Strategic Management Beast

Daftar Rencana Topik Penelitian S2 (Magister)

2011-03-06T22:25:00.003+10:00

Berikut ini adalah daftar rencana topik-topik penelitian untuk tugas akhir atau thesis untuk program magister (S2) pada program magister "manajemen konstruksi" atau "manajemen proyek" :

1. Asset dan Kapabilitas Teknologi dalam hubungannya dengan keunggulan bersaing dan kinerja lestari perusahaan
2. Asset dan Kapabilitas Inovasi/Komplementer dalam hubungannya dengan keunggulan bersaing dan kinerja lestari perusahaan
3. Asset dan Kapabilitas Keuangan dalam hubungannya dengan keunggulan bersaing dan kinerja lestari perusahaan
4. Asset dan Kapabilitas Reputasi dalam hubungannya dengan keunggulan bersaing dan kinerja lestari perusahaan
5. Asset dan Kapabilitas Struktur dalam hubungannya dengan keunggulan bersaing dan kinerja lestari perusahaan
6. Asset dan Kapabilitas Institusional dalam hubungannya dengan keunggulan bersaing dan kinerja lestari perusahaan
7. Asset dan Kapabilitas Pasar/Posisi dalam hubungannya dengan keunggulan bersaing dan kinerja lestari perusahaan

Rencana penelitian ini merupakan lanjutan dari studi penelitian dari disertasi tentang manajemen strategik pada perusahaan konstruksi di Indonesia yang mengacu kepada paradigma strategi bisnis yaitu kapabilitas dinamis (dynamic capabilities framework) yang digagas oleh David Teece (1990,1994, 1997, 2007, 2009).

Kepada yang berminat terhadap topik-topik di atas, silahkan kontak ke mspamulu@gmail.com untuk diskusi lebih lanjut. Terima kasih atas perhatiannya

STRATEGIC MANAGEMENT PRACTICES IN CONSTRUCTION INDUSTRY: A STUDY OF INDONESIAN ENTERPRISES

2010-06-22T12:23:00.001+10:00

Since the establishment of the first national strategic development plan in the early 1970s, the construction industry has played an important role in terms of the economic, social and cultural development of Indonesia. The industry’s contribution to Indonesia’s GDP increased from 3.9% in 1973 to 7.7% in 2007. Business Monitoring International (2009) forecasts that Indonesia is home to one of the fastest-growing construction industries in Asia despite the average construction growth rate being expected to remain under 10% over the period 2006 – 2010. Similarly, Howlett (2009) places Indonesia as one of the 20 largest construction markets in 2010.
Although the prospects of the Indonesian construction industry have become attractive and very promising, many local construction firms still face serious difficulties, such as poor performance and low competitiveness. There are two main reasons behind the problem: the environment that they face is not favourable; the other is the lack of strategic direction to improve competitiveness and performance. Meanwhile, although strategic management has now become more widely used by many large construction firms in developed countries, practical cases or empirical findings related to the Indonesian construction industry remain scarce. In addition, research endeavours related to these topics in developing countries appear to be limited. This has potentially become one of the factors hampering efforts to guide Indonesian construction enterprises.
This research aims to construct a conceptual model to enable Indonesian construction enterprises to develop sound long-term corporate strategy that generates competitive advantage and superior performance. The conceptual model seeks to address the main prescription of a dynamic capabilities framework (Teece et al., 1997; Teece, 2007) within the context of the Indonesian construction industry. It is hypothesised that in a rapidly changing and varied environment, competitive success arises from the continuous development and reconfiguration of firm specific assets achieving competitive advantage not only dependent on the exploitation of specific assets/capabilities, but on the exploitation of all of the assets and capabilities combinations in the dynamic capabilities framework. Thus, the model is refined through sequential statistical regression analyses of survey results with a sample size of 120 valid responses.
The results of this study provide empirical evidence in support of the notion that a competitive advantage is achieved via the implementation of a dynamic capability framework as an important way for a construction enterprise to improve its organisational performance. The characteristics of asset-capability combinations were found to be significant determinants of the competitive advantage of the Indonesian construction enterprises, and that such advantage sequentially contributes to organisational performance. As dynamic capabilities framework can work in the context of Indonesia, it suggests that the framework has potential applicability in other emerging and developing countries. This study also demonstrates the importance of multi-stage nature of the model which provides a rich understanding of the dynamic process by which asset-capability should be exploited in combination by the construction firms operating in varying levels of hostility. Such findings are believed to provide useful to both academics and practitioners, however, as this research represents dynamic capabilities framework at the enterprise level, future studies should continue to explore and examine the framework in other levels of strategic management in construction as well as in other countries where different culture or similar condition prevails.

