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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."

"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."

"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."

"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."

"Organizational Citizenship Behavior: Its Nature, Antecedents, and Consequences examines the vast amount of work that has been done on organizational citizenship behavior (OCB) in recent years as it has increasingly evoked interest among researchers in organizational psychology. No doubt some of this interest can be attributed to the long-held intuitive sense that job satisfaction matters. Authors Dennis W. Organ, Philip M. Podsakoff, and Scott B. MacKenzie offer conceptual insight as they build upon the various works that have been done on the subject and seek to update the record about OCB"

"ABSTRAKTesis ini membahas pengaruhi dimensi kewirausahaan organisasi terhadap kinerjaGerakan Mahasiswa Kristen Indonesia. Adapun dimensi kewirausahaan organisasitersebut terdiri atas 3 yakni Inovasi, agresifitas dan keberanian mengambilresiko. Penelitian ini adalah penelitian kuantitatif dengan desain eksplanatory.Hasil penelitian menyimpulkan bahwa ada hubungan linear antara variabeldimensi inovasi kewirausahaan, dimensi agresifitas kewirausahaan, dan dimensikeberanian mengambil resiko dengan kinerja organisasi. Penelitian inimenyarankan agar GMKI memusatkan perhatian pada dimensi keberanianmengambil resiko karena variabel ini memiliki pengaruh yang signifikan terhadapkinerja organisasi

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ABSTRACTThis thesis focused on the entrepreneurial dimension of organizational influenceon the performance of the Indonesian Student Christian Movement. Thedimensions of the entrepreneurial organization that is made up of Innovation,aggressiveness and courage to take risks. This research is a quantitative study withexplanatory design. The research concludes that there is a linear relationshipbetween the variable dimensions of entrepreneurial innovation, entrepreneurialaggressiveness dimensions, and dimension courage to take risks withorganizational performance. This study suggests to GMKI for focusing on thedimension GMKI risk taking because this variable has a significant impact onorganizational performance"

"Penelitian ini bertujuan untuk mengetahui pengaruh knowledge sharing behavior terhadap perilaku inovatif di tempat kerja pada karyawan PT X dan Y, dimana belum ada penelitian sebelumnya yang meneliti pengaruh dari kedua variabel ini.Knowledge sharing behavior diartikan sebagai derajat dimana individu benarbenarmembagi pengatahuan yang dimiliki, diciptakan, dan dibutuhkan kepada orang lain (Bock, 2002;2005). Perilaku inovatif sendiri didefinisikan sebagaipenemuan yang disengaja, promosi, dan realisasi atas ide baru dalam peran kerja, kerja kelompok, atau organisasi, yang berfungsi untuk menguntungkan performa kerja, kelompok, atau organisasi (Janssen, 2004). Pengukuran knowledge sharing behavior menggunakan knowledge sharing behavior scale yang dikembangkan oleh Chennamaneni (2006) yang berjumlah 17 item. Perilaku inovatif di tempat kerja diukur menggunakan innovative work behavior scale yang dikembangkan oleh Janssen (2001) yang berjumlah 9 item. Hasil utama penelitian menunjukkan bahwa knowledge sharing behavior berpengaruh secara siginifikan terhadap perilaku inovatif di tempat kerja (β = .691, t(214) = 13.986, p < .01). Knowledgesharing behavior juga dapat secara signifikan menjelaskan proporsi varians skor perilaku inovatif di tempat kerja (R2 = .478, F = 195.605).

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The purpose of this research was to discover the influence of knowledge sharing behavior on innovative behavior at workplace in company X and Y’s employees,

where there is no previous research studied the effect of this two variables yet.

Knowledge sharing behavior defined as the degree to which people actually shares knowledge they have acquired or created (Bock, 2002;2005). Innovative behavior itself defined as intentional creation, introduction, and application of new ideas within a work role, group, or organization, in order to benefit role performance, the group, or the organization (Janssen, 2004). Measurement of knowledge sharing behavior used knowledge sharing behavior scale enhanced by Chennamaneni (2006) that have 17 items. Innovative behavior at workplace was measured by innovative work behavior scale developed by Janssen (2001) which have 9 items. The main result showed that knowledge sharing behavior is significantly predicted innovative behavior at workplace (β = .691, t(214) =

13.986, p < .01). Knowledge sharing behavior also explained a significant proportion of variance in innovative behavior at workplace scores (R2 = .478, F = 195.605)."