MATERI PENDAMPINGAN FAKULTAS HUKUM2

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APPLIED RESEARCH

Study & research that seeks to solve practical problems. Applied research is used to find

solutions to

everyday problems, cure illness, and develop innovative technologies.

PURE RESEARCH

Study and research on pure science that is meant to increase our scientific

knowledge base. This type of research is often purely

theoretical with the intent of increasing our understanding of certain phenomena or behavior but does not seek to solve or treat these

problems.ETHICAL ISSUES

1. Participants

•Truthful

•Right to Privacy

•Right to be informed

•Protection

2. Researcher

•Purpose of Research is Research

•Objectivity

•Misrepresentation of Research

•Confidentiality

•Dissemination of Faulty

Conclusion

DEFINATI ON

App_lie

d Pu_er

Quantitative &

Qualitative Research

TYP

ES

Quantit_ati ve

Qualitat ive

Quantitative +

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BEBERAPA CATATAN REVIEWER

 _{Judul kurang menarik}

 _{Latar Belakang Masalah belum menunjukkan adanya masalah penelitian} yang akan diteliti, kontribusi penelitiannya tidak nampak, tidak didukung studi-studi sebelumnya.

 _{Literature review banyak membahas definisi konsep teori bukan} menjelaskan “state of the art” terhadap perkembangan konsep. Dukungan hasil penelitian terdahulu yang berbasis jurnal nasional maupun jurnal internasional

 Metode penelitian tidak lengkap dan diuraikan secara detail  _{Belum menggunakan manajemen referensi}

 _{Biaya penelitian banyak yang tidak rasional}

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RG Tipe 1. Tatatan konseptual

yang baik tetapi perlu pengkajian

teoretikal

Peneliti dapat merancang penelitiannya

berangkat dari gap yaitu adanya

konsep konsep aplikatif yang baik

dalam masyarakat tetapi

tidak jelas

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Sebuah contoh disajikan berikut ini dari studi Branine and David (2010, p. 712)

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RG Tipe 2: Belum

terselesaikannya sebuah

masalah penelitian, hasil

penelitian yang inkonkusif

Peneliti dapat merancang penelitiannya berangkat dari

ditemukannya

hipotesis-hipotesis penting yang

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Our literature provides evidence on the influence of innovation on performance such as appeared in several studies (Molina-Castillo, Jimenez-Jimenez, & Munuera-Aleman, (2011); Rhee, Park, & Lee, (2010); Shan et al., 2015). Those studies demonstrated innovation has a positive impact on marketing performance. Study of Cheng, Chang, and Li (2013) demonstrated that no single path for success of product innovation and among others, the newness of innovation is a source of the marketing success. Even though product advantage is considered important to foster marketing performance, the study of García, Sanzo, and Trespalacios (2008) concluded that product

advantage has no significant influence on marketing performance; this is to say that it is necessary to get another kind of support for product advantage to get rid on enhancing the marketing performance. Study on innovation provides a gap in the inability of product line innovation in influencing company performance as among others appeared in the

study of Cillo, De Luca, and Troilo (2010) demonstrated that innovation has no significant impact on company performance. More over a study conducted by Liao and Cheng (2014) shows the impact of failures of innovation such as damage to brand reputation after a

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RG Tipe 3: Hasil penelitian yang

memberikan defisiensi dalam

konklusi

Seorang peneliti dapat merancang kajian yang

akan dilakukannya berangkat dari adanya

defisiensi (kurang bermakna sebuah peran) hasil

penelitian yaitu sesuatu yang diyakini berdampak

baik dan harus dilakukan tetapi penelitian

menunjukkan sebaliknya yaitu

rendah bahkan

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Contoh jenis RG ini dapat dibaca pada studi yang dilakukan oleh Franke and Park

(2006, p. 693) seperti yang diajikan pada petikan berikut.

“Understanding the characteristics of effective salespeople has been a long-standing goal of managers and researchers. Quantitative syntheses of hundreds of empirical studies indicate that personal characteristics, role perceptions, and job attributes typically account for 10% or less of the variance in salesperson performance and job satisfaction (e.g.,Brown and Peterson 1993; Churchill et al. 1985).

Therefore, identifying additional useful predictors could prove helpful in selecting, training, and managing salespeople. Two salesperson characteristics that have been the focus of prominent research streams in sales force research have not yet been examined in a meta-analysis. One stream examines adaptive selling, that is, “the altering of sales behaviors during a customer interaction or across customer

interactions based on perceived information about the nature of the selling situation” (Weitz, Sujan, and Sujan 1986, p. 175). This approach enables salespeople to tailor messages to fit individual customers’ needs and preferences. The other stream

involves customer-oriented selling, which “can be viewed as the practice of the

marketing concept at the level of the individual salesperson and customer” (Saxe and Weitz 1982, p. 343). This approach emphasizes long-term customer satisfaction

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RG TIPE 4: Hasil penelitian yang

baik tetapi menyisakan

ketidakanjelasan proses atau

peran

Seorang peneliti dapat melakukan studi yang berawal dari adanya

pertanyaan lanjutan atas sebuah hasil penelitian yang telah dilakukan

dengan baik. Pertanyaan itu dapat berupa ketidakjelasaan proses atau

ketidakjelasan peran yang terjadi

dalam sebuah situasi yang diterima

seperti “bagaimana proses yang terjadi sehingga sebuah kapabilitas dapat

meningkatkan kinerja” atau “apa peran yang dimainkan oleh tenaga

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Contoh jenis ini dapat dilihat dalam studi Aarikka-Stenroos and Jaakkola (2012, pp.

