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"Tenun Ikat Sintang merupakan salah satu produk tradisional yang keberadaannyaterancam punah. Tujuan penelitian ini menjelaskan bagaimana strategi masyarakat Sintangdan pemerintah daerah merespon ancaman ini melalui kebijakan dan kerja sama dalampengembangan produk tenun ikat. Penelitian ini menggunakan metode kualitatif denganmelakukan wawancara dan pengamatan di lapangan serta didukung dengan studikepustakaan. Subyek penelitian adalah para perajin, lembaga swadaya masyarakat, danPemerintah Daerah. Hasil penelitian menunjukkan bahwa strategi yang dilakukan berjalandengan baik dan diperlukan keterlibatan pihak lain seperti yayasan dan Pemerintah Daerah.Walaupun pengembangan telah dilakukan, masih ada hambatan yang belum terselesaikanterutama dalam penyediaan bahan baku dari tumbuh-tumbuhan alam yang ada di hutandan dalam bidang pemasaran yang disebabkan tingginya biaya produksi sehingga membuatharga tenun ikat menjadi mahal."

"Tenun ikat Sintang is one of the traditional products whose existence is threatenedwith extinction. The purpose of this study explains how Sintang community’s strategiesand local governments respond to these threats through policy and cooperation in thedevelopment of weaving products. This study used library method and fieldobservations. Interviews were conducted with artisans, private organizations (NGO) andlocal governments. The results of this study were variety of efforts such as the developmentof human resources artisans, provision of raw materials, product diversification, the provisionof the means of production and marketing. In order for this strategy to work well it needed theintervention of authorities and institution such as non-governmental organizations suchand the local government. Despite efforts towards the developmen had been done,the problems still remain especially in the supply of raw materials on natural resources inthe forest as well as marketing as the effect of high production costs that make the Ikatweaving more expensive."

"The planning activity relative to physical items, environment, and services that adapts to optimize social, economic, and ecological impact is the target of sustainable design. Quality Function Deployment (QFD) achieves product design by choosing and defining factors that can be qualitatively argued. The aim of design is to match needs in new and innovative ways. In this perspective, the QFD aims to evaluate the quality of a design process. TRIZ is a design methodology that aims at defining and overcoming some critical issues that can affect the development of a product, by means of potential innovative solutions. In this paper, QFD and TRIZ analysis were adopted in order to validate a design method for direct open molds by means of a new strategy: hybrid manufacturing can reduce production time, use of material, and energy and waste consumption, employing subtractive and additive techniques efficiently combined."

"Stakeholder theory is used for many purposes in a wide array of disciplines. It was intended to serve as a strategic management tool for business and society relationships in a capitalist system. While it has broad scholarly appeal, it is still somewhat controversial and is considered to be empirically underdeveloped. This new book offers a series of ten chapters from well-known, established and emerging business and society scholars working with stakeholder theory in its many aspects. Each chapter is centered on a different sub-topic related to stakeholder management, written by the actual published experts on that sub-topic. The chapters stand alone as comprehensive pieces of scholarship in themselves, but they are intimately related and interwoven so as to give readers an overall sense of cohesion around the area of stakeholder management."

"ABSTRAKSkripsi ini dibuat untuk membahas bagaimana skema pengetahuan pemilik RAESport Apparel dalam menentukan strategi internal dan eksternal yang akandilakukan untuk kegiatan bisnisnya. Bagaimana pengalaman-pengalaman atausituasi yang ada dapat mempengaruhi skema-skema pengetahuan awal pemilikdalam melanjutkan bisnisnya. Pada penelitian ini juga melihat bagaimana prosesstrategi internal dan eksternal berjalan. Terdapat hubungan sosial yang menciptakanjaringan kepentingan serta ikatan-ikatan sosial yang terjadi ketika pemilikmenjalankan strategi bisnisnya, selain itu inovasi batik juga menjadi salah satustrategi bisnis yang dijalankan. Penelitian ini menggunakan pendekatan kualitatifdengan teknik wawancara mendalam dan partisipasi observasi.