Dynamic Capabilities in Construction -- Interim Results for the 2009 Survey on Indonesian Construction Firms

2009-04-18T11:50:00.004+10:00

I’m conducting a research survey as a part of my Ph.D study to elicit critical comments and feedback from Indonesian large construction firms regarding to their dynamic capabilities and industry specific factors that contribute business success in Indonesia.

The research is based on the Dynamic Capabilities Framework (Teece, D.J., 1994/1997 ; 2007/2009) and Five Forces Framework (Porter, M.E., 1985)

UPDATE:

10 April 2009 – This summary was prepared for the 31 March 2009 online based result only, the paper based versions were not included and the result given here is now outdated

Please contact me on +61 402155808 or email if you would like more information or a copy of research results.

Thanks, M. Sapri Pamulu

Survey Bisnis Konstruksi Indonesia - Survey on Indonesian Construction Business - インドネシアの建設業調査

2009-04-04T23:08:00.002+10:00

インドネシアの建設業調査 - ステージ2

Survey on Indonesian Construction Business - Final Stage

Survei Bisnis Konstruksi Indonesia - Tahap Akhir

BUMN Konstruksi Masih Mendominasi

2008-05-28T09:44:00.001+10:00

Indikator kesehatan perusahaan bisa dilihat dari rasio keuangan dan kesehatan perusahaan

SEJATINYA meski tidak kentara, persaingan industri jasa konstruksi bisa dikatakan kompetitif. Pemainnya pun beragam ada swasta seperti PT Total Bangun Persada, dan PT Bangun Tjipta serta BUMN seperti PT Adhi Karya Tbk, PT Wijaya Karya Tbk, PT Waskita Karya, PT Hutama Karya, PT Istaka Karya dan PT Nindya Karya.

Kendati perusahaan jasa konstruksi berstatus pelat merah lebih mendominasi, secara pencitraan, publik atau masyarakat lebih akrab dengan Total Bangun Persada maupun swasta lainnya.

Namun sesungguhnya kiprah BUMN relatif besar. Ini bisa disaksikan dari banyaknya gedung perkantoran mentereng, perumahan, apartemen khususnya di kota Jakarta yang dibangun oleh BUMN tersebut. Jumlahnya pun telah mencapai ratusan gedung, apartemen, hotel, dan bangunan lainnya.

Memang tidak semua perusahaan jasa konstruksi BUMN memiliki kinerja baik. Hanya beberapa saja yang terkenal seperti Adhi Karya, dan Wijaya Karya.

Lantas bagaimana dengan BUMN kosntruksi lainnya? PT Pembangunan Perumahan (PP), diakui banyak pihak sebagai yang terbaik untuk urusan bangun-membangun gedung atau properti sejenis. Wajar saja karena sejak didirikan tahun 1953 dia telah diposisikan sebagai kontraktor perumahan (housing) dan gedung tinggi.

Pengakuan atas kualitas produk yang dihasilkan bisa dilihat dari diraihnya sertifikat ISO 9001:2000. PP juga sekaligus menjadi perusahaan kontraktor pertama di Indonesia yang meraih sertifikasi tersebut pada bulan Juli 1994.

Selama berkiprah, PP sudah membangun ratusan gedung, apartemen, hotel di DKI Jakarta. Lebih dari itu, produk-produk bangunan tinggi yang dihasilkan oleh PP tersebar di berbagai kota di Indonesia.

Hingga kini PP masih lebih mengkhususkan diri pada pengerjaan bangunan ketimbang yang lain seperti jembatan, irigasi, dll. Ini bisa dilihat dari tipe pekerjaannya, tahun 2003, PP menyelesaikan 650 pekerjaan konstruksi bangunan dari total 994 pekerjaan, atau sekitar 65 persen. Untuk tahun 2004, PP menargetkan menyelesaikan 64,5 persen pekerjaan bangunan yang ditangani (675 pekerjaan bangunan berbanding total 1.044 pekerjaan).

Menurut Bambang Tri Wibowo, Direktur Operasi PP, pihaknya kini masuk peringkat tiga besar di antara sembilan BUMN konstruksi. Bahkan tahun 2006, PP dinobatkan sebagai BUMN terbaik. Prestasi ini bukan diraih dengan mudah. Untuk mencapai posisi ini, PP harus jatuh bangun.

Dia mencontohkan ketika memasuki krisis moneter tahun 1998, PP mengalami masa-masa teramat sulit. Ketika itu, perusahaan mengalami tiga cobaan sekaligus.

