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TABLE OF CONTENT

Ccver Page

Notes from Dean of Faculty of Economy and Business Notes from Head of Management Departmentpreface Notes from Chairman of lnternational Committee Table of Content

PAPERS CONTRIBUTTON

/ _{Business Research}

Page

i

ii

iii

iv

[,tyers-briggstypelndicator(MBTl)Rnatysis@

Behaviour Decision Making in Heavy Equipment Company Rudy Aryanto

a.ctjon

Research for Empowering Aided Cooperatives Budiman Notoatmojo Cockpit Management : Ergonomically Meeting Roorn turnrng

Strategy into results

Argogalih;

Natasha Gabriella

13

lrtegrated Solution for Garment lndustries Hendra Achmadi 20

^tellectual Capital Growth and Firm Future Performance an Setyo HariWijanto;

lstianingsih lralysis _using latent variable GroMh Curve Modeling 29

JIT Purchasing and Performance : an Exploratory Analysis of ^{Yolanda M Siagian}

3.ryer Perspectives

37

Research Case Study for PT. lF Rudy Sudirga 47

Performance Comparisons of Aigorithms for String Matching

Brute Force and Problem

Knuth Morris Pratt SitiRohajawati;

Sri Setyaningsih;

Prihastuti H. Ramdan;

Setia Permana

52

^centive System Proposition Based on Work Operation Design and ^Widdy :e lnfluence on Performance at olt Metal Works

59

l"^alysis of Illection Lesson with Approachment Markov Method HaryadiSarjono;

Andrianto Susilo

64

-,entory Management of flowers at the Flower

Man

Ferry Jie;

Sussan Nguyen;

Steven Tamvakellis;

ldris Gautama

72

--:e Analysis of Strategic Plan to Achive Quality ^Guest T-e Four Star Hotels

in

West Jakarta

Services in Hera Oktadiana;

E.A. Kuncoro

81

-ternational Seminar Management Department 2008 Page v

Erhancing Experience

Service Experience Through Understanding Employee

Management Mahmod Sabri

Haron;

Kaveh Abhari;

Norizan Mat Saad

91

'/ Corporation Sustainibility

CorporateSocialResponsibilityandBusinesssuStainabili

lndonesia

⁹⁷

Effect Corporate Governance to Earning

fManagement

and Earnng Quality on Manufacture lndustry of lndonesia

Friederick Hutapea;

Agus ZainulArifin.

102

Research of lncome lncrease Subsidy's guijangan _Wningkatan

penghasilan/tpp) lnfluence Toward the Employee,s performance of ^M. Qudrat Nugraha;

Evi Erawati

111

National Coordination Centre for Family planning (BKKBN)

in

Administrative District of South Jakarta

The Determinants of Directors' Remuneration in

N4ala)rsian

public

Listed Companies Hasnah Haron;

Joanne Meng

Fong;

SofriYahya;

lshak lsmail

123

Factors influencing Unethical Behaviour of lnsurance Agents lshak lsmail;

Hasnah Haron;

Sheikh Hamzah

139

SofriYahva CSR Disclosure in lndonesia : Empirical Evidence frorn Biryi

small companies Listed at lndonesia's stock Exchange Nadia paramita

153

,/ _Marketing

An Analysis

on

Retailers' Buying

the Distributor's Capability to ^{lnfluence the}

Behavior

Retno Dewanti, Tjia Fie Tjoe;

Alec Dyan;

MarcelArden

160

Green Marketing to Outrival amongs Resorts in Kepulauan Seiibu

167

Area Rudy Aryanto

Level analysis of Customer Satisfaction (Case Study

in

Vegetarian Restaurant of Muara Karang)

Hawaian Cecep Hidayat;

Mesael

183

The effect of Service Quality and lnterpersonal Communication J.E. Sutanto;

Charly Hongdiyanto

190

Toward company image (a case study at pT. Kapasan Oriental

Express Surabaya)

Advertising elements influence analysis of ^poldan mig meOicine ttartiwi eraOowq

¹⁹⁶

concerning perceived quality and consumer brand loyalty Chrisye;

Stevenlav

lnternational Seminar Management Department 2008 Page vi

Analysis marketing services effect toward trader

mall (Marketing Services Based on ^Banner

Evidence, and People on WTC Matahari Serpong)

product sales

on

Media, ^Physical

Retno Dewanti;

Sanjaya Lukas;

Lisa Okvita Sari

203

Analysis of Service Competitive Advantage and Shipment Cost Towards Costomer Loyalty of EMKL (ekpedisi muatan kapal laut)

Retno Dewanti;

Yulia Wati, Novioline;

lmelda

209

Antecedents and Consequences of 'lDEALI' Consumer complaint ^{Lina 216}

,ntentions and behavior: a Cross-Cultural Comparison

Competitive Strategy of Market Challenger of Spring Bed "A"

in

Christina R. Honantha;

