IN PT. DRIYATAMA LESTARI
By
Muhammad Iqbal Adrian 13111100
BACHELOR’S DEGREE in
INTERNATIONAL BUSINESS AND MARKETING
FACULTY OF BUSINESS ADMINISTRATION AND COMMUNICATION
SWISS GERMAN UNIVERSITY The Prominence Tower
Jalan Jalur Sutera Barat No. 15, Alam Sutera Tangerang, Banten 15143 - Indonesia
Revision after the Thesis Defense on 17th July 2018
Muhammad Iqbal Adrian STATEMENT BY THE AUTHOR
I hereby declare that this submission is my own work and to the best of my knowledge, it contains no material previously published or written by another person, nor material which to a substantial extent has been accepted for the award of any other degree or diploma at any educational institution, except where due acknowledgement is made in the thesis.
Muhammad Iqbal Adrian
_____________________________________________
Student Date
Approved by:
Fiter Abadi, M.B.A.
_____________________________________________
Thesis Advisor Date
Dr. Nila Krisnawati Hidayat, S.E, M.M.
_____________________________________________
Dean Date
Muhammad Iqbal Adrian The Influence of Open Communication, Cognitive Cohesion, and Intergenerational
Authority Towards Shared Vision in PT. Driyatama Lestari
By
Muhamad Iqbal Adrian Fiter Abadi, M.B.A.
SWISS GERMAN UNIVERSITY
Family businesses has important role in many economic sectors in many countries including in Indonesia. Unfortunately, most of family business went bankrupt or sold before the second generation took over, and only 10% were able to survive until the third generation. Previous research reported that the failure of the family business to survive is caused by the lack of shared vision (Miller, 2014). The research is aimed to observe the factors influencing shared vision, which include open communication, cognitive cohesion and intergenerational authority in family business. To achieve the research objective, this research used quantitative method with multiple regression technique and the statistical calculation is performed using SPSS 20 for Windows.
The result of hypothesis test shows that hypothesis #1 and hypothesis #3 is accepted but the hypothesis #2 is rejected. Based on the hypothesis test it can be concluded that open communication and intergenerational authority significantly influence shared vision in family business. Viewed from coefficient value and T statistic value, open communication has the highest influence on shared vision among other independent variables in this research.
Keyword: Family business, shared vision, open communication, cognitive cohesion, intergenerational authority.
Muhammad Iqbal Adrian
© Copyright 2018 by Muhammad Iqbal Adrian
All rights reserved
Muhammad Iqbal Adrian DEDICATION
I dedicate this work for my beloved Mother and Father for their greatest support.
Thank you for always supporting me.
Muhammad Iqbal Adrian ACKNOWLEDGEMENTS
First of all, I would like to thank Almighty Allah SWT for giving me faith, blessing and guidance throughout my life.
My sincere thank you to my mother and father who have supported me with her prayers, as well as her best dedication. I would also like to thank my family and friends for the support and motivation during the thesis writing.
I would also like to thank Fiter Abadi, M.B.A., as my thesis advisor who has been very helpful in guiding me through the making of my thesis.
Muhammad Iqbal Adrian TABLE OF CONTENTS
Page
STATEMENT BY THE AUTHOR ... 2
ABSTRACT ... 3
DEDICATION ... 5
ACKNOWLEDGEMENTS ... 6
TABLE OF CONTENTS ... 7
LIST OF FIGURES ... 10
LIST OF TABLES ... 11
CHAPTER 1 - INTRODUCTION ... 13
1.1 Background ... 13
1.2 Research Problems ... 18
1.3 Research Questions ... 18
1.4 Research Objectives ... 19
1.5 Scopes and Limitation ... 19
1.6 Significance of Study ... 19
1.7 Thesis Structure ... 20
CHAPTER 2 - LITERATURE REVIEW ... 21
2.1 Framework of Thinking ... 21
2.2 Family Business ... 21
2.3 Open Communication ... 23
2.3.1 The Dimension of Open Communication ... 24
2.4 Cognitive Cohesion ... 24
2.4.1 The Dimension of Cognitive Cohession ... 25
2.5 Intergenerational Authority ... 25
2.5.1 The Dimension of Intergenartional Authority ... 27
2.6 Shared Vision ... 27
2.6.1 The Dimension of Shared Vision ... 29
2.7 Previous Studies ... 29
2.8 Study Differences ... 31
2.9 Research Model ... 32
Muhammad Iqbal Adrian
CHAPTER 3 – RESEARCH METHODS ... 33
3.1 Scope of Study ... 33
3.2 Type of Study ... 33
3.3 Type of Data ... 33
3.4 Time Frame of Study ... 34
3.5 Data Collection Methods ... 34
3.6 Population and Sampling ... 35
3.7 Variable Operationalization ... 35
3.8 Data Analysis Technique ... 38
3.9 Reliability and Validity Test ... 38
3.9.1 Pretest of Reliability and Validity of Open Communication ... 41
3.9.2 Pretest of Reliability and Validity of Cognitive Cohession ... 42
3.9.3 Pretest of Reliability and Validity of Intergenerational Authority ... 43
3.9.4 Pretest of Reliability and Validity of Shared Vision ... 44
3.9.5 Summary of Pre-Test ... 44
3.10 Assumption of Multiple Linear Regression ... 45
3.10.1 Normality Test ... 45
3.10.2 Multicollinearity Test ... 46
3.10.3 Heteroscedasticity Test ... 46
3.11 Linearity Test ... 46
CHAPTER 4 – RESULTS AND DISCUSSIONS ... 48
4.1 Descriptive Analysis of Respondent ... 48
4.1.1Gender ... 48
4.1.2Age ... 48
4.1.3Education ... 49
4.1.4Position ... 50
4.1.5Family Relationship ... 50
4.2 The Cross Tab analysis of the Impact of Demography on Shared Vision ... 51
4.2.1Relationship of Gender and Shared Vision ... 52
4.2.2Relationship of Age and Shared Vision ... 55
4.2.3Relationship of Education and shared Vision ... 57
4.2.4Relationship of Position and shared Vision ... 60
4.2.5Relationship of Family Membership and Shared Vision ... 62
4.3 Multiple Linear Regression Analysis ... 65
4.3.1Multiple Linear Regression Model ... 65
Muhammad Iqbal Adrian
4.3.2.2Multicollinearity Test ... 67
4.3.2.3Heteroscedasticity Test ... 68
4.3.2.4Linearity Test ... 69
4.3.2.5Multiple Regression Linear Analysis ... 71
4.3.3Hypothesis Testing Analysis ... 73
CHAPTER 5 – CONCLUSIONS AND RECCOMENDATIONS ... 78
5.1 Conclusions ... 78
5.1.1Descriptive Analysis Conclusion ... 78
5.1.2Inductive Analysis Conclusion ... 79
5.2 Recommendations ... 79
5.2.1 Managerial Implication ... 79
5.2.2Further Research ... 82
GLOSSARY ... 83
REFERENCES ... 86
CURRICULUM VITAE ... 106