Pertama adalah tidak mendapatkan proyek, kedua proyek yang sudah ada tidak bisa berlanjut, karena tidak ada kas masuk. Di tengah kesulitan ini, PP tetap diwajibkan untuk bisa mengerjakan sesuai dengan kontrak. Sedangkan ketiga adalah melonjaknya harga barang-barang.

Dari sisi eksternal, permasalahan juga cukup pelik. Saat itu, para supplier berlomba-lomba untuk menagih utang. Bambang Triwibowo, yang saat ini menjabat sebagai Direktur Operasi PP, turut berjuang bersama perusahaan ini untuk melalui masa-masa paceklik.

Untuk menyelesaikan masalah itu, PP menggunakan berbagai cara. Langkah pertama yang dilakukan adalah menyelesaikan masalah internal. “Di cabang-cabang, kami mengajak karyawan untuk mengurangi gaji. Kami sendiri (Kepala Cabang) mengurangi gaji dan diikuti di bawahnya,” katanya ketika ditemui Jurnal Nasional di ruang kerjanya beberapa waktu lalu.

Bagaimana menyelesaikan masalah eksternal? Bambang mengaku menghindari supplier datang untuk menagih utang. “Saya sampaikan bahwa kami belum bisa bayar. Saya minta mereka menunggu dan saat kami bangkit lagi nanti,” kata dia menjelaskan.

Bagi supplier yang tidak percaya, ia menawarkan untuk menjual dengan sangat murah real estate dan tanah yang dimiliki PP.

Menurut dia, cara ini cukup efektif. Dengan demikian, PP memperoleh banyak keuntungan dari segi cash flow dan perumahan mereka juga laku terjual.

Sedangkan bagi pembeli yang bandel yang tidak mau membayar pada PP, dia mengadukan ke Kejaksaan Agung (Kejakgung). “Akhirnya kami selamat. Ada yang keluar dengan baik-baik dan kami beri jalan,” ujarnya.

Lebih lanjut dia mengatakan, saat ini, PP seperti sebuah pohon. “Pohon itu harus dirawat supaya sehat. Namun sehat saja belum cukup. Selain sehat, pohon juga harus tumbuh dengan baik, supaya berbuah.”

Indikator kesehatan dari perusahaan bisa dilihat dari rasio-rasio keuangan maupun rasio-rasio kesehatan perusahaan. Pemasaran, penjualan, pemasukan setelah pajak PP, saat ini tumbuh sekitar 18 persen per tahun. “Untuk mendukung ini semua, kami terus-menerus memikirkan strategi pengembangan sumber daya manusia. Karena tuntutan target perusahaan yang selalu naik dari tahun ke tahun. Padahal keadaan pasar tidak bisa dipastikan. Maka tidak bisa tidak, perusahaan harus memikirkan langkah-langkah pengembangan, supaya ada sumber-sumber pemasukan lain, bila usaha jasa kosntruksi sudah di posisi maksimal,” ucapnya.

Karena itu PP membuat usaha baru, yang berupa investasi jalan Tol bersama PT Citra Marga Nusaphala Persada TBK (CMNP), PT Waskita Karya, dan PT Hutama Karya, untuk ruas Tol Depok - Antasari. Selain itu, PP juga berusaha dengan anak-anak perusahaan yg lain. Misalnya dengan PT Mitra Pola Sarana untuk penyewaan gedung. Juga usaha-usaha di bidang developer, dengan melihat semua aspek secara hati-hati. “Namun, bila kita melihat angka-angka APBN yang selalu naik nilainya. Belum lagi infrastruktur yang mendapat prioritas tinggi, maka kami melihat bisnis jasa konstruksi nasional masih sangat menjanjikan,” kata pria yang hobi nonton teater ini.

Setelah PP, nama yang sering menjadi langganan developer adalah PT Wijaya Karya (Wika). Berdiri tahun 1960, buah karya (masterpiece) dari Wika bisa dijumpai di Jakarta berupa gedung perkantoran, apartemen, kondominium, mal, dll. Meski begitu PT Wika lebih banyak dikenal sebagai kontraktor jalan tol dan jembatan.

Tidak bisa dilupakan nama-nama lain yang cukup dikenal dalam pengerjaan konstruksi khususnya property yakni PT Nindya Karya dan PT Hutama Karya.