15-16) berikut ini

“………..Recent literature indicates that the interaction process between actors affords them opportunities to facilitate value creation for and with each other (Grönroos, 2008, 2011; Payne et al., 2008), yet that

literature offers scant

elaboration on the roles performed, or contributions made by the parties

to create value. The service-dominant logic discusses value creation roles at a rather theoretical and non-specific level,

………..

……… The solutions marketing literature examines

the suppliers’ role but elaborates less on customers’ contributions (e.g., Skarp & Gadde, 2008; Tuli et al., 2007). Therefore, our second objective is to examine the roles performed and resources contributed by suppliers and customers within the joint value generating process. Thirdly, we point to the scarcity of empirical investigations into value-in-use, the final outcome of the value co-creation process (cf. Grönroos, 2011; Lapierre, 1997). Although the ability to demonstrate the value of an offering is essential for suppliers, the identification and determination of the multifaceted value elements of complex

offerings has remained largely unexplored

(Lindgreen et al., 2009).Hence, this study aims to identify value components, i.e. the benefits and

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Study on entrepreneurial marketing and innovative selling are of

increasing interest to both academics and practitioners (Hallb

ä

ck &

Gabrielsson, 2013; Ionitã, 2012) which indicates that entrepreneurial

marketing plays a key role for developing better performance in a

sense that marketing should be managed innovatively and proactively

as well as always open new ways (Hallb

ä

ck & Gabrielsson, 2013;

Ionitã, 2012; Morris, Schindehutte, & LaForge, 2002; Smith &

Lohrke, 2008). Salespeople

’

s innovativeness is believed as a key

driver for marketing performance as studied by Chen, Peng, and Hung

(2015). However, Lacroix, Lussier, and Ouellet (2014) come out with

a different result that not all type of innovativeness of a sales person

can enhance performance. They found the inability of innovative idea

promotion and innovative idea realizations in enhancing sales

performance.

Yet, it remains unclear what kind of process should be conducted

by sales force as leverage for enhancing sales performance.

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TRT : Adopsi teori Organizational Learning

One of the basic frameworks of organizational learning is adopting learning process as an organizational task to facilitate the process of knowledge acquisition, knowledge distribution, knowledge interpretation and building an organizational memory (Jiménez-Jiménez & Sanz-Valle, 2011) to empower the organization’s intellectual capital for a better performance in managing the professional job. An organizational learning is conducted to form or enhance an individual level learning stocks or an organizational level learning stocks (Bontis, Crossan, & Hulland, 2002) as a portfolio of knowledge, skill and attitude for handling jobs in the organization.

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TRT : Adopsi teori Organizational Learning

Effort to articulate tacit knowledge and exploit it professionally will leverage the ability to blossom the value of product and the value of selling activities done by any salesperson. In turn, tacit knowledge exchange could be the media for enriching salesperson peer’s capabilities for success as

demonstrated by the study of Cavusgil, Roger, and Yushan (2003), that the greater the tacit knowledge transfer the more likely the firm is to be able innovate effectively. As a tacit knowledge is hard to be articulated, effort to transfer or exchange the tacit knowledge, the receiver could create an

implemented knowledge (Bennet & Bennet, 2008).

Adopting the study of Chakrabarty, Widing, and Brown (2014), this study defines positive selling ambiance initiative as the ability of salespeople to initiate energized sales-talk process through initiating influential atmosphere in sales conversation, initiating positive twist conversation, and ability to create comfortable feeling in sales conversation for endorsing a positive acceptance of the customers as a result of team work tacit knowledge

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Salespeople’s innovativeness: How to enhance sales

performance

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RG tipe 5: Masalah dikembangkan dari Kelemahan

penelitian sebelumnya.

