungan organisasi pada Organisasi pelayanan Manusia Yayasan Semai Jiwa Amini, mengidentifikasi pihak-pihak mana saja yang menjadi task environment, bagaimana hubungan Yayasan dengan pihak-pihak tersebut, dan bagaimana strategi organsisasi dalam berhubungan dengan lingkungan organisasi. Dalam penelitian ini digunakan metode pendekatan kualitatif, dengan jenis penelitian deskriptif. Hasil Penelitian ini menggambarkan bahwa Yayasan Semai Jiwa Amini memiliki beberapa elemen task environment diantaranya pemberi legitimasi, penyedia dana, klien, organisasi penyedia layanan komplementer, dan organisasi kompetitor. Yayasan Semai Jiwa Amini menerapkan beberapa strategi seperti kooptasi, kontrak, Relokasi Sektor, Kompetisi, Memperluas Jaringan dan Mempengaruhi Persepsi eksternal, Merestruktur Sumber Pendanaan, dan Koalisi dan Reorganisasi Pelayanan. Keberhasilan Yayasan Semai Jiwa Amini melakukan strategi tersebut terlihat dari sumber-sumber organisasi yang berhasil didapatkan oleh Yayasan Semai Jiwa Amini, seperti legitimasi, klien, dan dana. ABSTRACT
This thesis discusses the organizational environment in the Human Service Organization of the Semai Jiwa Amini Foundation, identifying which parties influence organizational resources, and how organizational strategies relate to the organizational environment. This study used a qualitative approach, and descriptive methods  of research. Based on the results of this study, Semai Jiwa Amini Foundation has several elements of the task environment that provide legitimacy, funding providers, clients, complementary organizations, and competitors. The Semai Jiwa Amini Foundation applies several strategies such as co-optation, contracts, Sector Relations, Competition, Extending Networks and Influencing External Perceptions, Restoring the Sources of Funding, and Coalition and Reorganizing Services. The success of the Semai Jiwa Amini Foundation carried out a strategy that can be seen from organizational resources that were successfully obtained by the Semai Jiwa Amini Foundation, such as legitimacy, clients and funds.

Abstrak :
Commitment to Change adalah faktor penting yang menentukan suksesnya perubahan dalam organisasi. Smith (1996) di dalam Kling (2004) menyatakan bahwa ketika karyawan memiliki komitmen untuk berubah, mereka akan memiliki tingkat energi yang lebih tinggi dan lebih mendedikasikan dirinya daripada mereka yang tidak memiliki komitmen. Terkait dengan itu, penelitian ini dilakukan untuk menguji dua faktor pendorong Commitment to Change, yaitu Task Environment dan Organizational Trust. Penelitian ini dilakukan pada PT Dayani Garment Indonesia, yaitu perusahaan pada bidang industri tekstil dengan aktivitas utama memproduksi pakaian jadi (garmen). Sebanyak 160 kuesioner telah dibagikan kepada karyawan PT Dayani Garment Indonesia, dan kuesioner yang kembali sebanyak 110 kuesioner. Hasil penelitian menunjukkan bahwa terdapat pengaruh positif dari dimensi task environment, yaitu dimensi dynamism terhadap dimensi commitment to change, yaitu affective dan continuance, serta terdapat pengaruh positif dari variabel organizational trust terhadap dimensi commitment to change, yaitu affective dan normative.

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Commitment to Change is an important factor that determines the success of organizational change. Smith (1996) in Kling (2004) argues that when employees have high commitment to change, they will have high energy and dedicate themseleves to the success of change. Correspondingly, this study is to examine two drivers of Commitment to Change. They are Task Environment and Organizational Trust. This study was conducted at PT Dayani Garment Indonesia, a textile company that mainly produces clothes. One hundred and sixty questionnaires were distributed to the employees of PT Dayani Garment Indonesia, and one hundred and ten questionnaires were returned. The study found Dynamism dimension of Task Environment may positively affect Affective and Continuance dimensions of Commitment to Change and Organizational Trust may positively affect Affective and Normative dimensions of Commitment to Change. Implications and limitations of the study are also discussed.

Abstrak :
Proses perubahan tidak terlepas dari peran komitmen karyawan. Conner (1992) dalam Kling (2004) menyebutkan bahwa komitmen merupakan pengikut vital antara orang dan tujuan perubahan. Penelitian bertujuan untuk menguji ada tidaknya pengaruh dimensi Authentic Leadershipyaitu Leader Self Awareness, Balanced Processing, Internalized Moral Perspectives, Balance Processing, kemudian dimensi Organization Task Environment yaitu Munificence, Dynamism, dan Complexity serta Organization Trust terhadap dimensi Commitment to Change yaitu Affective, Normative, dan Continuance Commitment to Change. Penelitian dilakukan di PT Nindya Karya (Persero) sebuah perusahaan BUMN bergerak di bidang konstruksi. Hasil penelitian menunjukkan bahwa secara umum Authentic Leadership, Organization Trust dan Organization Task Environment memiliki pengaruh terhadap Commitment to Change. Secara khusus, dimensi Leader Self Awareness dari Authentic Leadership berpengaruh signifikan negatif terhadap Affective dan Normative Commitment to Change. Sedangkan dimensi Internalized Moral Perspective berpegaruh positif terhadap Affective dan Normative Commitment to Change. Selain itu Organization trustdan dimensi Dynamism dari Organization Task Environmentmemiliki pengaruh positif terhadap Affective dan Normative Commitment to Changesedangkan Continuance Commitment to Change lebih dipengaruhi oleh Complexity lingkungan tugas perusahaan.