Mantan Menteri Perumahan Siswono Yudohusodo menilai kiprah BUMN konstruksi tersebut relatif cukup besar kontribusinya untuk perkembangan sektor properti khususnya. Namun, ke depan peran tersebut perlu diperbesar lagi (Wahyu Utomo, Journal Nasional, 2008)

POLL: Permasalahan Bisnis Konstruksi Indonesia

2008-05-15T18:28:00.001+10:00

Dari anasir-anasir berikut, yang mana saja yang merupakan masalah dalam berkegiatan di sektor usaha/bisnis jasa konstruksi di Indonesia? (Diolah dari LPJK 2007: Konstruksi Indonesia, Editor: Dr. A. Suraji)

Survey Bisnis Konstruksi Indonesia (diperpanjang)

2008-04-11T20:49:00.003+10:00

Dear All,
Sekaitan dengan survei penelitian saya terdahulu tentang strategi perusahaan konstruksi (AEC) di Indonesia, saya masih mengundang bapak/ibu untuk meluangkan waktunya dalam mengisi survey online pada alamat situs berikut

http://FreeOnlineSurveys.com/rendersurvey.asp?sid=li37mkq2surpuyt326397 (Bahasa Indonesia)
http://FreeOnlineSurveys.com/rendersurvey.asp?sid=re341rvlfcw8flk317462 (English)

Survei ini akan terbuka hingga 30 Juni 2008.

Sebagai penghargaan atas partisipasi bapak/ibu, saya akan mengirimkan souvenir dari Brisbane bersama ringkasan hasil survey pada akhir July 2008.

Atas partisipasi dan dukungan bapak/ibu, saya mengucapkan terima kasih.
Best Regards,
Sapri Pamulu
BNE Contact:
Cellular +61 402155808
Email mspamulu@yahoo.com.au

Survei Strategi Bisnis Konstruksi di Indonesia (31 Desember 2007)

2007-12-14T16:49:00.000+10:00

Dear All,
Sekaitan dengan survei penelitian saya terdahulu tentang strategi perusahaan konstruksi (AEC) di Indonesia, saya masih mengundang bapak/ibu untuk meluangkan waktunya dalam mengisi survey online pada alamat situs berikut

http://FreeOnlineSurveys.com/rendersurvey.asp?sid=li37mkq2surpuyt326397 (Bahasa Indonesia)
http://FreeOnlineSurveys.com/rendersurvey.asp?sid=re341rvlfcw8flk317462 (English)

Survei ini akan terbuka hingga 31 Desember 2007.

Sebagai penghargaan atas partisipasi bapak/ibu, saya akan mengirimkan souvenir dari Brisbane bersama ringkasan hasil survey pada akhir January 2008.

Atas partisipasi dan dukungan bapak/ibu, saya mengucapkan terima kasih.
Best Regards,
Sapri Pamulu
Jakarta Contact:
Telp./Fax (021) 7817233/7817235
Cellular 081337888977
Email mspamulu@yahoo.com.au