Secara normative masalah dapat diangkat dari

kelemahan penelitian orang lain. Namun

demikian banyak kali butir kelemahan itu

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Paradigm in Marketing Thought

The General theory of Marketing Science

Value creation & value delivery paradigm

RESOURCE DRIVING PARADIGM

SERVICE DOMAIN PARADIGM

CULTURAL INTERACTION

PARADIGM

Grand Theory

Resource Advantage

Theory of Competition

Middle Range Theory

Research tradition

Practice tradition

Grand Theory

Service Dominant Logic

in Marketing Theory

Middle Range Theory

Research tradition

Practice tradition

Grand Theory

Consumer Culture

Theory

Middle Range Theory

Research tradition

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KEPEMIMPINAN

KINERJA

KARYAWAN

KARAKTER KEPELAYANANA

N PEMIMIPIN

KINERJA KARYAWA

N

Cohesive-Coervice Leadership- CCL:

COHESIVE-COERCIVE LEADERSHIP (CCL) merupakan sebuah gaya kepemimpinan yang memaksa tetapi

merangkul yang menekankan kedisiplinan pada pencapaian sasaran melalui pendekatan keguyuban kelompok. Gaya kepemimpinan ini sangat berpotensi meningkatkan kinerja organisasi

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Proses Konseptualisasi MAISCAP

1. Inspirasi yang dasarnya teori (bertahun tahun saya ngajar MK ini bukan tanpa modal) 2. Cari teori mengenai

sumber daya/kapabilitas/ kapasilitas/modal

1 2

Firm specific resources

Marketing architectural

capability (MARC) adalah

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Sajikan background

yang menarik, logis,

berurut untuk

akhirnya

mendefinisikan konsep

baru

mu

mar k spe

c cap

Fungsi kreatif

Kreatif dlm strategi

Khas archit

ek

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ONTOLOGI

Marketing Architectural

Isolating Capability (MAIsCap)

is a specific competence to

deploy marketing strategic

process in a specific manner

that isolated from ease of

replication, hard to be

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EPISTEMOLOGI

EPISTEMOLOGY

: SCENARIO BUILDING &

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DUA KAKI KITA

DALAM

PENGGALIAN

ILMU

DUA KAKI KITA

DALAM

PENGGALIAN

ILMU

KAMU SIAPA, MAU

MAU MENJADI APA,

KAMU SEBAGAI

AHLI APA?

KAMU SIAPA, MAU

MAU MENJADI APA,

KAMU SEBAGAI

AHLI APA?

TIDAK SALAHKAN

KAMU MEMAINKAN

PERANMU?

TIDAK SALAHKAN

KAMU MEMAINKAN

PERANMU?

APA PISAU ANALISIS YANG KAMU GUNAKAN

UNTUK

MENUNJUKKAN JATIDIRIMU

YAKINKAN BAHWA KAMU BUKAN

PELAKU FENOMENA “CHEATING BY

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KINERJA PERUSAHAA

N TAAT HUKUN

SEMESTA UNIVERSAL MULTIDIMENSI

PISAU ANALISIS –KACA MATA ANALISIS

EFISIEN OPERASIONAL

MENJAGA LINGKUNGAN

KUALITAS SDM

KESEIMBANgA N SOSIAL

DISIPLIN AKUNTANSI

KUALITAS COMPDEV KUALITAS

PROSES REKSEL

KUALITAS ANJAB

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BANGUNAN

MODEL

PENELITIAN

DISIPLIN

INDUK

(Parent Discipline)

DISIPLIN

PELENGKAP

(Immediate Discipline)

MISALNYA:

• ILMU MARKETING

• ILMU MSDM

• MANAJEMEN

KEUANGAN

• MANAJEMEN

OPERASIONAL

• ILMU AKUNTANSI

MISALNYA:

• ILMU PSIKOLOGI

• ILMU SOSIAL

• ILMU AGAMA

• ILMU HUKUM

• ILMU KOMUNIKASI

• DLL

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BANGUNAN

MODEL BERFIKIR

ILMU MARKETING

DISIPLIN

INDUK

(Parent Discipline)

DISIPLIN

PELENGKAP

(Immediate Discipline)

MISALNYA:

• TEORI PRODUK

• TEORI MARKET ENTRY

• TEORI PROMOTION

• TEORI HARGA

• TEORI PENJUALAN

• TEORI MANAJEMEN

KONSUMEN

• TEORI PERSAINGAN

• DLL

MISALNYA:

• TEORI PSIKOLOGI

• TEORI

ENTREPRENEUR

• TEORI MODAL SOSIAL

• TEORI KEPENTINGAN

• TEORI

AGAMA-SPIRITUALITAS

• TEORI KOMUNIKASI

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Pola Model

Manajeme

n

Fungsi Manajemen

Bidang Manajemen

Sumber Daya

Market Entry

Price

Promotion Sales & Distribution Consumer Care Planning

Recruitment & Selection

Job Posting

Competency Development

Career Path Compensation &

Remuneration

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Kualitas

Rektuit

men dan

Seleksi

Kualitas Protofoli o Human

Capital

Kinerja

Organisasi

Kualitas Pengembangan

Komptensi

Kualitas Pengorganisasi an Career Path

Motivasi Prestasi Karyawan

Kinerja Karyawan

Kualitas Implementas

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Kualitas Perencanaan

Product mix

Kualitas Protofolio

Produk

Kinerja Pemasaran

Aksesibilitas pada Pemasok

Market Entry Capability

Produktivita s Jejaring Penjualan

Kinerja Pemasaran

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Pola pikir sistem manajemen dan pilihan penelitian