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ABSTRACTThis undergraduate thesis was to know about how the RAE Sport Apparel?s ownerschema theory determine the internal dan external strategies in his own business,how the experiences or situations could affect the owner?s foreknowledge schemato continue the business. This study also observe how the internal and externalstrategies proceed. There are social relations which create the network interests andsocial ties that occured when the owner implemented his business strategies. Besidethat, batik innovation is the one of business strategy he did. This qualitative researchusing in-depth interviews technique and participant observation.;"

"Jumlah kamar dan hotel di Indonesia terus meningkat setiap tahunnya. Dengan keadaan tersebut maka persaingan antar hotel di Indonesia pun akan terus meningkat setiap tahunnya, sehingga dibutuhkan strategi bisnis yang tepat untuk mempertahankan pelanggan lama serta menambah pelanggan baru. Dalam pembuatan strategi tersebut, penelitian ini meneliti pengaruh Brand Image, Price, Trust, dan Value pada Purchase Intention pelanggan. Setelah mendapatkan hasil analisa pengaruh Brand Image, Price, Trust dan Value pada Purchase Intention pelanggan, maka langkah selanjutnya adalah menggunakan Importance- Performance Analysis untuk mendapatkan action items beserta prioritas pelaksanaan pada setiap action items. Kemudian pada akhirnya hasil analisa tersebut dapat menjadi sebuah strategi bisnis bagi pengusaha hotel bintang empat di Indonesia untuk mengembangkan bisnisnya.

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The number of room and hotel in Indonesia are keep on rising for each year. With such condition then the competition between hotels in Indonesia will also keep on rising for each year, thus an accurate business strategy is required in order to maintain the regular customer and to add a new costumer. In the creation of such business strategy, this research is researching on the impact of Brand Image, Price, Trust, and Value on the customer's Purchase Intention. Upon obtaining the result of analysis on the impact of Brand Image, Price Trust, and Value on the customer?s Purchase intention, then the next steps is to utilize the Importance- Performance Analysis in order to obtain action items along with the priority of execution of each action items. Then in the end such analysis result can become a strategy for entrepreneur of four-star hotels in Indonesia to develop their business."

"Penelitian ini bertujuan untuk mengetahui pengaruh identitas kepemilikan terhadap strategi diversifikasi segmen usaha. Penelitian ini menggunakan sampel 170 perusahaan non keuangan yang terdaftar pada Bursa Efek Indonesia periode 2010 sampai dengan 2014. Penelitian ini dilakukan dengan menggunakan metode regresi logit untuk variabel dependen bersifat proporsi yang dihasilkan oleh Herfindahl Hirschman Index (HHI) sebagai proksi dari diversifikasi berbasis pendapatan per segmen usaha. Variabel independen penelitian terdiri dari kepemilikan asing dan kepemilikan pemerintah dengan menambahkan variabel kontrol berupa ukuran perusahaan, kinerja keuangan perusahaan pada tahun sebelumnya, tingkat hutang perusahaan serta usia perusahaan. Hasil penelitian ini memberikan bukti empiris bahwa kepemilikan pemerintah dan usia perusahaan non keuangan di Indonesia berpengaruh signifikan secara positif terhadap strategi diversifikasi segmen usaha, sedangkan ukuran dan tingkat hutang berpengaruh signifikan secara negatif terhadap strategi diversifikasi segmen usaha. Selain itu, kepemilikan asing dan kinerja keuangan ditahun sebelumnya tidak berpengaruh signifikan terhadap strategi diversifikasi segmen usaha.