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The process of change can not be separated from the role of employee commitment. Conner (1992) in Kling (2004) mentions that the commitment is vital glue between people and change goal. The study aimed to test the impact of Authentic Leadership dimensions which are Leader Self Awareness, Balanced Processing, Internalized Moral Perspectives, Relational Transparency, then the dimensions of the Organization Task Environment which are Munificence, Dynamism, and Complexity also Organization Trust towards dimensions of Commitment to Change which are Affective Commitment to Change, Normative, Commitment to Change and Continuance Commitment to Change. The study was conducted in Nindya PT Karya (Persero), a state-owned company engaged in the field of construction. The results showed that in general Authentic Leadership, Organization Trust and Organization Task Environment have an influence on the Commitment to Change. In particular, Leader Self Awareness of Authentic Leadership has significant negative effect on Affective and Normative Commitment to Change. While Internalized Moral Perspective has significant positive effect on Affective and Normative Commitment to Change. Additionally Organization Trust and Dynamism from Organization Task Environment have positive influence on Affective and Normative Commitment to Change. While Continuance Commitment to Change more influenced by environmental Complexity.

Abstrak :
[ABSTRAK
Ebert & Griffin (2013) mengungkapkan bahwa transformasional leadership berfokus pada pentingnya memimpin perubahan. Studi Herold et al. (2008) menemukan bahwa transformasional leadership memiliki hubungan yang lebih kuat terhadap Commitment to Change karyawan ketimbang kepemimpinan perubahan (change leadership). Beugre et al. (2006) menyebutkan bahwa transformational leadership tidak sekedar karakter personal pemimpin, namun juga distimulus oleh lingkungan yang dihadapi organisasi. Sedangkan Studi Nasir et al. (2014) menyebutkan bahwa faktor eksternal mempengaruhi Commitment to Change karyawan. Terkait hal itu, penelitian ini ingin megetahui pengaruh lingkungan perusahaan (task environment) terhadap Commitment to Change karyawan dan bagaimana peran transformational leadership diantara keduanya. Penelitian ini dilakukan pada PT. KAI Commuter Jabodetabek (PT. KCJ), yaitu anak perusahaan PT. Kereta Api Indonesia yang menyelenggarakan pengusahaan pelayanan jasa angkutan kereta api commuter dengan menggunakan sarana kereta rel listrik (KRL) di wilayah Jakarta, Bogor, Depok, Tangerang (Serpong) dan Bekasi. Sebanyak 101 kuisioner dibagikan kepada seluruh karyawan tetap pada level pelaksana (staff 2 s/d senior supervisor) PT. KCJ yang berkantor di kantor pusat Stasiun Juanda, dan kuisioner yang kembali sebanyak 68. Hasil penelitian menunjukkan bahwa transformasional leadership memediasi penuh hubungan tidak langsung antara task environment dengan ketiga dimensi Commitment to Change (Affective, Continuance, dan Normative).

