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"Solve business problems, uncover new opportunities, and ignite innovation using the newest collaborative technologiesThe Collaborative Organization gives you a strategic approach to building, implementing, and using social and collaborative technologies--such as those created by Jive and Yammer--to create innovative products, solve business problems, and create new processes that will foster lasting success and growth. Jacob Morgan is the principal and cofounder of Chess Media Group, which helps organizations understand how to use social and collaborative tools to solve business problems."

"ABSTRAKSkripsi ini membahas mengenai kegiatan ritual yang dilakukan oleh karyawan PT. Sucofindo SBU SICS Jakarta. Penelitian skripsi ini menggunakan penelitian kualitatif yang bersifat deskriptif dan teknik penelitian yang digunakan adalah pengamatan terlibat dan wawancara mendalam. Hasil dari penelitian ini adalah bahwa kegiatan ritual di PT. Sucofindo SBU SICS berfungsi mempersatukan karyawan. Kegiatan ritual dan solidaritas karyawan mempunyai keterkaitan serta mempunyai hubungan satu sama lain. Keduanya mempunyai fungsi yang sangat berarti dan mempunyai dampak yang sangat baik bagi perkembangan suatu perusahaan. Hasil penelitian ini menyarankan bahwa kegiatan ritual harus tetap dipertahankan oleh karyawan serta perusahaan.

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ABSTRACTThis research discusses the ritual activities conducted by employees of PT.Sucofindo SBU SICS Jakarta. This thesis uses qualitative research which is is descriptive and the technique of research is participant observation and depht interview. The result of this research is that the ritual activity in PT. Sucofindo SBU SICS has a function to unity the employees. The ritual activity and the employees solidarity have relations to one another. Both of them have the function that meant so much and have very good the impact for the development company. The result of this research suggests that the ritual activity should be kept by employees and companies."

"Skripsi ini membahas desain pelatihan internal pada PT Aetra Air Jakarta. Penelitian ini adalah penelitian kualitatif dengan teknik pengumpulan data melalui studi kepustakaan da wawancara. Hasil penelitian ini menunjukkan bahwa desain pelatihan internal yang terdapat pada PT Aetra Air Jakarta mencakup : a) pembuatan kalender pelatihan, b) site pelatihan, c) trainer, d) metode pelatihan, e) materi pelatihan, f) pre test dan post test, dan g) pengamatan pelatihan. Selain itu, juga terdapat analisa kebutuhan pelatihan dan evaluasi pelatihan pada PT Aetra Air Jakarta. Dari hasil penelitian ini, menyarankan bahwa perlu dilakukan sharing session kepada para manajer unit yang bertujuan untuk meningkatkan kesadaran para manajer unit akan pentingnya melakukan evaluasi pelatihan bagi karyawan yang telah mengikuti pelatihan

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The focus of this study is internal training design at PT Aetra Air Jakarta. This research

is qualitative, the data were collected by literature study and interview. The result of this

study showing that internal training design at PT Aetra Air Jakarta include : a) training

calendar, b) training site, c) trainer, d) training method, e) training module, f) pre test

and post test, and g) training observer. There were include training need analysis and

training evaluation at PT Aetra Air Jakarta. The researcher suggest that should be

conduct sharing session for all unit managers in order to realize them to evaluating the

employees that finished their training program."

"Skripsi ini mengkaji tentang budaya perusahaan dan difokuskan pada penerapan aturan formal dan informal perusahaan yang berjalan beriringan, sehingga menghasilkan ‘sebuah keluarga dalam perusahaan’. Berawal dari ketidakefektifan sarana dan prasarana untuk pelaksanaan aturan formal perusahaan, karyawan mulai berinisiatif membuat suatu kesepakatan sendiri yang tidak tertulis, namun disepakati dan dilakukan oleh beberapa karyawan yang berkepentingan. Adanya perbedaan dengan aturan formal perusahaan tidak membuat memburuknya kinerja perusahaan, namun justru sebaliknya. Pendekatan dan sosialisasi dari aturan informal perusahaan yang berupa interaksi dan ritual-ritual perusahaan yang selalu melibatkan seluruh karyawannya membuat hubungan antar karyawan menjadi semakin baik. Hal ini tak lepas dari peranan pemimpin yang mengizinkan aturan formal dan informal tersebut berjalan bersama hingga sekarang. Kerekatan dan kepercayaan yang terjalin pada karyawan inilah yang membuat siapa pun yang bekerja di sana merasa mereka adalah sebuah keluarga. Dengan begitu, seluruh karyawan merasa nyaman tanpa rasa tertekan dalam bekerja. Dampak positif bagi perusahaan adalah membuat kinerja perusahaan semakin baik.