Johny Rusdiyanto;

RianiRahayu

^O

221

Surabaya

Developing a Model of the lmpact of Cause-Related Marketing

^on

Purchase lntention

Sabrina Oktoria Sihombing ²²⁶

f,,larket

Share and Customer Equity Measurement using Markov Furinto, Asnan;

Budiono, TriAsih;

Heryadi ^Yaya

234

Chain

Personal Goal Toward Compulsive ^Buying lin Mayasari;

Prima Naomi

240

tegy towards Promoting ^{Rosita Widjojo 246} rdustry Sustainability

ffilevel analisys in Services Quality for Siti Nur ^Fadlilah

^A;

Nunung Nurhasanah;

Andono Sofano

251 lealth Service lndustry ( case study Cancer ^Hospital Dharmais

)

More Than Two ^{Burhanudin 260}

-iternatives: the lmplication for ^Retaining Customer

ne select'ton of Promotion Program that Effectively lncrease Latifah DieniYah

^MP;

264 :rstomer awareness ^using Analythical Hierarchy ^Process Silfia

ldris Gautama

^So;

lshak lsmail;

Nabsiah AbdulWahid i-re lnfluence of MentalAccounting ^Method 270

-cwards the attitude to Trade-in: an Empirical Study in lndonesia

@ioral Science in The Business ^School l.,lnicullum

:

Teaching

ⁱⁿ

A Changing lnstitutional Environment

Natalia Christiani 281 J. E. Sutanto;

-temational _Seminar Management Department 2008 Page vii

'/ lnformation Technology

Correlation Between Great Plains Application Effectiveness with Anderes Gui user performance at Karpusurge Co

286

Analysis of the Website Performance lnsurance Companies. Case study: I

lnsurance Companies in lndonesia

Go-public General ^{Brata Wibawa Djoyo}

Go-public General of the

(eight)

292

Analysis of the ^New Trend of lnformation System Outsourcing : an ^{Yulia Wati;}

lndonesian Perspective ^{Andi Surjanto 302}

Project Risk Management (A case study of University Digital Library)

Eka Miranda;

lndrajani

309

Assessing it lnvestment in Textile Company by using New Hendra Achmadi lnformation Economics Method

314

Evolution Towards The Application Stock System Hj. Henny Hendarti;

Yenny Kartika Wijaya

321

Purchasing used Cars Decision Support System at Mobil

BB,

Jakarta

Hudiarto;

lndra

Mulia;

Christine;

Handy

331

Developing e-Trading-House to Facilitate Small Medium ldris Gautama

^So

Enterprises in lndonesia

341

The Extent of lnternet Banking Services usage in Relation with Customers' Perceived e-Service Quality (PESO) of National Banks in Penang - Malaysia

SriZuliarni;

Hasnah Hj. Haroon;

SofriYahya

349

Knowledge Management in Business Operations Performance A case study of lnternet and Mobile Banking

lndrajani;

Eka Miranda

357

Business Process Analysis : Electronic Remittance Service Ita Ernala Kaban;

Siti Rohajawati

366

The Effect of the level of "FlT" Strategic it Management, External Muafi

³⁷²

Environment, Structure, Role Behavior and Business Performance

Managing Software lnvestment in lT Oei Pek

Jin 380

lnformation System Audit on the process of ^conversion Leverage Corporate Sustainability

system to Rindang Widuri;

Lena

385

Analysis and Design e-CRM application at Binus Center Grogol Robertus Tang

^Herman;

lmam Djajono;

Rizqie Yusario lfdholi

lntemational Seminar Management Department 2008 Page viii

:-=

_.,'sls

and Design e-Supply Chain Management at PT.

Ml

Robertus Tang Herman;

Rudi;

Justian Cevani

401

I - :' Knowledge Officer The CEO Basic Need for Managing SawidjiWidoatmodjo . -:,,, _iedge Worker

413

I a:=:ase Replication Techniques

r:: _:ation ^Analysis of Transactional Siti Rohajawati;

Tjut Awaliyah;

Herfina;

Arief Afendi

419

-':.-.ation Technology investment justification Using lnformation

::":-::-nic method A case study of Bina Nusantara School edifice

Suparto Darudiato;

MichaelMaramis

425

--:-ation system

"""::::i: implementation Model of Good Corporate Governance WahyudiWibowo

' -: ^-g system approach : ^{Study of an} IDX listed it Document

: *: :^ Company

434

::,:s : cnal Personality vs Situational Cognitive : Empirical Study Willy Abdillah

-':"-:tation Technology Acceptance at Higher Education

- =: ^tt

445

:: :,:: :r ^Role SPT Annual lndividual Person Taxpayer lncome

i: ^{- !3} cs lndividual Person Tax Calculation

Vini Mariani;

Anthony Kurniawan

451

"-: *:: :' ^Systems Auditing Towards Purchase Application Hj. Henny Hendarti; 457

\"\r,v"\\,,JLnli

-= :- _{3 cf ERP System in} Sync@ Santo

F.

