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In the globalization and free trade era, every company must be able to compete with its local and foreign counterparts. Since the introduction of the act No. 22/2001, Pertamina is no longer a single player in the Indonesian oil market. Since Pertamina Persero is no longer a single player in the Indo...
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id-itb.:127702017-09-27T11:39:11Z#TITLE_ALTERNATIVE# IMANESTI (NIM 13404070), WIDYA Indonesia Final Project INSTITUT TEKNOLOGI BANDUNG https://digilib.itb.ac.id/gdl/view/12770 In the globalization and free trade era, every company must be able to compete with its local and foreign counterparts. Since the introduction of the act No. 22/2001, Pertamina is no longer a single player in the Indonesian oil market. Since Pertamina Persero is no longer a single player in the Indonesian oil market, it might face some challeges because there’s a big change in the business environment such as varieties of oil products and prices, costumers expectations to fulfil, etc. The invasion of several foreign oil companies with their big promotions, better products and service, in the Indonesian oil market, causes Pertamina Persero to significantly lose it's market share. In order to survive all the changes, the learning process rate in an organization must be equal or faster than the rate of changes in its external environment (Revans, 1983). Furthermore, the organization members must have the capability to learn and be commited to developing themselves (Senge, 1990). Therefore, Pertamina Persero must have a strong cornerstone in the running of its operation. By becoming a learning organization, Pertamina Persero will have the necessary cornerstone to be able to respond to any challenges. To measure the adequacy of a learning organization to determine whether PP can be categorized as a learning organization, a proper measuring instrument is needed to evaluate the organizational learning process of a company. By knowing the existing condition, the company will be able to establish some policies to support the tranformation process into a learning organization. This research aims to develop a measuring instrument to measure the learning organization profile based on the Marquardt model (1996) that consists of five dimensions of becoming a learning organization. Marquardt model is commonly used for a measuring instrument that applied on foreign companies. The developed and adapted measuring instrument is expected to be reliable and posses a good validity so that it can be applied on all national companies in Indonesia. To obtain the proper measuring instrument, this research was done at Pertamina Bandung Group. text |
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In the globalization and free trade era, every company must be able to compete with its local and foreign counterparts. Since the introduction of the act No. 22/2001, Pertamina is no longer a single player in the Indonesian oil market. Since Pertamina Persero is no longer a single player in the Indonesian oil market, it might face some challeges because there’s a big change in the business environment such as varieties of oil products and prices, costumers expectations to fulfil, etc. The invasion of several foreign oil companies with their big promotions, better products and service, in the Indonesian oil market, causes Pertamina Persero to significantly lose it's market share. In order to survive all the changes, the learning process rate in an organization must be equal or faster than the rate of changes in its external environment (Revans, 1983). Furthermore, the organization members must have the capability to learn and be commited to developing themselves (Senge, 1990). Therefore, Pertamina Persero must have a strong cornerstone in the running of its operation. By becoming a learning organization, Pertamina Persero will have the necessary cornerstone to be able to respond to any challenges. To measure the adequacy of a learning organization to determine whether PP can be categorized as a learning organization, a proper measuring instrument is needed to evaluate the organizational learning process of a company. By knowing the existing condition, the company will be able to establish some policies to support the tranformation process into a learning organization. This research aims to develop a measuring instrument to measure the learning organization profile based on the Marquardt model (1996) that consists of five dimensions of becoming a learning organization. Marquardt model is commonly used for a measuring instrument that applied on foreign companies. The developed and adapted measuring instrument is expected to be reliable and posses a good validity so that it can be applied on all national companies in Indonesia. To obtain the proper measuring instrument, this research was done at Pertamina Bandung Group. |
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IMANESTI (NIM 13404070), WIDYA |
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IMANESTI (NIM 13404070), WIDYA #TITLE_ALTERNATIVE# |
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IMANESTI (NIM 13404070), WIDYA |
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IMANESTI (NIM 13404070), WIDYA |
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