Input

Proses

Output

• _{Sumber Daya –}

Resources

• _Marketing

Asset

• _Capability

• _Relational

Asset

• _{Social Aset}

• _Relational

Capability

• _Social

Capability

• _{Hard skill}

• _{Soft skill}

• _{Dan lain lain}

• _{Quality of Planning}

• Quality of

Perencanaan Jering

• Kualitas

Implementasi

strategi

• Kualitas

pengawasan

Penjualan

• Dan lain lain

• Nilai Penjualan

• Volume

Penjualan

• Pertumbuhan

Perjualan

• Kinerja

Perusahaan

• Kinerja

organisasi

• Loyalitas

Karyawan

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Pola pikir manajemen pemasaran

Input Proses Outpu_t

Produk Terdiferen

siasi Kualitas

Proses Perancangan

Produk Kapabilitas

Rancang Bangun Produk

Kualitas Marketing

Sensing Process

Input Proses Output

Mendapatkan Kembali Pelanggan DN Kualitas

Produk Inovasi

Produk

Peluang lain yang

bisa jadi kekuatan

Promosi

Market Re-Entry

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Skenario Kelp 3.

Minat Membeli

Ulang Daya Tarik

Produk Perancanga

n Produk

Keunggulan Sumber Daya Perancangan

Pertumbuha n Jangka

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Input

Proses

Output

Kekuata

n Basis

Pasar

Kualitas Pengelolaa

n Wilayah Penjualan Kapabilitas

Membangun Jejaring

Kapabilitas Market Sensing

Kinerja

Penjuala

n

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Inpu

t

Proses

Output

BEBAN

Kualitas

Analisis

Jabatan

Kualitas

Team

EVJAB

Pengalaman Benchmarkin

g

Kinerja

Karyawa

n

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TINGKAT KESEMBUHA

N PASIEN KUALITAS

TERAPI DOKTER

KUALITAS DIAGNOSA

DOKTER KOMPETENSI

Parent Discipline

Manajemen Pelayanan

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KINERJA PEMASARAN KUALITAS

STRATEGI PEMASARAN

KOHESI TEAM TENAGA PENJUALAN COMPETITIV

E

EXPERIENCE PORTFOLIO

ORIENTASI PASAR

Parent Discipline

Manajemen Pemasaran

Immediat e

Discipline

Manajemen SDM

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KUALITAS INFORMASI AKUNTANSI

Ketidak-pastian Tehnolo

gi

KAPABILITA

S

TEHNOLOGI

INFORMASI

Komitmen Untuk Belajar

DERAJAD UPDATING TEHNOLOGI

INFORMASI BERBAGI VISI

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KUALITAS INFORMASI AKUNTANSI AKURASI

SISDUR AKUNTANSI

AKURASI TEHNOLOGI

INFORMASI AKUNTANSI KUALITAS

INTERNAL CONTROL

DERAJAD UPDATING TEHNOLOGI

INFORMASI

Parent Discipline

Ilmu Akuntasi

Immediat e

Discipline

Ilmu Tehnik Informasika

LEARNING ORIENTED COMPETENC

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Penerimaan Terhadap Perilaku Menyimpang Audit Komitmen

Profesiona l Afektif Komitmen Profesiona

l Kontinyu Komitmen Profesiona

l Normatif

Komitmen Profesional

Lokus Kendali

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PENERIMAAN TERHADAP PERILAKU

MENYIMPANG AUDIT

SISTEM KONTROL AKUNTANSI

KOMITMEN PROFESIONA

L

AKUNTANSI LOKUS

KENDALI AKUNTANSI

SPIRITUALITAS TEMPAT

KERJA

Parent Discipline

Ilmu Akuntasi

Immediat e

Discipline

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MENULIS PIKIRAN kita yang dbangun untuk menyelesaikan

masalah kita dengan dukungan hasil telaah kritis teori teori yang relevan yang kita rujuk

UNTUK memperkuat “teori” kita

TELAAH PUSTAKA – LITERATURE REVIEW

proposisi Sintesis Dasar

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PEDOMAN SINTESIS UNTUK MEMBUAT KONSEP BARU (AGF)

KONSEP DARI TEORI INDUK A

KONSEP DARI

KONSEP DARI TEORI INDUK N

KONSEP DARI CABANG N TEORI

INDUK N

TURUNAN DARI CABANG N

GABUNGKAN…. Itulah sintesis

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CONCEPT/ CONTRUCT

VARIABLE

DIMENSI DIMENSI

INDIKATOR INDIKATOR INDIKATOR

ITEM SCALE Single item

Likert Type item (Summated rating scale)

atau

Proses Telaah Pustaka Untuk Disertasi

PEDOMAN MEMBANTUN KONSEP BARU – NOVELTY (AGF)

General Berlaku

umum

Kontekstual tergantung

obyek penelitian

General Berlaku

umum

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PEDOMAN SINTESIS UNTUK MEMBUAT KONSEP BARU (AGF) KONSEP DARI

TEORI INDUK A

Leadership style

KONSEP DARI CABANG A TEORI INDUK…nnnnn……..