Wijaya 463

': .-. s ard Design Wages and payroll Accounting lnformation

:':-'3' Furniture lndustries Lianawati Christian;

Dhany Pratama Masli

468

F _i

nance

-.i-::- --: =:lofolio ^efisien Saham tq-+5@

', '" ';: ::- l:e Februari- Mei 2007

Agus ZainulArifin;

Michael

476 :,,,s Quality and Share price : a tttuHFte-negression

:-

^-

^jonesian listed state-owned Enterprises

Bahtiar Saleh Abbas;

Parulian Sihotang;

Jacqeline

483

lrude Oil Price and Cost lrecoveryl EenEvior :

^a

Bahtiar Saleh Abbas; 491 Parulian Sihotang;

Jacqeline

a

ralysis on the lndonesian production _Sharing

- l.* r" -,-: S: -. r^.ar Management Department 2008 Page ix

Determination of Safety Stocks Using lnteiligent System BiseO Forecasting Technique

Budi Santosa;

Johannes Danusantoso

The Effect of ^Budgeting participation Toward Managerial Charly Hongdiyanto;

J.E. Sutanto Performance with Motivation as lntervening Variable at ^pT

Central Proteinaprima Tbk. in Sidoarjo

Cointegration Test of Spot and Futures Prices

in

Commodity Dian Kurnia;

Kim Sung Suk Market in lndohesia

ProfitManagementPolicyasoneofthetoolstoavoidexceedtffi ₅₂₈

payment more ^(a case study of PT. AIB Surabaya)

Correlation of Mission Statement with organization performance: trlasruron a exploration studi on 45 Blue Chip Companies in Le 45 lndex

on

534 Bursa Efek lndonesia

Competitor Analysis lnformation and

Firm's Performance : The Role of System Characteristic As a Moderator

Malaysian Manufacturing Management Accounting

Yuserrie Zainuddin;

Nik Hasfizul Safuri Hassan;

Noor Nasir Kader

Ali;

SofriYahya

541

Stock Market lntegration Between ASEAN-S

and

Nations

:

The Roles of Political and Financial Crises

Developed RezaTajaddini, ZapriAhmad

lntemational Seminar Management Department 2008 Page x

rHE

KEY

FAcroRS AN'^B:ili'i",ffi"?-tl',1,3?i+Llitt-X?tlI'r?i"t-"#."-"i

.URRT'ULUM:

Natalia Christiani, M.Pd. and J.E. Sutanto

Lecturer of lnternational Business Management Program Study Ciputra University, Surabaya

ABSTRACT

ln the present case, business schools become the most favorite schools for studying to the graduated - gh school students. The students' expectation towards these kinds of schools is big. They expect to get the :usiness knowledge, skills and practices. However, the situation faced by the students is being lost legitimacy to

siow

up their talents in business and either to motivate others in institutional environment.

lt

is needed for the :..;siness doers to develop an attractive business school curriculum to learn not only the behavioral factors but

:

so the business strategies itself. Researchers figure out in changing the students' mind and reactions

to

be

-cre

critical in learning and applying the business lessons. The curriculum keeps lightening the origins and the -aiure of organizational field by also developing general strategies and tactics to

deil

with. Using th6 concept of :-e organizational field to examine how recent development in the institutional environment of business schools

-ay

be affecting student attitudes toward the behavioral sciences in business schools. ln accordance with this

:-alysis, we

^propose

a

number

ways in

which recognition

of

changing logical

in the

organizational field,

;nbined

with

a

model

of

teaching

as

bricolage, mighi

be

used

to

enhance the effectiveness

of

behavioral 3::ences institution in business schools. Business schools environment indeed is needed to remain its changes

:,

combining resource-based theory and the business strategies. The changes affect students'attitudes and :e refs towards the success of behavioral sciences in business schools.

X.eywords: organizational field, behavioral sciences, business school,

institutional

environment

,HTRODUCTION

An agony is playing out in lndonesian higher education schools. The joy of learning has been changed by

:-€

monotony

of

control

and

standardization.

The

schools have become places where students are either :-ashed out

if

they

do

not

fit the

school's mold

or

made

to

conform

to

arbitrary, oppressive standards and l:--atures. However, there are also some students for whom school is not about success in learning. According

::

3urrello et, al. (1942, 1) that school is somewhere these kind of students go because they have to. School

::es

not foster their learning, nor does

it

challenge them

to

become independent workers or active citizens.