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This thesis tries to research corporate culture and focused on implementation of formal and informal rules that walk along side each other, so this rules produce “family in company”. These rules begin with ineffective tools and infrastructure for implementing the formal rules of the corporation, employee, then having initrative to make their own unwritten agreement, however this agreement works and agreed by the employee that having an interest in it. The difference between the agreement and formal rules of the corporation doesn’t make worse the performance of the company, it works well. The socialization of the informal rules uses interaction and (ritual) approach that involving all of the employee. It makes their relationship better. This only happen because the leader of the company allow the formal and informal rules. The closeness and trust that bind up with the employee are a family. With that, all of the employee pressure during work time."

"Cultural of organization represent component able to cause why a strategy earn implementation success at one particular company. Successful Organizational is adaptation organization able to be cultural to environment, place where the organization operated.Social responsibility is obligation of company to formulate to policy, taking decision and execute an action giving benefit to society. In attainment of organizational target among others is organizational strategy, organization chart and organizational system, power in organizational culture and organization. Therefore arising out main problem, what is there relation which significant between organizational culture with social responsibility of company?Theory the lifted is theory - theory of organizational culture and theory - social responsibility theory is and also continued with research method. This research cope to lay open relation between organizational culture with social responsibility of company in industrial area by using method of descriptive analyze and take population as sample or non sampling probability.Instrument the used is statement according to scale of Lingkert with score 5,4,3,2 and 1. By conducting spreading 65 questioners from 215 employees during period April 2004 in industrial area of Cikarang, Bekasi."

"Penelitian ini mengenai komunikasi korporat dengan program transformasi PT Pertamina (Persero) sebagai objek penelitian. Tujuan penelitian untuk menggambarkan tentang proses perumusan dan implementasi Strategic Vision kaitannya dengan Corporate Brand PT Pertamina (Persero) pada Pogram Transformasi 2006-2016; menggambarkan tentang keterkaitan antara Corporate Culture dengan Corporate Brand PT Pertamina (Persero) pada Pogram Transformasi 2006-2016; menganalisis tentang keterkaitan secara kualitatif antara Corporate Image dengan Crporate Brand PT Pertamina (Persero) pada Pogram Transformasi 2006-2016. Paradigma penelitian interpretatif, metode penelitian kualitatif. Data bersifat primer melalui wawancara mendalam, dan observasi; serta data sekunder dengan studi kepustakaan. Teknis analisis data menggunakan teori ?segitiga? corporate branding dari Hatch & Schultz (2001). Hasil penelitian menunjukkan masih terjadi gap antara Vision & Culture, tampak dari tema fundamental maupun bisnis PT Pertamina (Persero) yang belum terpenuhi, masih terdapat gap antara Vision & Image, apa yang diinginkan dalam visi PT Pertamina (Persero) dipersepsikan berbeda oleh stakeholders dari luar perusahaan, baik di dalam maupun di luar negeri. Sedangkan antara Image & Culture, gap-nya tidak terlalu lebar, bahkan semakin menyempit jaraknya, karena tata-nilai PT Pertamina (Persero) cenderung kuat, integrated, disosialisasikan kepada pekerja secara sistematis, berkesinambungan dan menyeluruh mulai dari Pusat hingga ke unit-unit daerah.

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This study was about corporate communication with transformation program of PT Pertamina (Persero) as the study object. This study aimed to describe about the formulation process and implementation of Strategic Vision related to the corporate brand of PT Pertamina (Persero) at Transformation Program 2006-2015; describe about the relation between Corporate Culture and Corporate Brand of PT Pertamina (Persero) at Transformation Program 2006-2015; analyze about the qualitative relation between Corporate Image and Corporate Brand of PT Pertamina (Persero) at Transformation Program 2006-2016.

The paradigm of this study was interpretative, and this study used qualitative research method. The primary data was obtained through deep interview, and observation; and the secondary data was obtained through literature study. Data analysis technique used the triangle corporate branding theory from Hatch & Schultz (2001).

The results showed that there was still a gap between Vision & Culture,it was shown from the fundamental and business theme of PT Pertamina (Persero) which hadn?t been fulfilled. There was still a gap between Vision & Image, what was wanted in the vision of PT Pertamina (Persero) was differently perceived by stakeholders outside the company, in national and international level. There was a not-too-wide gap between Image & Culture, the distance became narrower, because the value system at PT Pertamina (Persero) tended to be strong, integrated, and socialized systematically to all employees, continuous, and thorough starting from the central to the regions."