TURUNAN DARI CABANG A … ncncncnc………

TURUNAN DARI CABANG A

Cohessive leadership

KONSEP DARI TEORI INDUK N

Theory of Power

KONSEP DARI CABANG N TEORI

INDUK N….xyxyxyx..

TURUNAN DARI CABANG N

Coercive Power

GABUNGKAN…. Itulah sintesis

Cohessive-Coervice Leadership

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PROPOSISI

COHESSIVE COERCIVE LEADERHIP

(CCL)

INTEGRATED INVOLVEMENT

AFFILIATIVE APPROACH

INFLUENCIAL & DIRECTIVE

• Rektor kami selalu ada dimana kami ada masalah

• Rektor kami adalah sumber inspirasi kami semua

• Rektor kami selalu disela kesibukannya mau berkaraoke ria dengan semua kami

• Rektor kami selalu

menekankan pentingnya acara santai warga kampus bersama keluarga

• Rektor kami sangat tegas dalam memastikan semua tugas

berjalan baik

• Rektor kami tidak segan memarahi bila ada kesalahan

• Rektor kami menekan semua harus berupaya mati matian

SCALE

(Contextual)

Togetherness

Inspiring

Leader-follower closeness Work-Family

affiliation Influential involvement

Reward & punishment Achievement

oriented

JANGAN SEKALI KALI BILANG SCALE ADALAH ANGKA 1,2,3,4,5 dst..Itu bukan scale tetapi score atau measures. Scale adalah alat pengukur data (berbetuk item kuesioner)

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PROPOSISI

COHESSIVE COERCIVE LEADERHIP

(CCL)

INTEGRATED INVOLVEMENT

AFFILIATIVE APPROACH

INFLUENCIAL & DIRECTIVE

LANGKAH

2

Organizational Performance

ONTOLOGI:

CCL adalah sebuah gaya kepemimpinan yang menekankan pada

kekuatan guyub sebagai jiwa dari sebuah organisasi dengan ketegasan professional untuk membangun semangat dalam sebuah kelompok. Gaya kepemininan CCL ini berpotensi untuk meningkatkan kinerja

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PROPOSISI

KONSEP TEORETIKAL “milik saya”

novelty

Dimensi teoretikal yang berlaku general

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PROPOSISI

Entrepreneurial Marketing

Innovation approach to

risk management

Resource Leveraging

Value Creation

Proactive identification

and Exploitation of

opportunity

Morris et al. (2002: 5) have defined EM as ‘the proactive identification and

exploitation of opportunities for acquiring and retaining profitable customers through

innovative

approaches to risk management, resource leveraging and value creation’.

Jones, R., & Rowley, J. (2011). Entrepreneurial marketing in small businesses: A conceptual exploration. International Small Business Journal, 29(1), 25-36. doi:10.1177/0266242610369743

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Entrepreneurial

Orientation

Pro-activeness

Innovativenes

s

Risk taking

NEW TO THE WORLD ATM

• ARCHOS

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Entrepreneuria l Marketing

Proactiveness

Innovation Focus

Customer

intensity

Risk management

Resource

Leveraging

Value Creation

Opportunity

Driven

Morris, M. H., et al. (2002). "Entrepreneurial marketing: A construct for integrating

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Entrepreneurial Marketing

Innovation approach to

risk management

Resource Leveraging

Value Creation

Proactive identification

and Exploitation of

opportunity

Morris et al. (2002: 5) have defined EM as ‘the proactive identification and

exploitation of opportunities for acquiring and retaining profitable customers through

innovative

approaches to risk management, resource leveraging and value creation’.

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The Bank of Ghana’s (2015) Annual Report shows that the banking

industry comprises 29 universal banks, 139 rural and community banks and 546 micro-finance institutions. These universal banks altogether had 1,173 branches and 912 ATMs scattered across the ten regions in the

country showing a vast network of distribution intensity characterized by branch expansion and the proliferation of ATMs to increase access and convenience to customers in keeping with prevailing competitive

demands (Hinson and Osarenkhoe, 2013; Bank of Ghana, 2015).

The study therefore investigates the mediating role of brand preference on the relationship between bank advertising and customer loyalty in Ghana’s bankingindustry.

advertising

Brand Loyalty

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CONTOH

 _{Advertisement}

 _{1.1 I remember my bank’s adverts easily}

 _{1.2 I easily notice my bank’s adverts even in the media traffic}  _{1.3 My bank’s adverts make positive impression on me}

 _{1.4 My bank’s adverts are innovative and appealing Brand preference 2.1 My bank is}

one of the best in the banking industry

 _{2.2 I am very content with the services of my bank}

 _{2.3 My bank is highly professional in serving customer needs}

 _{2.4 I think this brand is superior to other competing brands Customer loyalty}  _{3.1 I am very satisfied with my bank’s services}

 _{3.2 I go out of my way to tell others about the superior services my bank offers}  _{3.3 I will not hesitate to recommend my bank to anyone seeking excellent customer}

services

 _{3.4 I intend to continue doing business with my bank in the future}

 _{3.5 I am a very proud customer of my bank 3.6 I have never considered switching to}

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Virtual brand personality

Customer satisfaction

(104)

 _{Although the brand personality research has flourished since Aaker’s (1997)}

study, limited research has been conducted on consumer-based virtual brand personality (CBVBP) (Geuens et al., 2009; Molinillo et al., 2016).