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ABSTRACT
Ebert & Griffin (2013) argues that transformational leadership focuses on the importance of leading change. Study Herold et al. (2008) found that transformational leadership has a stronger relationship to the Commitment to Change of employees rather than change leadership. Beugre et al. (2006) argues that the transformational leadership is not just a personal character of a leader, but also induced by the organisation environment. While a study by Nasir et al. (2014) mentions that the external factors affecting employees Commitment to Change. Correspondingly, this study aims to examine the relationship between task environment and Commitment to Change of employees and the role of transformational leadership as a mediator. This study was conducted at PT. KAI Commuter Jabodetabek (PT. KCJ), a subsidiary of PT. Kereta Api Indonesia which organize the operation of urban railway services by electric train in Jakarta, Bogor, Depok, Tangerang (Serpong) and Bekasi. Total 101 questionnaires were distributed to all permanent employees (implementer level, staff 2 - senior supervisor) of PT. KCJ who are based at the head office in Juanda Station, and 68questionnaires were returned. Results show that transformational leadership fully mediates indirect relationship between task environment andall dimension of Commitment to Change (Affective, continuance and Normative).;Ebert & Griffin (2013) argues that transformational leadership focuses on the importance of leading change. Study Herold et al. (2008) found that transformational leadership has a stronger relationship to the Commitment to Change of employees rather than change leadership. Beugre et al. (2006) argues that the transformational leadership is not just a personal character of a leader, but also induced by the organisation environment. While a study by Nasir et al. (2014) mentions that the external factors affecting employees Commitment to Change. Correspondingly, this study aims to examine the relationship between task environment and Commitment to Change of employees and the role of transformational leadership as a mediator. This study was conducted at PT. KAI Commuter Jabodetabek (PT. KCJ), a subsidiary of PT. Kereta Api Indonesia which organize the operation of urban railway services by electric train in Jakarta, Bogor, Depok, Tangerang (Serpong) and Bekasi. Total 101 questionnaires were distributed to all permanent employees (implementer level, staff 2 - senior supervisor) of PT. KCJ who are based at the head office in Juanda Station, and 68questionnaires were returned. Results show that transformational leadership fully mediates indirect relationship between task environment andall dimension of Commitment to Change (Affective, continuance and Normative)., Ebert & Griffin (2013) argues that transformational leadership focuses on the importance of leading change. Study Herold et al. (2008) found that transformational leadership has a stronger relationship to the Commitment to Change of employees rather than change leadership. Beugre et al. (2006) argues that the transformational leadership is not just a personal character of a leader, but also induced by the organisation environment. While a study by Nasir et al. (2014) mentions that the external factors affecting employees Commitment to Change. Correspondingly, this study aims to examine the relationship between task environment and Commitment to Change of employees and the role of transformational leadership as a mediator. This study was conducted at PT. KAI Commuter Jabodetabek (PT. KCJ), a subsidiary of PT. Kereta Api Indonesia which organize the operation of urban railway services by electric train in Jakarta, Bogor, Depok, Tangerang (Serpong) and Bekasi. Total 101 questionnaires were distributed to all permanent employees (implementer level, staff 2 - senior supervisor) of PT. KCJ who are based at the head office in Juanda Station, and 68questionnaires were returned. Results show that transformational leadership fully mediates indirect relationship between task environment andall dimension of Commitment to Change (Affective, continuance and Normative).]

Abstrak :
Upaya untuk meningkatkan layanan (service) sembari mengelola biaya telah menjadi obyek penelitian yang berkelanjutan dalam bidang manajemen rantai pasokan (supply chain). Adopsi teknologi dipandang sebagai salah satu solusi yang menjanjikan terhadap tantangan klasik pengorbanan antara layanan dan biaya (service vs cost trade-off). Namun demikian, perdebatan akademis mengenai peranan kapabilitas adopsi teknologi terhadap kinerja perusahaan masih inkonklusif. Penelitian yang berkesimpulan bahwa adopsi teknologi berdampak positif terhadap kinerja perusahaan diimbangi oleh penelitian yang menemukan hal yang sebaliknya. Penelitian empiris ini yang menjadikan industri distribusi sebagai fokus penelitian, di mana kinerja layanan dan biaya layanan (cost-to-serve) sangat penting, bertujuan menganalisa peranan kapabilitas adopsi teknologi terhadap kinerja perusahaan. Metode penelitian kuantitatif digunakan untuk meneliti peranan faktor pendahulu adopsi teknologi dan eksekusi strategi. Model yang diusulkan terdiri dari kapabilitas adopsi teknologi dan eksekusi strategi dengan pendekatan teknologi-organisasi-lingkungan (Technology-Organization-Environment—TOE) dan lingkungan kerja organisasi (Organizational Task Environment –OTE). Sampel penelitian terdiri dari 393 distributor independen dari sebuah perusahaan Indonesia di bidang barang konsumsi sehari-hari (fast-moving consumer goods). Hasil utama dari penelitian ini adalah bahwa adopsi teknologi sendiri tidak cukup untuk memberikan dampak positif terhadap kinerja perusahaan. Untuk mendapatkan manfaat yang optimum dari adopsi teknologi diperlukan eksekusi strategi. Penelitian ini tidak membahas konteks lokasi perusahaan sebagai faktor pembeda. ......The quest of improving service while managing cost has been an ongoing research in supply chain management. Adoption of technology has been sought as a promising solution to this classic challenge of service vs cost trade off. However, the scholarly debates on the role of technology adoption capabilities towards firm’s performance are far from conclusive. Researches indicate positive impact of technology adoption to firm performance are equally buoyed by ones that indicate otherwise. Focusing on the distribution industry where service performance and cost-to-serve are critical, this empirical study aims to analyze the role of technology adoption capabilities towards firm’s performance. Using a quantitative research method, this study explores the influence of antecedents of technology adoption and strategy execution. The proposed model comprises of technology adoption capability and strategy execution using the technology-organization-environment framework and organizational task environment approach. The sample consists of 393 independent distributors of a fast-moving consumer good company in Indonesia. This study mainly suggests that technology adoption alone does not sufficiently provide a direct positive impact on firm performance. It requires strategy execution to make the most value of a technology adoption toward positive firm performance. Limitation of this study is that it does not include location context where the firms operate as a differentiating factor.