ANALYSIS OF ENTREPRENEURIAL CULTURE CASE STUDY : PT. TELEKOMUNIKASI INDONESIA TBK HEAD OFFICE BANDUNG

• Main Author: Hapsari (NIM 29105064), Ari
• Format: Theses
• Language: Indonesia
• Online Access: https://digilib.itb.ac.id/gdl/view/5783
• Institution: Institut Teknologi Bandung

ABSTRACT: <br /> <br /> <br /> <br /> <br /> With the existence of global improvement in technology, politic, economic, competition, resources and market in todays business environment, sustainable competitive advantage and business growth become a challenge thats harder gained by the corporate. <br /> <br /> <br /> <br /> <br /> Therefore TELKOM try to implement the strategy of business transformation through a corporate restructuring and a business development to answer the customer need and to capture the market opportunity. However strategy only is not enough because a company also need to be supported by the corporate culture based on entrepreneurship so that they can capture opportunity fast, cut the bureaucracy, take risk, innovate and have high flexibility in utilizing opportunity to win the competition. <br /> <br /> <br /> <br /> <br /> This research is conducted so that the company will be able to know the general entrepreneurship orientation in their organization and whether their leaders and managers have had the characteristic of entrepreneurial leadership in accordance with their employee expectation. The questionnaire of Entrepreneurial Orientation Survey (ELQ) dan Entrepreneurial Leadership Questionnaire (ELQ) are distributed to employees and board of managerials at TELKOM head office thats located in Bandung with the objective is to identify in which key dimensions and entrepreneurial leadership behaviors that the company still have low score. <br /> <br /> <br /> <br /> <br /> The result of EOS research indicates that the entrepreneurship orientation at TELKOM generally still has no sufficient scores which the highest score is in the dimension of Support and the lowest score is in the dimension of Individual Orientation. Other key dimensions that have good enough scores are Cross Functionality, Market Intelligence, Speed, Focus and Future. Meanwhile the scores of key dimensions which still need to be improved are General, Strategic Plan, Risk Aversion, Flexibility and Individual Orientation. <br /> <br /> <br /> <br /> <br /> The result of ELQ research indicates that the managerial boards at TELKOM havent had the characteristics of entrepreneurial leadership as their employee expectation, whether for miners, explorers, accelerators and integrators types. Otherwise the General Entrepreneurial Leadership (GEL) type has fulfilled their employee expectation. All scores above are suggested to be improved so that whole employees and superiors at TELKOM can implement the entrepreneurship culture optimally for supporting their business strategy and company vision to become a leading information and communication company in the region.