 _{researchers highlight the importance of a likeable brand that can create a}

more personable relationship (Nguyen et al., 2013). However, few studies link virtual brand personality with critical relational outcomes (Louis and Lombart, 2010), such as customer satisfaction and brand loyalty.Within this limited

work,onlinebanking,satisfaction and loyalty studies in thepast mostly centred on more tangible brand attributes (e.g. online service quality or website

design) rather than intangible or emotional brand attributes (through personality traits) (Davies et al., 2003; Mutum et al., 2014.

 _{In addition, most research on brand personality is conducted in the developed}

economies (Melewar and Nguyen, 2015), with less attention and research in emerging countries, such as the diverse Malaysian banking context.

 _{this study develops and validates a CBVBP concept, aiming to determine the}

(105)

Marketing dashboard

usage

Market performance Technological

uncertainty

Market information management

capability

Organization structure

centralization _formulation Marketing

strategy implementation

speed

(106)

Personal characteristic

Perceived usefulness Perceived

trust

Perceived ease of use

Attitude towards using

(107)

Industry investment in marketing measurement and analytics is substantial with total global expenditures in marketing dashboards, analytic software and other marketing software systems totaling approximately US$24bn annually (Lazich et al., 2016).

However, the research focused on marketing dashboards has been primarily conceptual rather than empirical (Pauwelsetal.,2009).The scant empirical literature on this topic has established that marketing dashboards do not have a direct effect on the firm performance (O’Sullivan and Abela,2007;O’Sullivanetal.,2009); little attention has been focused on other paths through which marketing dashboards improving market performance. Hence, the link between marketing dashboard utilization and market performance remains relatively unexplored.

To address this research gap,we developed and testeda conceptual model based on the knowledge-based view (KBV) theory (Grant, 1996). The KBV highlights the importance of knowledge-based resources, such as marketing dashboards, and their deployment as a means to enable capabilities and

(108)

(109)

The knowledge based theory

Knowledge management

Competitiveness

theory Spiritual theory

Workplace Spiritual theory

Porter diamond model

DIMENSIONS

?????? DIMENSIONS

Knowledge management

DIMENSIONS Diamond Model

(110)

(111)



theory of absolute advantage, to new

theories such as Michael Porter's diamond

model.



Extended Model (1): The Generalized Double

Diamond Model



Extended Model (2): The Nine-Factor Model



Extended Model (3): Double Diamond-Based

Nine-Factor Model



Methodology for National Competitiveness

_{Place in context of community (Ashmos & Duchon, 2000, p. 137).}



_{The particular way the human person in all its richness, the}

relationship of the human person to the transcendent,

(113)



The human response to God's gracious call to a relationship with

himself (Benner, 1989, p.20).



_{• A way of being and experiencing that comes about through}

awareness of a transcendent dimension and that



Spirituality and religiosity



All of the world's major religions that we know of

involve a spiritual dimension



These religions promote a belief in a higher power and

a specific ultimate meaning and purpose for life,

elements that many consider central to spirituality.

the religious services which some consider ritualistic

involve spiritual activities as prayer and mediation.



Many religious practices such as fasting are private and

(115)

5 dimensi spirituality

_{1) beliefs, attitudes, and perceptions;}



_{2) transcendental experiences,}



_{3) sense of meaning for existence;}



_{4) belief in the paranormal;}

(116)

(117)

(118)

Design Strategy

[ Type, Purpose, Time - Dimension, Scope, Environment ]

_{2. Purpose of Study}

a.Descriptive Studies : Research is

_{concerned with finding out who, what, where, when, or}

how many.

b.Causal Studies: Research is concerned with learning why –that is, how one variable produces changes in another – it causal.. Explaining relationships

₃a_Tm_io_mn_eg _Dva_imari_eb_nle_ss_ion_;

[a] Cross-sectional Studies : Study carried out once and represent snap-shot of one

point at a time.

[b] Longitudinal Studies: Study repeated over an extended period

4. Scope :

[a] Statistical Studies: Designed for breath rather than depth. Hypotheses tested quantitatively. Inferences and Generalization of population. From samples.