-,:,rng

this kind

of

perception makes this paper is deserved

to

be shared

to all

readers concerned with the

r:-cation

going on in this country, especially for those who teach and/or taught business knowledge.

There are many options for the students today to learn not only from inside of the school but also they

-,-s:

learn how

lo

respond to social, economic, and technological situations that are simultaneously new and -.c

:iy

changing. Schools, again stated by Burrello el. al. (1942,2), are not providing students with what they

-*"il

_{to know} and do in ways that are motivating or inspiring

to

learners minds grappling with dynamic social :::",:1ions. Students'personalities and society collectivities are being concerned to prepare students for life in

:€

iilure.

Many business schools, nowadays, initiative trigger a number of activities at the business unit level as the

*:' -tions

of a strategic initiative are explored and developed across different functional units. These activities :B::!.ne a brief review

of

contemporary organization theory which suggests that the discipline is composed of

"---:ie,

largely incommensurable theoretical frameworks or schools of thought. Talking about initiatives, they

r=

=lated to the quality of management and business process engineering. These are few examples in which

; -s,

-ess

_schools experience

in

increasing number

of

corporate change initiatives. Business schools should

::':3re

the students to face the intended and unintended results of corporate change initiatives. ln the present

:lse

business schools become the most favorite schools for studying to the graduated high school students.

*"fi

siudents' expectation towards these kinds of schools is big. They expect to get the business knowledge,

:u

s ard practices.

8y many accounts the business school cuniculum experiences the behavioral sciences. To have strong ::::-:€tiiive _advantage

in

organizations, behavioral sciences should develop the factors of behavioral such as

;':i-zattonal

culture, employee relations, and organizational learning. There

is a

linkage between human q.':

-:i€

(HR) and behavioral sciences

Despite these thoughts, for credibility

in

many colleges

of

business, behavioral sciences appear

to

be

:mr:':

:rg.

The

^position

of

behavioral sciences

has

wrinkled

to the

^point

that this

discipline,

in

terms of

ir rr:'-,arce to the curriculum, is higher than HR. ManagemenUorganizational behavioral (M/OB) ranks highest ⁱⁿ rrT

s :i

perceptions in the curriculum. This situation affects

a

problem with student reactions. They generate

tre

a:aCemic concern, given the huge emphasis on research output as the basic of academic legitimacy. To

;e' :'e

negative student reactions

to be

much more consequential factor

for

M/OB and HR, the broader

*-,'r:"rent

of universities and their institutional priorities should be combined in legitimacy. The environmental

mms-e-- :nal Seminar Management Department 2008 Page 281

rHE

KEY

FAcroRS AN'^B:ili'i",ffi"?-tl',1,3?i+Llitt-X?tlI'r?i"t-"#."-"i

.URRT'ULUM:

Natalia Christiani, M.Pd. and J.E. Sutanto

Lecturer of lnternational Business Management Program Study Ciputra University, Surabaya

ABSTRACT

ln the present case, business schools become the most favorite schools for studying to the graduated - gh school students. The students' expectation towards these kinds of schools is big. They expect to get the :usiness knowledge, skills and practices. However, the situation faced by the students is being lost legitimacy to

siow

up their talents in business and either to motivate others in institutional environment.

lt

is needed for the :..;siness doers to develop an attractive business school curriculum to learn not only the behavioral factors but

:

so the business strategies itself. Researchers figure out in changing the students' mind and reactions

to

be

-cre

critical in learning and applying the business lessons. The curriculum keeps lightening the origins and the -aiure of organizational field by also developing general strategies and tactics to

deil

with. Using th6 concept of :-e organizational field to examine how recent development in the institutional environment of business schools

-ay

be affecting student attitudes toward the behavioral sciences in business schools. ln accordance with this

:-alysis, we

^propose

a

number

ways in

which recognition

of

changing logical

in the

organizational field,

;nbined

with

a

model

of

teaching

as

bricolage, mighi

be

used

to

enhance the effectiveness

of

behavioral 3::ences institution in business schools. Business schools environment indeed is needed to remain its changes

:,

combining resource-based theory and the business strategies. The changes affect students'attitudes and :e refs towards the success of behavioral sciences in business schools.

X.eywords: organizational field, behavioral sciences, business school,

institutional

environment

,HTRODUCTION

An agony is playing out in lndonesian higher education schools. The joy of learning has been changed by

:-€

monotony

of

control

and

standardization.

The

schools have become places where students are either :-ashed out

if

they

do

not

fit the

school's mold

or

made

to

conform

to

arbitrary, oppressive standards and l:--atures. However, there are also some students for whom school is not about success in learning. According

::

3urrello et, al. (1942, 1) that school is somewhere these kind of students go because they have to. School

::es

not foster their learning, nor does

it

challenge them

to

become independent workers or active citizens.