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The objective of this study is to determine the effect of ownership identity to business segment diversification strategy. This study used 170 non financial companies listed on the Indonesia Stock Exchange in the period 2010-2014. The study was conducted by using logit regression for proportions as dependent variable resulting from Herfindahl Hirschman Index (HHI), as a proxy of the revenue-based diversification per business segment. The independent variables consisted of foreign ownership and government ownership and adding the control variables such as corporate size, past performances, leverage and age. The study provides empirical evidence that government ownership and age of non financial companies in Indonesia have significant positive effect to business segment diversification strategy, while size and leverage have significant negative effect to business segment diversification strategy. Moreover, foreign ownership and past performances have no significant effect on business segment diversification strategy."

"Machine generated contents note: Important Message to the Individual ReaderA Note on Vocabulary and Cultural Differences xviiA Note on Our Perspectives and Prior WorkNotes and AcknowledgmentsNotesch. 1 Business and IT in Turbulent TimesTurbulence and Uncertainty Challenge EnterprisesThis Is Not about Alignment (Entirely)The Problem of Business and IT RelationshipsStrategic IT Management Changes the Mental Models about IT in the EnterpriseTo Whom Are We Writing? Who Is Our Audience? Whose Mental Models Are We Changing?ch. 2 The Barrier: Trust and PartnershipTrust and Performance Are Highly CorrelatedTrust and Partnership Are Highly CorrelatedContext and Performance Affect Trust and Ability to PartnerTrust and the Total Value Performance ModelTrust and GovernanceA Case of Broken TrustThe Role of Executive Leadershipch. 3 A Staircase to TrustWhat Is Trust?Dimensions of TrustContents note continued: Trust Improves Business PerformanceCan Trust between Business and IT Be Built?Personal Trust versus Organizational TrustMaslow's Hierarchy of Needs and ITBusiness Requirements for Total Value PerformanceHow Does Trust Affect IT Strategy in Turbulent Times?Producing Business Outcomes-An AssessmentReferencesch. 4 IT Strategy in Turbulent EnvironmentsChange and Turbulence DefinedHow Do Organizations Cope with Change and Turbulence?Assessing Turbulence in the EnterpriseOrganizational Capabilities and Environmental TurbulenceHow Do IT and IT Management Cope with Turbulence and Change?Producing Business Outcomes Despite Turbulence and Uncertainty: An Assessmentch. 5 Turbulence in Information TechnologyHistory of Technology TurbulenceThe Impact of Technology TurbulenceEnterprise Implications Based on Turbulence in ITTechnology Turbulence AssessmentContents note continued: Referencesch. 6 The Effects of IT SourcingThe IT Services Supplier as a Strategic ConcernStrategic IT OutsourcingThe Impact of Trust and TurbulenceLooking AheadStrategic IT Management Principles for the Business and IT RelationshipA Scorecard for Strategic IT Management PrinciplesNotech. 7 Requirements for Strategic IT ManagementThe Impact of Turbulence and TrustThe Impact of TurbulenceThe Impact of TrustTurbulence and Trust: Requirements for Business-IT PartnershipDemand and Supply Management of ITDemand and Supply Impact on OutsourcingTo Conclude: The Need for Relational GovernanceSelf-Assessment: IT Competenciesch. 8 The Service RelationshipIT Is a Service BusinessService Performance Is the Foundation for IT Credibility and TrustIT Service Management Is CriticalSo What?Conclusion and ScorecardsScorecard EvaluationContents note continued: Notesch. 9 The Partnership RelationshipReasons for the Business-IT PartnershipDefining the Business-IT PartnershipDealing with Culture, Behavior, and SilosImplementing the Business-IT PartnershipEngaging the BusinessImplementing Partnerships Requires Agreement on Roles for the PartnersIs This a Real Problem?"Teaming" Is the New PartnershipPartners Exist at Every LevelSummaryPartnership Scorecardsch. 