Deep Roots: A History of Strategic Management

2006-10-26T19:30:00.000+10:00

As this is the first “spotlight on strategic management” feature to appear in Business Horizons, it seems important to begin with a brief history of how the field developed before progressing on to an examination of current foci and future issues of potential importance. The field of strategic management has advanced substantially in both the theoretical domain and empirical research over the last 25 years. While the roots of the field can perhaps be traced back as early as 320 BC to the work of Sun Tsu, the evolution of the field in the last few decades has been dramatic (Hitt, Boyd, & Li, 2004). Recent work traced the intellectual structure of the field over the period 1980—2000 (Ramos- Rodriguez & Ruiz-Navarro, 2004). Some of the most cited works represent particular perspectives such as industrial organization economics (Porter, 1980, 1985), corporate strategy-product diversification (Chandler, 1962; Rumelt, 1974), transaction cost economics (Williamson, 1975), evolutionary economics (Nelson & Winter, 1982), resource dependence (Pfeffer & Salancik, 1978), and the behavioral theory of the firm (Cyert & March, 1963).
While agency theory and transaction cost economics have played prominent roles in building our understanding of executive and firm behavior, industrial organization economics and the resource- based view of the firm (RBV) have dominated much of the research and thinking in the field over the past 25 years (Ramos-Rodriguez & Ruiz- Navarro, 2004; Wright, Filatotchev, Hoskisson, & Teng, 2005). Much of the work in the decade of the 1980s used the structure-conduct-performance approach ushered in by Porter (1980, 1985) or the strategy-structure-performance focus explained in a review article by Hoskisson and Hitt (1990). Research in the 1990s and 2000s, however, has been dominated by the RBV (Barney, 1991, 2001). During the 1990s and since, rich streams of research emerged in such areas as competitive strategy (D’Aveni, 1994; Gimeno, 2004), corporate governance (Daily, Dalton, & Rajagopalan, 2003; Hoskisson, Hitt, Johnson, & Grossman, 2002), international strategy (Lu & Beamish, 2004; Penner- Hahn & Shaver, 2005; Tallman, 2001), strategic leadership (Finkelstein & Hambrick, 1996; Hambrick & Cannella, 2004), and dynamic capabilities (Helfat & Peteraf, 2003; Teece, Pisano, & Shuen, 1997; Winter, 2003). Emerging areas of strategic management research include strategic entrepreneurship (Amit & Zott, 2001; Hitt, Ireland, Camp, & Sexton, 2001; Hitt, Ireland, Camp, & Sexton, 2002), strategy process (Chakravarthy, Mueller-Stewens, Lorange, & Lechner, 2003; Floyd, Roos, Jacobs, & Kellermanns, 2004), and network strategies (Dyer & Singh, 1998; Gulati & Singh, 1998; Ireland, Hitt, & Vaidyanth, 2002). The resource-based view of the firm, or RBV theory, is evident in much of this research, and other theoretical domains such as organizational learning have been incorporated into areas of research such as international strategy (Hitt, Hoskisson, & Kim, 1997), strategic alliances (Kogut & Zander, 1992), and mergers and acquisitions (Barkema & Vermeulen, 1998; Vermuelen & Barkema, 2001).
The field has been transformed from one based largely on normative case-based research into one emphasizing theory and empirical research using valuable data and rigorous analytical tools. Yet, the field still has some limitations in the general research methodologies employed (Boyd, Gove, & Hitt, 2005) and must take important steps to improve research practices in line with many of the other disciplines in business.
Although strategic management began as a largely practice-oriented field, it is important to recognize that the emphasis on scholarship has created a gap between the research perceived as quality by academicians and the relevance of that research as perceived by practitioners. Baldridge, Floyd, and Markoczy (2004) found there was a statistically significant positive relationship between academic quality and global relevance of strategic management research, but the amount of overlap in the two evaluations was small. This might have implications for future development of the field. (Michael A. Hitt, 2005)

Strategic Management of IT in Construction

2006-10-26T19:01:00.000+10:00

The issue of technology exploitation, particularly in the field of information technology, is of significant importance in construction industry. Information technology (IT) has created fundamental impact on the way business processes are carried out. IT can no longer be viewed as an enhancement to traditional business procedures but rather as an innovation agent that enables new and different alternatives in operation of business organization. This new trend will color investment attitudes of business communities in the world towards utilization of IT in the coming years. IT is already widely used in construction organizations and much more dramatic effects are anticipated for the years to come. [Betts, (1999)] reported that the construction industry in many countries is starting to consider seriously the strategic use of IT. The use of IT in construction is extending beyond the stage of piecemeal application for improving the efficiency of discrete operations by individual organizations to an advanced stage where IT is applied strategically in commercial enterprise, government agencies and professional institution. From strategic point of view, IT has the potential to change the landscape of the construction industry.
Survey shows that Indonesian construction industry was having investment for acquiring the latest in hardware and software, but does not have adequate and trained personnel to utilize the same. It can be surmised that IT is used mostly in administration and other supporting area, but not in strategic core and business enhancement processes. The construction organizations in Indonesia use IT mostly in processes related to information management, occupation and maintenance management, and business planning. IT has made little difference in business human resources and marketing process.
If above areas of IT applications are strengthened the Indonesian construction industry will reap greater benefits.
Since the level of IT use is prevalent at lower level, top management of construction organizations should have strong commitment to develop strategic management of IT in their business processes. The hardware, software and their applications should be utilized to enhance both core and supporting activities to gain competitive advantage in today highly global business environment. Secondly, the firm's management should give greater attention to IT support and training, by making sure that there is sufficient trained staff for the implementation of IT, and making greater effort in training staff on the correct and efficient use of IT in the organization. Thirdly, Government and public agencies should consider policies that encourage the use of IT in the construction industry thus making this industry sector more competitive, and encourage industry to make greater use of information system. (M.S.Pamulu, et al., 2005)

Strategic Management in Construction

2006-10-26T18:09:00.000+10:00

The traditional philosophy of management in construction, both in academia and in industry, places great emphasis on the ability to plan and execute projects. In contrast, a similar emphasis on strategic management has received less attention in the construction industry. Although the pressures of project performance can often obscure the broader social, economic, and professional context in which strategic management is undertaken, it is these broad contextual areas that make strategic management an essential issue for construction organizations. Rapidly changing social and technological issues are creating a professional environment that will look very different in the coming decades from that experienced in today’s organizations (Chinowsky & Meredith, 2000)