-,:,rng

this kind

of

perception makes this paper is deserved

to

be shared

to all

readers concerned with the

r:-cation

going on in this country, especially for those who teach and/or taught business knowledge.

There are many options for the students today to learn not only from inside of the school but also they

-,-s:

learn how

lo

respond to social, economic, and technological situations that are simultaneously new and -.c

:iy

changing. Schools, again stated by Burrello el. al. (1942,2), are not providing students with what they

-*"il

_{to know} and do in ways that are motivating or inspiring

to

learners minds grappling with dynamic social :::",:1ions. Students'personalities and society collectivities are being concerned to prepare students for life in

:€

iilure.

Many business schools, nowadays, initiative trigger a number of activities at the business unit level as the

*:' -tions

of a strategic initiative are explored and developed across different functional units. These activities :B::!.ne a brief review

of

contemporary organization theory which suggests that the discipline is composed of

"---:ie,

largely incommensurable theoretical frameworks or schools of thought. Talking about initiatives, they

r=

=lated to the quality of management and business process engineering. These are few examples in which

; -s,

-ess

_schools experience

in

increasing number

of

corporate change initiatives. Business schools should

::':3re

the students to face the intended and unintended results of corporate change initiatives. ln the present

:lse

business schools become the most favorite schools for studying to the graduated high school students.

*"fi

siudents' expectation towards these kinds of schools is big. They expect to get the business knowledge,

:u

s ard practices.

8y many accounts the business school cuniculum experiences the behavioral sciences. To have strong ::::-:€tiiive _advantage

in

organizations, behavioral sciences should develop the factors of behavioral such as

;':i-zattonal

culture, employee relations, and organizational learning. There

is a

linkage between human q.':

-:i€

(HR) and behavioral sciences

Despite these thoughts, for credibility

in

many colleges

of

business, behavioral sciences appear

to

be

:mr:':

:rg.

The

^position

of

behavioral sciences

has

wrinkled

to the

^point

that this

discipline,

in

terms of

ir rr:'-,arce to the curriculum, is higher than HR. ManagemenUorganizational behavioral (M/OB) ranks highest ⁱⁿ rrT

s :i

perceptions in the curriculum. This situation affects

a

problem with student reactions. They generate

tre

a:aCemic concern, given the huge emphasis on research output as the basic of academic legitimacy. To

;e' :'e

negative student reactions

to be

much more consequential factor

for

M/OB and HR, the broader

*-,'r:"rent

of universities and their institutional priorities should be combined in legitimacy. The environmental

mms-e-- :nal Seminar Management Department 2008 Page 281

E EE

E E

E

L

changes include

the

contribution toward private and student tuition, public financial on meeting trE objectives, and increased competition for students. These combinations strengthen the students quality,

their

assessments,

and so

^resource allocations across colleges

and

disciplines (Re,",rrc.

Slaughter & Leslie, 1997).

ln the sections that follow, it equips an explanation first about the concept of the organizaticla

i'ec is

able

to

examine changes in the broader environment

of

business schools and how they ma1'

:e

student attitudes and beliefs. However, the situation faced by the students is being lost legitimao

::

their talents in business and either to motivate others in institutional environment. That is why, it is

nesle{

business doers to develop an attractive business school curriculum to learn not only the behavicra also the business strategies itself.

Second, this paper offer suggestions for strengthening the effectiveness of behavioral science

rsm in

business schools

by

using information about

the

organizational field.

The

information

is

cor.rrrwu theories of attitude change and persuasion. What becomes apparent

is

a model of teaching as

brcaq:,

improvisation grounded

in

knowledge

of

the organizational field. Finally,

it will

be discussed

the :rrril

between

institutional

bricolage and

strategic organization,

and

highlight

the

importance of entrepreneurship in strategic organization.

THE ORGANIZATIONAL FIELD : THE CHANG|NG ENVTRONMENT

oF

BUSINESS

scHooLS

The changing of the students' mind and reactions are more critical in learning and applying the

busin*

lessons. lt is a challenging moment for the business schools now to improve and develop not only the method :r teaching business management itself, but also to provide better curriculum which has uniqueness with the othe' business schools. Have

a look on the two

different syllabuses,

i.e.

ManagemenUorganizational behaviora

(M/OB) and human

resource

(HR). MOB

syllabi focuses

in

teaching

the

behavioral factors,

such

a:

organizational culture, employee relations, and organizational learning which known as research areas. Whereas HR syllabi focuses

on the

practices based

in

the behavioral sciences and various aspects

of

firm finano,a

sucess.

lt is known as functional areas of business strategies. The combination between M/OB and ^HR teache the students more in skills than disciplines towards legitimacy. The curriculum keeps lightening the origins ar':

the nature of organizational field by also developing general strategies and tactics to deal with.

ln

adopting

certain

norms, organizational

fields are

important

in order to

achieve legitimacy

al:

resources. The environmental changes which affect focal organizations are caused by many types of adors organizations, and interrelationships representing an attractive level. Because of talking about cuniculum, tl'e changes can be occurred in these three components of the organizational field

of

business schools, i.e., tiE business community, business students, and higher education ⁱⁿ general.