[b] Case Studies : Hypotheses tested qualitatively. May provide major challenges to

theory & for new hypothesis

5. Research Environment ; Field Conditions or laboratory conditions or simulation

(119)

Qualitati ve

(120)

Qualitat

Discover Ideas, with General Research

Objects COMMON PURPOSE

Test Hypotheses or Specific Research Questions

Observe and Interpret

APPROACH Measure and Test

Unstructured. Free Form DATA

COLLECTIO N

APPROACH

Structured Response Categories Provided Research is

intimately

involved. Results are subjective

RESEARCH ER

INDEPENDE NCE

Researcher uninvolved

Observer. Results are Objective

Small samples – Often in Natural setting

SAMPLES

Large samples to Produce

Generalizable Results [Results that Apply to Other Situations]

(121)

(122)

Sampling Design

Quantitative Research

(123)

POPULASI DAN SAMPEL

1. Unit analisis populasi/sampel (individu, kelompok,

organisasi)

2. Teknik Pengambilan sampel

a. Kerangka populasi / sampel

b. Probabilitas sampel (simple random sampling,

stratified, cluster,proporsional random sampling)

c. Non probalititas sampel (purposive,

confenience, quaota, accidental)

3. Rumus perhitungan jumlah sampel (Slovin, yamane)

(124)

SAMPLING

DESIGN DESCRIPTION ADVANTAGES DISADVANTAGES

Simple Random

(mengunakan cara undian / tabel angka random)

Each population element has equal chance of being selected into the sample. Sample drawn using random number table/generator

Easy to

implement with automatic dialing [random digit

dialing] and with computer voice response system.

Requires a listing of population elements. More time to

implement. Use larger sample sizes. Produces larger errors. Expansive Systematic

(menggunakan fraksi sampling &

menggunakan angka random untuk start)

Selects an

element of the population at a beginning with a random start and following the

sample fraction selects every kth items

Simple to design. Easier to use than Simple Random.

Easy to determine sampling

distribution of mean or

proportion. Less expansive than simple random

Periodicity within the population may skew the sample and result. If the population list has a

monotonic trend, a biased

estimate will result based on the start point. Stratified

(digabung

simple random & systematic sample).

50 orang, 22 mahasiswa & 28 mahasiswi: Pria: (5/50) x 22

Wanita: (5/50)x28

Divides population into

sub-populations or strata and uses simple random on each strata.

Results may be weighted and combined

Researcher controls

sample size in strata.

Increased statistical efficiency.

Provides data to represent and analyze subgroups. Enables use of different

methods in strata.

Increased error will result if subgroups are selected at different rates. Expansive.

Especially expansive if strata on the population has to be created.

COMPARISION OF PROBABILITY SAMPLING DESIGN

(125)

SAMPLING

Custer Population is

divided Provides an unbiased Often lower statistical into internally estimate of

population efficiency [more errors heterogeneous

sub- parameter if properly due to sub group being groups. Some

are done. homogenous rather randomly

selected for Economically more than heterogeneous. further study efficient than

simple random.

Lowest cost per sample,

especially with geographic clusters. Easy to do without

population lists

Double

[ Sequential

Process includes May reduce costs

if Increased costs if

or Multiphase] collecting data

from a

sample using a

first stage results in

enough data to stratify

indiscriminately used.

previously

defined or cluster the technique; based

on population

the information found, selecting for

sub samples for further study.

(126)

Tabel Angka Random

Halaman 1/2

(127)

SAMPLING

Purposive sampling

1. Judment Sampling

2. Quota Sampling

Convenience Sampling

Snowball sampling

(128)

Sampel representatif

penting bagi penelitian

Generalisasi

Menilai

Parameter

Berbeda

Dalam subkelompok

populasi

(elemen sama)

2. Cara

dispropoprsiona

(elemen tidak sama

Pilih

Pengambilan

sampel

area

Memperoleh

banyak

Informasi dari

Subset sampel

Mengumpulkan

Informasi dalam

Area tertentu

Pilih

(129)

PROSES DESAIN SAMPLING

DEFINISIKAN

POPULASI

SASARAN

TENTUKAN

BINGKAI

SAMPEL

TENTUKAN

JUMLAH SAMPEL

(130)

Sampel representatif

tidak penting bagi penelitian

Memperoleh

Informasi yang

Cepat tetapi

Tidak handal

Memperoleh

Informasi yang relevan

Dan hanya tersedia

Dengan kelompok

tertentu

Pengambilan sampel

yang mudah

(Convenience Sampling)

(131)

n = jumlah sampel

N = populasi

d = margin error

Bila populasi tidak

Diketahui

(PxQ)

N = (Z

2

ά)

(132)

Lanjutan...