10 The Leadership RequiredGoal #1: Leadership Is Required for Partnership, Trust, and Common GoalsGoal #2: Leadership Requires Leaders-and a Good Understanding of the Leadership RequirementsGoal #3: The Requirements for (Proactive) Transactional LeadershipGoal #4: The Requirements for Transformational LeadershipGoal #5: Leadership Is Earned through Credibility, Trust, and CultureLeadership Scorecardch. 11 Enterprise IT CapabilitiesContents note continued: Connecting IT Value, IT Competence, and Enterprise IT CapabilitiesConnecting IT Capability with IT Methodologies and ProcessesBreaking Down the Barriers between IT and Business: Enterprise IT CapabilitiesEnterprise IT Capability OverviewThe Core Ideas for Enterprise IT CapabilitiesAssessing Enterprise Performance against RequirementsReviewing the Initial Enterprise IT Capability AssessmentsIT's Capability to Change: The IT Dynamic CapabilityReferenceSeven Fundamental Capabilities of the EnterpriseGood Methodologies and Processes Aren't EnoughThe Challenge to CEOs and ClOs: What Exactly Should Be Done?Strategic IT Management Applies to More than Just the Current IT Organization(s)Business Outcomes Are Requiredch. 12 Strategic Enterprise IT Capabilities and CompetenciesEnterprise IT Capability: Planning &​ InnovationContents note continued: Strategic IT Management: The Systemic Capabilities for Producing Outcomes for Planning &​ InnovationStrategic IT Management: The Business Outcomes for Planning &​ InnovationWhat Is the Current Status with Planning &​ Innovation?Planning &​ Innovation ScorecardBottom Line: Planning &​ Innovation Performancech. 13 Tactical Enterprise IT Capabilities and CompetenciesEnterprise IT Capability: Information &​ IntelligenceEnterprise IT Capability: Development &​ TransformationEnterprise IT Capability: Service &​ Resource OptimizationSummary: Tactical Enterprise IT Capabilities and Competenciesch. 14 Operational Enterprise IT Capabilities and CompetenciesEnterprise IT Capability: Service &​ Operational ExcellenceEnterprise IT Capability: SourcingEnterprise IT Capability: Cost &​ PerformanceSummary: Operational Enterprise IT Capabilities and CompetenciesContents note continued: ch. 15 Managing Complex Business-IT RelationshipsClear Strategic PositioningFormal Organizational ArrangementsTrustExample EnterprisesExample #1: Angus InternationalExample #2: Global Financial ServicesExample #3: National Governmental Agencych. 16 What Should Be Done?Applying Frameworks to Describe the EnterpriseThe Power of FrameworksOrganizational ContextTurbulence and ChangeWhat Needs to Be Done?ch. 17 Requirements for CIO and IT LeadershipMessage #1: The CIO and IT Managers Have Important "To Do's" on Their ListsMessage #2: The Business-IT Partnership Requires CIO and IT Management LeadershipMessage #3: Enterprises Need Strategic IT Management and Enterprise IT CapabilitiesMessage #4: The CIO Needs to Manage the Technology Well; This Is Necessary, but Not SufficientContents note continued: Message #5: Authority, Control, and "Reporting to the CEO" Are Not SufficientMessage #6: Be Faster; Be FlexibleMessage #7: An Active, Proactive Leadership Approach Is Required, with Clear VisionConclusions: For the CIO, What Does Strategic IT Management Offer?ch. 18 Requirements for CEO and Business LeadershipMessage #1: The Enterprise Needs Strategic IT ManagementMessage #2: Strategic IT Management Requires CEO Leadership for Organizational Context, Culture, and ChangeMessage #3: The CEO Provides the Enterprise Leadership to Generate and Actively Communicate the Business Vision and ITMessage #4: The CEO Builds and Supports the Environment for Partnership, Teamwork, CollaborationMessage #5: The CEO Builds and Supports IT Governance as Critical to Change ManagementMessage #6: Engage the CMO, CFO, and Board in Strategic IT ManagementMessage #7: Good IT Is Necessary; Do Not Accept Poor PerformanceContents note continued: Messages to Business Managers and ProfessionalsConcluding Message to the CEOSelf-Assessment for Business Leadershipch. 19 Reflections and RecommendationsSummarizing the Enterprise IT Capabilities and Their ImportanceThe Bottom Line."