Business norms

and

^practices

in

organizations produce

the best

^prospects

for

employment. ^These provide important signals

to

students. Students try

to

prepare themselves

to

increase their attractiveness

r

prospective employers (Gutek, 1997; Bishop, 1992). The curriculum should

be

instructive.

lt

means that

th:

current business piactices have

to

be able to communicate to students in terms of its behavioral knowledge

r

business practice and in business careers.

ln ihe

business community, there are some terms bring the current business practices with resPect

::

employee, i.e. rational business logics and normative business logics. Rational models of management are sL,'r models which are as scientific management. While the systems rationalism ten to conceptualize organization ^as 'machine-like systems" and

employles as

"cogs"

in the

machine (Abrahamson, 1997). Rational models

r

management tend

to

assume that employees just work and work only because of the word machine and

t:e

organizations inside control their actions

ind

reward their efforts. Rational logics are vice versa with normatiie

lo[ics.

Normative logics are the human relations and organizational culture movements. They emphasize ^tFe value of the human

iollective,

the importance of strong relationships between employers and employees, a'r:

the

value

of

unique competencies that can be developed only through frequent interactions and increasir;

fam'rliari\ over time. (Rynes & Trank, 1999).

However, nowadays students become more aware of business values and practices in many differet ways. The sources are from parents and friends or previous work experience, whereas others are widely sharec for instances, books, films, and magazines.

ln

entering the M/OB classroom, media can represent the soc,a constructions

of reality so that some

students

at least can

reduce

their fear

regarding

the

^importance

organizations fields. Furthermore, the relatively low salaries and career ceilings in HR mean that one of the man potential sources of student motivation tends to be less available instructor than those whose disciplines ofisf more entry-level jobs and career paths (Rynes & Trank, 1999).

Behavioral science challenge teaches business students

to be

more individualistic and less posibrr toward social pluralism than other students.

ln

addition, the business students

will

be less sympathetic thar business executives

in

balancing work/family

life,

protecting

the

environment,

and

providing

job

secunt-r According to Ryne & Trank (1999), these values and beliefs can present challenges to OB and HR instructors The cooperation is between social issues (e.g., teams, diversity, and trust) and relationships between employees

and

employers

(e.g., hiring, career

development,

and

compensation).

M/OB and HR

instructors enjer considerable success in the classroom.

Higher education,

in

recent years,

has lost

some legitimacy

to

^protect

its

professional autonomy. ^A number of ways have reflected

the

unsupported higher eduiation.- First, there has been

a

decline

in

publ.r:

lnternational Seminar Management Oepartn'ent

ZOOa

^{Page ZB2}

funding

as a

percent of total revenues over the past two decades (National Center

for

Education Statistics, 1997).-Second, the increasing contingent on schools demonstrates greater accountability to teaching outcomes.

teaci.ring outcomes consist of teaching quality, faculty teachlng loads, use of teaching assistants, and "on-time"

graduation rates (Gumport

&

Pusser, 1995). Third, there has been a dramatic rise in the number of for-profit competitors

to

higher education (Mowday, 1997), particularly the few growing sources

of

revenue

for

higher education: student tuition.

The vision

to

narrower environment of business schools for the fate

of

higher education becomes the inost _important thing

to

be increased. This is for the fake

of

student and public opinion. This

is

because the irighly iniluential public rankings of business schools by Business Week are based entirely on the opinions of stuOents and business recruiters (Rynes & Trank, 1999). That is why, nowadays, most of business schools have oompeted to increase their behavioral instructors.

ENTREPRENEURSHlP IN THE INSTITUTIONAL ENVIRONMENT

Using

the

concept

of

the organizational field

to

examine how recent development

in the

institutional environment of business schools may be affecting student attitudes toward the behavioral sciences in business schools.

A

number ways in which recognition of changing logical in the organizational field, combined with ^a rnodel of teaching as bicolage, might be used to enhance the effectiveness of behavioral sciences institution ⁱⁿ business schools. ln a development country like lndonesia, the term of bicolage known as entrepreneurship-

Generally, according to Chandra (2007) the spirit of entrepreneurship in lndonesia is still classified as ^low.

This concern could be explained by Ciputra in Kompas, on October

6,2007,

that this country only had 0.18%

entrepreneur or thought 400,000 entrepreneurs, far below the other country.

lr.

