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Abstrak :
Penelitian ini bertujuan untuk menginvestigasi anteseden dynamic capabilities dan pengaruhnya terhadap kinerja perusahaan dengan konteks transformasi di Sub-Holding Pembangkitan Listrik PT PLN (Persero) menuju net-zero emission. Terdapat enam anteseden dynamic capabilities yaitu resource, knowledge management and learning, alliance, entrepreneurial orientation, environmental dynamism dan stakeholder pressure yang diuji pengaruhnya terhadap dynamic capabilities dan kinerja perusahaan. Dynamic capabilities juga diteliti sebagai mediator antara hubungan anteseden dengan kinerja perusahaan. Terdapat sejumlah 13 hipotesis yang diuji menggunakan partial least square structural equation modeling (PLS-SEM) dengan teknik pengumpulan data menggunakan survei dan berhasil terkumpul sampel sejumlah 250 responden. Model struktural dibangun berdasarkan kerangka teoritis kemudian disesuaikan dengan konteks penelitian dan hasil uji validitas dan reliabilitas. Hasil analisis menunjukkan bahwa resource tidak berpengaruh positif terhadap dynamic capbilities serta dynamic capbilities tidak dapat memediasi hubungannya terhadap kinerja perusahaan. Walaupun demikian, knowledge management and learning, alliance, entrepreneurial orientation, environmental dynamism dan stakeholder pressure berpengaruh positif terhadap dynamic capabilities serta dynamic capabilities dapat memediasi hubungannya terhadap kinerja perusahaan. Pengaruh paling besar terhadap dynamic capabilities ditunjukkan oleh entrepreneurial orientation dimana membuktikan perusahaan dalam rangka untuk mengintegrasikan, membangun, dan mengkonfigurasi ulang kompetensi internal dan eksternal mereka memerlukan entrepreneurial orientation yang kuat untuk mendukung keberhasilan proses dynamic capabilities. Hasil analisis juga menunjukkan bahwa dynamic capabilities pengaruh positif kinerja perusahaan. ......This research aims to investigate the antecedents of dynamic capabilities and their influence on company performance in the context of transformation in the Sub-Holding Generation Company of PT PLN (Persero) towards net-zero emissions. There are six antecedents of dynamic capabilities, namely resources, knowledge management and learning, alliance, entrepreneurial orientation, environmental dynamism, and stakeholder pressure, which are tested for their influence on dynamic capabilities and company performance. Dynamic capabilities tested as a mediator between the antecedents of dynamic capabilities and company performance. There were 13 hypotheses tested using partial least squares structural equation modeling (PLS-SEM) with data collection techniques using surveys and a sample of 250 respondents was successfully collected. The structural model is built based on a theoretical framework and then adapted to the research context and with the results of validity and reliability tests. The results of the analysis show that resources do not have a positive impact on dynamic capabilities and dynamic capabilities cannot mediate their relationship with company performance. However, knowledge management and learning, alliance, entrepreneurial orientation, environmental dynamism, and stakeholder pressure have a positive impact on dynamic capabilities and dynamic capabilities can mediate their relationship to company performance. The greatest influence on dynamic capabilities is shown by entrepreneurial orientation, which proves that PT PLN (Persero) in order to integrate, build and reconfigure their internal and external competencies requires a strong entrepreneurial orientation to support the success of the dynamic capabilities process. The analysis results also show that dynamic capabilities have a positive impact on company performance.

Abstrak :
Profesionalisme pengelola Badan Usaha Milik Daerah (BUMD), khususnya Bank Pembangunan Daerah (BPD) memiliki kompleksitas tata kelola dan intensitas bisnis yang tinggi akibat masalah perimbangan bank sebagai lembaga jasa keuangan yang dimiliki oleh pemerintah daerah. Otoritas Jasa Keuangan (OJK) dalam menyikapi hal tersebut mengadakan program Transformasi BPD yang bertujuan untuk memperkuat fundamental BPD, salah satunya terkait Tata Kelola, Manajemen Risiko, dan Kepatuhan. Melihat permasalahan tersebut, Bank DKI dalam praktiknya masih mengalami permasalahan tata kelola perusahaan, pengelolaan risiko yang kurang berhati-hati, dan melemahnya unit-unit pengendalian internal. Analisis terhadap permasalahan tersebut menunjukkan bahwa Bank DKI dalam memenuhi struktur tata kelola sesuai dengan ketentuan yang berwenang, namun memiliki kendala dalam mekanisme tata kelola karena Bank DKI beroperasi dalam nuansa politik yang kental dimana pemerintah daerah menjadi blockholder. Perubahan strategi dan kebijakan manajemen risiko yang memusatkan proses bisnis ke kantor pusat bank meningkatkan kualitas penyaluran kredit tetapi berimplikasi pada peningkatan intensitas bisnis ke manajemen puncak. Manajemen risiko internal Bank DKI efektif dalam mencegah terjadinya penyimpangan yang signifikan di tingkat operasional namun belum mampu mengantisipasi permasalahan yang terjadi di tingkat strategis (governance). Tata kelola kepatuhan terhadap regulasi dilakukan dengan memanfaatkan celah dalam ketentuan yang berwenang sehingga secara administratif bank telah memenuhi ketentuan tersebut meskipun sebenarnya tidak ideal. ...... The professionalism of managing Regional Owned Enterprises (BUMD), especially Regional Development Banks (BPD), has a high governance complexity and business intensity due to the problem of balancing banks as financial service institutions owned by local governments. The Financial Services Authority (OJK) in responding to this matter held a BPD Transformation program which aims to strengthen the fundamentals of the BPD, one of which is related to Governance, Risk Management and Compliance. Seeing these problems, in practice, Bank DKI is still experiencing problems with corporate governance, inadvertent risk management, and weakening internal control units. Analysis of these problems shows that Bank DKI in fulfilling the governance structure in accordance with the regulatory provisions, however, has obstacles in the governance mechanism because Bank DKI operates in a strong political atmosphere where the local government becomes the blockholder. Changes in risk management strategies and policies that focus business processes at the head office of the bank improve the quality of lending but have implications for increasing business intensity to top management. Bank DKI's internal risk management is effective in preventing significant deviations at the operational level but has not been able to anticipate problems that occur at the strategic level (governance). Regulatory compliance governance is carried out by exploiting loopholes in the regulatory authorities so that administratively the bank has complied with these regulations even though it is not ideal.