Ukuran sampel lebih besar dari 30 dan kurang dari 500

sudah memadai untuk kebanyakan penelitian



Bils sampel dibagi dalam beberapa sub sampel, maka

minimum 30 untuk setiap kategori sub sampel sudah

probabilitas

Biaya

Lebih mahal

Lebih murah

Akurasi

Lebih tepat

Kurang tepat

Waktu

Lebih lama

Lebih cepat

Penerimaan

Hasil

Penerimaan

universal

Penerimaan

masuk akal

Kemampuan

(134)

VARIABLE AND MEASUREMENT

DAYA TARIK PRODUK

INTENSITAS PROMOSI

MINAT MEMBELI

(135)

DAYA TARIK

PRODUK

TINGKAT

HARGA

MUTU

PRODUK

MINAT MEMBELI UJI INDIKASI

UJI KAUSALITAS

(136)

INTENSITAS

PENCARIAN

INFORMASI

KEINGINAN SEGERA

MEMBELI

KEINGINAN

PREFERENSIAL

MINAT MEMBELI

(137)

Frekuensi pemantauan keluhan pelanggan X1.4

Orientasi Pelanggan

(X1)

PENGUJIAN MUKA (FACE VALIDITY)

Upaya memahami kebutuhan dan

keinginan pelanggan X.1.1

Kecepatan respons Terhadap keluhan Pelanggan

X1.5

Kualitas Strategi Direct Selling

(X2) Standardisasi Durasi

Salestalk (X2.2)

Keteraturan rencana rayonisasi wilayah Penjualan

(X2.3)

Keteraturan rencana Kunjungan call plan (X2.4)

Kontinuitas upaya Mencari informasi Kebutuhan dan

Keinginan Pelanggan X.1.2

Intensitas analisis

Informasi pelanggan dlm Proses formulasi rencana Pemasaran

X1.3

(138)

UJI VALIDITAS



Construct Validity : kemampuan sebuah alat ukur

untuk menjelaskan sebuah konsep



Content Validity (face validity) : menggambarkan

kesesuaian sebuah pengukur data dengan apa yang

akan diukur



Covergent Validity : instrumen mendapatkan data

mengenai sebuah konstruk memiliki pola yang sama

dengan yang dihasilkan oleh instrumen lain untuk

mengukur konstruk yang sama.



Predictive Validity : kemampuan dari instrumen itu

(139)

UJI RELIABILITAS



Instrumen secara konsisten memunculkan hasil yang sama setiap

kali dilakukan pengukuran

WAKTU PENIMBANG A PENIMBANG B

Hari 1, Pagi 55 55

Hari 2, Pagi 55 60

(140)

ANALISIS DATA

STATISTIK

DESKRIPTIF

(141)

STATISTIK DESKRIPTIF

 _{Nilai indeks : ((%F1x1) + ((%F2x2) + ((%F3x3) / skala pengukuran (kriteria}

three box method) 100 – 10= 90, dibagi tiga:

 _{10.00 – 40 = Rendah}  _{40.01 – 70 = sedang}  _{70.01 – 100 = tinggi}

STATISTIK INFERENSIAL

 _{Statistik inferensial parametrik (Analisis regresi, analisis regresi}

moderasi, analisis regresi dua tahap, analisis kausalitas SEM (AMOS) dan analisis Kausalitas jalur (Path analysis)

(142)

Konstruksi dari

Serangkaian konten

makna

Konstruksi yang

memiliki

nama

Konstruksi yang

Berpotensi melahirkan

Hubungan, pengaruh

(143)

Konstruksi konten

yang baru

Nama yang baru

Potensi melahirkan

Hubungan, pengaruh

Yang baru

(144)

TEORI

PROPOSISI

(145)

BENTUK RESEARCH GAP

RESEARCH

GAP

Konsep- Tatanan konseptual yang Baik tetapi belum ada pembuktian empirik

Hasil penelitian yang menyisakan Kelemahan substansial

Kegagalan membuktikan sebuah konsep dalam penelitian

Hasil penelitian yang tidak konklusif-tidak dapat disimpulkan

(146)

CONTOH: KONTROVERSI KEPUASAN DAN

LOYALITAS

KEPUASAN PELANGGAN

LOYALITAS PELANGGAN

TABIAT MENCARI

(147)

MENGELOLA GAP PENELITIAN

PENYELESAIAN RESEARCH

GAP

Dengan A-Aksen dari konsep yang mapan

Dengan A-Aksen dari konsep yang Baru

Dengan konsep mediasi yang mapan

Dengan konsep mediasi yang baru

Dengan konsep moderator yang mapan

PENDEKATAN A-AKSEN (A’)

PENDEKATAN MEDIASI

PENDEKATAN MODERATOR

(148)

MOTIVASI KARYAWAN

KINERJA KARYAWAN

NEED FOR ACHIEVEMENT MOTIVASI

SEPERTI APA ????

KINERJA KARYAWAN

(149)

FREKUENSI IKLAN

EFEKTIFITAS IKLAN

PENDEKATAN A-AKSEN (A’)

FREKUENSI IKLAN PRIME TIME

EFEKTIFITAS IKLAN

A

(150)

ORIENTASI PASAR

KINERJA PEMASARAN

PENDEKATAN MEDIASI

ORIENTASI PASAR

KINERJA PEMASARAN KUALITAS

(151)

PENDEKATAN MEDIASI

ORIENTASI PASAR

KINERJA PEMASARAN KAPABILITAS

ARSITEKTURAL STRATEGY

(152)

PENDEKATAN MODERATOR

KOMPETENSI SALES TALK

KINERJA PENJUALAN

KOMPETENSI SALES TALK

KINERJA PENJUALAN