Ciputra in fact suggested that various sides supported the realization of the National to produce Entrepreneur Movement. The logic to be an entrepreneur has been explained

in Rlch

Dad Poor Dad book

of

Robert Kiyosaki and

the

other writers from cutside

and

domestic. However,

logic that could be used when

someone

is

interested

to

become an entrepreneur is still not all that received attention.

More advanced a country is more people who are educated, and many also the unemployed persons, then increasingly

the

feeling

of

having

a

business

is the

importance

of

the world

of the

businessman. The development wlti more be successful if supported by entrepreneurs that could open employment opportunities because the government capacity

is

very limited, The government cannot

work

on

all

of the aspects of the development because a large number of budgets needed, the personnel, and the supervision.

Therefore, the businessman is the potential for the development, both in the number and in the quality of ihe businessman individually. Now, this world faces the reality that the number lndonesian entrepreneurs are still

a little and their

^quality

still

could

not say

great,

so as the

^problem

of the

development

of

^lndonesian

entrepreneurs is the urgent problem for the success of the development. Where, each

effo(

which is done, in fact by those who are successful, always begins with the existence of the spirit of entrepreneurship.

Fadel Muhammad mentions that entrepreneurs are the determiners of the active risk of innovating ^and trying to reduce the risk, so as they really understand and are aware of the risk that is dealt with.

The businessman is someone who has the creative capacity that could produce ideas and apply so ^as to become something that is useful and beneficial (Joseph Shumpeter). Several benefits of the existence of the businessman are in parts: First, increase the manpower capacity, so it is to be able to reduce the unemployment.

Second, try to educate his subordinate to the independent person, discipline, and diligent faced the work. Third, give the example how entrepreneur must work hard, by not forgetting religious orders. Fourth, to the example for the community's other member, because a businessman lives not to cause a loss to the other person. Fifth, the iife efficiently, is not extravagant and not wasteful.

The deflnition that is best from the businessman is: Entrepreneurship is the process of creating something different with value by devoting

the

necessary time and efforl, assuming the accompanying financial, psychic, and social risks, and receiving the resulting rewards of monetary and personal satisfaction and independence (Hisrich-Peters, 1995). Meaning that entrepreneurship is the ^process

of

creating something in other by using time and the activity in accompanied capital and the risk as well as accepted the recompense and satisfaction ^as well as the personal freedom.

Peter Drucker says that the businessman does not look for the risk, he looks for the opportunity (David Osborne, 1992). According to Raymond Kao & Russell Knight (1987), give the definition about the businessman by stressing the aspect of the freedom to try that an entrepreneur states as along with: An entrepreneur is an independent, growth oriented owner-operator.

According

to the ^UC

team's opinion (2006),

the

characteristics

of the

businessman (entrepreneufs characteristics) must be had by a businessman. There are 7 characteristics in part as below ^:

1.

Passion means that having the enthusiasm and the upper love for what is going to be done.

2. lndependent

means

that

could

act in a

high-handed

way,

without depending

to the

other person in determining the choice and decision making.

3.

^Market

sensitivity

means that is sensitive to the situation and the condition for the market so as to be able to make use of each opportunity that emerges, ⁱⁿ fact creates the opportunity.

4.

Creative

and innovative

means that having the big curious feeling, the imagination power that is strong, could show the original idea and bring ^it.

lnternational Seminar Management Department 2008 Page 283

5.

Calculated

risk-taker

means that always counts on the possibility of

the

success and the failure is the implementation of the activity to achieve his aim. An entrepreneur should be able to decide, to continue, anc to take a step if the possibility of the failure is not too big.

6. High ethical

standard means that always refers, pays attention

to

and resembles considering ethics lr decision making and efforts achieved the aim.

7.

Persistent means that determines, is diligent, is not easy.to discourage in an effort to achieve his aim.

The examples of having those seven (7) characteristics have been done by all of the students in Ciputra University which

is

not consisled of only business students but also all departments in this university. Ciputa University has six (6) departments, i.e. lnternational Business Management, Tourism and Hotel Managemen:

Visual Communication Design, lnterior Design, lnformation Technology and Psychology. Ciputra University has

its

special day

to

have entrepreneurial day, i.e. on Wednesday. ln'lndonesian,

it is

called Reboan. So, ai'l

students in all

departments

and in all

batches

should take this moment or this day to learn

abor.r entrepreneurship.