"Penelitian tesis ini dilakukan di Organisasi Nirlaba XYZ, yang bekerja untuk memperbaiki kualitas pendidikan di Indonesia. Tantangan yang dihadapi organisasi ini adalah untuk membangun budaya pembelajaran organisasi agar bisa mencapai tujuan-tujuan strategisnya. Penelitian ini adalah penelitian korelasional dengan desain non-eksperimental. Hasil penelitian menunjukkan bahwa faktor yang mempengaruhi budaya pembelajaran organisasi di XYZ adalah tools dan teknologi untuk berbagi pengetahuan dan perceived behavioral control. Untuk meningkatkan budaya pembelajaran organisasi di Organisasi Nirlaba XYZ, peneliti merekomendasikan intervensi berupa workshop tentang solusi tools dan teknologi untuk berbagi pengetahuan serta pelatihan manajemen waktu untuk meningkatkan faktor perceived behavioral control.

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This research is conducted in the Organization XYZ; it is a not-for-profit organization working to improve the quality of education in Indonesia. The challenge faced by the organization is to build an organizational learning culture in order to achieve its strategic objectives. The research is a correlational research with a non-experimental design. The result shows that the factors affecting organizational learning culture in XYZ are tools and technology for knowledge sharing and perceived behavioral control. As interventions to improve organizational learning culture in XYZ, the researcher recommends a workshop on tools and technology for knowledge sharing in XYZ and time management training to increase perceived behavioral control among the staff."

"Mayoritas aliansi strategis yang direncanakan pada akhirnya menghasilkan pemutusan kontrak yang disepakati. Penelitian sebelumnya menunjukkan bahwa terdapat faktor-faktor yang menentukan tingkat keberhasilan suatu aliansi strategis, salah satunya adalah tingkat kepercayaan. Penelitian ini bertujuan untuk memahami bagaimana identitas organisasi kolektif dapat mempengaruhi tingkat kepercayaan dalam aliansi strategis. Dengan meninjau artikel yang dipilih di bawah topik ini, ini menanyakan: sejauh mana identitas organisasi kolektif mempengaruhi tingkat kepercayaan dalam aliansi strategis? Dalam penelitian ini, saya mengulas 25 artikel peer-review yang diterbitkan dari tahun 1988 - 2019 meliputi identitas organisasi kolektif, kepercayaan pada aliansi strategis dan juga interaksi antar pribadi — dimana terdapat penekanan interaksi antar pribadi dalam membangun kepercayaan di konteks aliansi strategis. Temuan menunjukkan bahwa identitas organisasi kolektif mempengaruhi tingkat kepercayaan melalui teori identifikasi sinyal kepercayaan, keterikatan antarpribadi dan persepsi optimis mitra lain untuk budaya kolektivisik.

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The majority of planned strategic alliances eventually result in the termination of an agreed contract. Prior studies have shown that there are factors which determine the success level of a strategic alliance, one of them being trust level. This study aims to understand how collective organizational identity could affect the level of trust in a strategic alliance. By reviewing selected articles under this topic, it asks: to what extent does collective organizational identity affect the level of trust in a strategic alliance? In this research, I reviewed 25 peer-reviewed articles published from the year 1988 – 2019 covering collective organizational identity, trust in a strategic alliance and also interpersonal interaction – where there is an emphasis of interpersonal interaction in trust building under the strategic alliance context. Findings suggest that collective organizational identity affects the level of trust through trust signal identification theory, interpersonal attachments and optimistic perception of other partners for collectivistic culture. "

"Penelitian ini bertujuan untuk mengetahui strategi, implementasi, dan evaluasiatas difusi inovasi dari budaya organisasi yang dilakukan melalui komunikasiinternal pada Pusdiklat BPK RI. Metode penelitian dilakukan secara kualitatifdengan wawancara mendalam dan observasi yang disertai dengan data sekundersebagai bahan pembanding. Hasil penelitian menunjukkan bahwa strategi danimplementasi inovasi budaya melalui komunikasi internal yang diterapkanmanajemen menghasilkan evaluasi yang positif. Namun demikian proses difusiinovasi tidak berjalan dengan lancar karena sifat budaya organisasi yang abstraksehingga dibutuhkan waktu penyesuaian yang panjang dalam proses internalisasidi organisasi. Selain itu terdapat perbedaan tipe pengadopsi inovasi yangdisebabkan oleh penempatan posisi adopter didalam organisasi.

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This research aims to know the strategy, implementation, and evaluation of thediffusion of innovation over the culture of the organization is done throughinternal communication at Pusdiklat BPK RI BPK RI Training Center . Theresearch method was conducted qualitatively with in depth interviews andobservations accompanied by secondary data as a comparison material. Theresults showed that the strategy and implementation of cultural innovation throughinternal communication applied by management resulted in a positive evaluation.However, the process of diffusion of innovation does not go smoothly because ofthe nature of organizational culture is an abstraction, so that it takes a long timeadjustment in the process of internalization in the organization. In addition, thereare different types of innovation adopters caused by the placement of an adopterposition within the organization."