For the first characteristic is passion. The students are already being examined for knowing their passior in creating a business. At the first time they enter to Ciputra University, they have some tests which one of the

tests is to

^identify

their

capabilities

in

entrepreneurship. For

the

second characteristic

is

independent. The students firstly, especially when they are in the first semester, are given a challenge to sell something that they are eager to sell. The time given for them is one month. They are freely in choosing the product and in doing the selling. The third is market sensitivity. lt is given to the second semester students. They are given how to make ^a research

to the

market. Even they are still young, Ciputra University believes that

this

kind

of

method can motivate the students to be ready to face the market. The fourth is creative and innovative. ln this characteristic.

the third semester students are put in

a

big group of ten to do the real retail. They have

to

be creative and innovative not only in producing their ideas but also in designing and creating their products to be sold. The fiffh is calculated risk-taker. Since the students are in the third semester, they have already learnt how to calculate thejr retail project. However, when they are in the fourth semester, they are challenged to do bigger project than before. They buy what they want to sell in Jakarta and then they sell it here in Surabaya. The sixth is high ethical standard. The students are also provided by ethics and leadership lessons so that they can behave to others

quite well. And the last is

persistent.

The

students

are

hoped

not only can

^practice

the

entrepreneurs' characteristics, nor can do it for good.

ln addition, to combine the explanation above about the teaching changing institutional environment done in Ciputra University, it would be easier to see from this chart:

Diagram

1.

Teaching Changing lnstitutional Environment (Team, UC, 2006) Remarks:

X1 = Practical and Theory

X2 = 7 Characteristics of Entrepreneur

Y

= Teaching Changing lnstitutional Environment

Ciputra

University presents

a

unique teaching environment

with its

^strategic composition between practical

&

theory curriculum combined

by

seven characteristics

of

entrepreneur.

By

giving these

sets

of cufficulums,

Ciputra

University believes

that they can

produce entrepreneurs

that are

ready

to

^develop

lndonesia, especially in business and/or economic purposes.

CONCLUDING REMARKS

Enhancing motivation and student-oriented innovations mean that developing broader models ^of teaching and finding better ways

to

communicate our research findings

to

students and practitioners (Hitt, 1997) are among academia's highest institutional priorities.

ln

this current circumstance, business schools environment indeed is needed to remain its changes by combining resource-based theory and the business strategies. The changes affect students' attitudes and beliefs towards the success ofbehavioral sciences in business schools.

The

teaching changing

in

business school

or

institution,

in

recent

days,

should

be

reformed into something practical, not only theoretical. Students are cleverer to take and think what they want to be. That is

why' as

facilitators

or

instructors, the lecturers should also be more creative

in

designing and delivering the

theory of

management

to the

students.

This

^paper

has

already described about

the

teaching changing

lnternational Seminar Management Oepartment ZOO8 Page 284

environment occuned in ciputra University in Surabaya, EaslJava. All students from all departments in Ciputra University learn entrepreneurship togetheifrom l"tsemester titi oifsemester. All students ale taugnt and trained to be the real entrepreneurs.

. ^From a strategic university

perspective,

viewing

institutional entrepreneurship

as a subset

of entrepreneurship broadly defined allows students interestid

in

strategic action and institutions to build on an extensive body of theorizing and empirical evidence.about how entref,reneurship actually works. This existing

work

provides important insights

into

how

the

entrepreneurial process unfolds

as well as the

nature of entrepreneurs. For institutional theorists,

this

literature

is

potentially

i ^rich

source

of

insight, methods and frameworks that may be useful for exploring institutional

entrLpi"n"uilhip.

A possible limitation of this approach is that the entrepreneurship literature is dominated by one type of entrepreneurship, namely commercial new venture formation-

This form of

entrepreneurship overshadbws other

forms

of 'entrepren"wship

such

as corporate venturing and social enterp!9e, leading to an unbalanced view of

entrepreneuoiiiJ"run

oll the field,s own definitions. That is why, Ciputra University

is

the institutional environment forms their'unique formation of entrepreneurships.

It is hoped that this paper will galvanize lecturers or facilitators interested in institutional entrepreneurship

to

explore

the

entrepreneurship literature and

to

begin

to

work wittr entrepreneurship lecturers to examine common interests and share ideas. similarly, it is also-hoped that it lviti cieate interest among entrepreneurihip lecturers or facilitators interested in institutional theory. Despite recognition by entrepreneurship scholars that the institutional context

is

critical

.for

entrepreneurial

ictivity, truir

""on."ption

of the

nature and dynamics of institutions tends to be rudimentary and somewhat outdated.

To conclude, it

^is

- suggested that

institutional entrepreneurship

is

fundamentally

a form

of entrepreneurship broadly defined. conversely, entrepreneurshlp

;;yiu;

important institutional consequences.

As

Iiterature, institutional and pointed theorists have

to

three

an

_concepts opportuniiy from this

tg.dr.?* literatlre rpon'e*iiiing

tnat paiicu-rar siholarship from value in the

the

study entrepreneurship

of

institutional entrepreneurship. This paper ideas from organization.entrepreneurship hop_efully

will

make could

an

important contribution bring a belief that conrieJng

to

thE rapidly institutional theory developing

toirrlse

field of and otherstrategic

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