Hasil Pencarian  ::  Simpan CSV :: Kembali

"PT. PP-TAISEI INDONESIA CONSTRUCTION merupakan salah satu perusahaan Joint-Venture di Indonesia, antara perusahaan dalam negeri dengan perusahaan asing, Jepang, yang telah berusia 25 tahun. Penelitian dilakukan untuk di kaji bagaimana pelaksanaan dalam Manajemen Silang Budaya Organisasinya sehingga tetap dapat meningkat sampai saat ini. Disadari bahwa didalam perusahaan Joint Venture masalah yang timbul dan sangat mempengaruhi jalannya organisasi adalah perbedaan budaya (culture) dari masing-masing anggota organisasi Joint-Venture tersebut. Oleh karena itu penelitian tentang Manajemen Silang Budaya (Cross Culture Management) pada PT. PP-Taisei Indonesia Construction ini difokuskan pada faktor-faktor yang mempengaruhi maupun faktor-faktor yang dapat dipengaruhi oleh nilai-nilai budaya organisasi antara lain; iklim organisasi, kepuasan kerja karyawan dan kemampuan daya saingnya dalam memasuki era globalisasi atau era persaingan bebas. Sehingga pokok masaiah dalam tests ini ialah bagaimana pengelolaan silang budaya sehingga organisasi (perusahaan) dapat berkembang dan maju, serta mempunyai daya saing ? Penelitian ini dengan pendekatan deskriptif analitis dengan menggunakan data kepustakaan serta data primer (in-depth interview) dan studi dilakukan secara kualitatif. Hasil penelitian menunjukkan bahwa manajemen PT. PP-Taisei Indonesia Construction sangat memperhatikan nilai-nilai budaya yang ada dan yang terjadi dan berupaya mengetolanya sehingga tercipta iklim organisasi dan kepuasan kerja karyawan. Temuan penelitian yang paling utama adalah gambaran adanya suatu hubungan empiris antara nilai-nilai budaya yang ditetapkan oleh perusahaan dengan iklim organisasi serta kepuasan kerja pegawai. Pengalaman kemampuan mengelola silang budaya di PT. PP-Taisei dapat pula dijadikan acuan dalam mengelola Silang Budaya Organisasi lainnya, baik organisasi publik maupun Organisasi Swasta terutama yang bersifat aliansi ; Joint-Venture, Joint Operation, Konsorsium atau Penggabungan (Merger). Nilai-nilai Budaya Organisasi yang telah mengkristal menjadi Budaya Organisasi baru yang telah disepakati, dihormati, ditaati dan dihargai bersama jika dikelola, disosialisasikan serta dipelihara dengan balk akan menjadi kekuatan organisasi dan meningkatkan daya saing organisasi dalam menghadapi era globalisasi."

"Pertumbuhan demand terhadap layanan satelit di Indonesia selama satu tauhun terakhir meningkat sebesar 28 persen. Telkom, sebagai operator satelit lokal terbesar di Indonesia, sudah tidak dapat melayani permintaan tersebut akibat keterbatasan kapasitas yang hanya bersumber dari 2 satelit yang dimiliki. Di sisi lain, operator-operator satelit asing mulai masuk dan siap merebut pasar nasional. Dalam 10 tahun terakhir, persentase market share operator-operator asing di Indonesia terus meningkat hingga saat ini telah mencapai 30 persen dari total market. Menghadapi kondisi tersebut, Telkom berupaya untuk meningkatkan value bisnis satelitnya melalui kerjasama joint venture dengan operator asing tersebut. Kerjasama semacam ini akan memungkinkan Telkom memperoleh slot orbit baru sebagai resource utama pembangunan sebuah satelit serta membuka jalan untuk melakukan ekspansi bisnis ke luar negeri. Penelitian ini akan menganalisis bentuk joint venture terbaik dari sisi finansial, market, risiko, time to setup, serta tingkat national pride. Dari hasil penelitian ini disimpulkan bahwa peningkatan value bisnis satelit paling optimal diperoleh melalui joint venture dengan shared assets yang terdiri atas 3 slot orbit.

---

Since last year, the growth of satellite demand has been increasing 28 percent. Telkom, as the biggest satellite operator in Indonesia, is no longer capable to fulfill such request due to the limited capacity from two satellites of its own. On the other hand, satellite operators from other countries has started to enter and ready to take portion in national market. In the last ten years, the percentage of those foreign operators has been increasing up to 30 percent from the total national market share. Dealing with such condition, Telkom is trying to increase the value of its satellite business through joint venture with foreign operator. This kind of cooperation will give an opportunity for Telkom to get new orbital slot, the main resource for satellite development and, at the same time, will open the way for business expansion. This research will analyze the best form of joint venture from financial, market, risk, time to setup, and national pride aspects. As the result, joint venture with shared-assets consists of 3 orbital slot will give the most optimum value of satellite business."

"headquartered in The Hague, Netherland and was formed in 1907 through the merger of the Royal Dutch Petroleum Company of the Netherlands and the Shell Transport and Trading Company of the United Kingdom; As of now, Shell operates in more than 70 countries with various foreign operation strategies. The purpose of this report is to assess the current performance of Shell’s foreign operation strategies according to their situations and performance, to analyze possible issues to their operations, and provide recommendations on their future operations. The report found that although their wholly-owned subsidiary operations in developed countries yielded satisfactory results in revenue and value-creation, their various alliances in developing countries left much to be desired; issues such as ethic violations, human rights violations, and project abandonment still persists. This report concludes that there is an apparent disparity in outcome between Shell’s wholly-owned and alliance-based foreign operations; this report also recommends that Shell continue their current performance in their wholly-owned subsidiaries and improve their alliance entry strategy by being more mindful of what countries the company enter and the partners that they chose to align with.

---

Royal Dutch Shell, atau lebih dikenal dengan Shell, adalah perusahaan minyak dan gas multinasional Inggris-Belanda yang berkantor pusat di Den Haag, Belanda dan dibentuk pada tahun 1907 melalui merger Royal Dutch Petroleum Company dari Netherlands dan Shell Transport and Trading Company dari Inggris; Hingga saat ini, Shell beroperasi di lebih dari 70 negara dengan berbagai strategi operasi asing. Tujuan dari laporan ini adalah untuk menilai kinerja strategi operasi luar negeri Shell saat ini sesuai dengan situasi dan kinerja mereka, untuk menganalisis kemungkinan masalah pada operasi mereka, dan memberikan rekomendasi tentang operasi mereka di masa depan. Laporan ini menemukan bahwa meskipun operasi anak perusahaan mereka yang sepenuhnya dimiliki di negara-negara maju memberikan hasil yang memuaskan dalam pendapatan dan penciptaan nilai, berbagai aliansi mereka di negara-negara berkembang meninggalkan banyak hal yang diinginkan; masalah seperti pelanggaran etika, pelanggaran hak asasi manusia, dan pengabaian proyek masih berlanjut. Laporan ini menyimpulkan bahwa ada perbedaan nyata dalam hasil antara operasi asing yang dimiliki sepenuhnya oleh Shell dan berbasis aliansi; laporan ini juga merekomendasikan agar Shell melanjutkan kinerja mereka saat ini di anak perusahaan yang dimiliki sepenuhnya dan meningkatkan strategi masuk aliansi mereka dengan lebih memperhatikan negara mana yang dimasuki perusahaan dan mitra yang mereka pilih untuk diajak bekerja sama."

"Terbitan ini adalah rekaman seminar I Pusat Studi Hukum Dagang Universitas Indonesia tentang joint venture yang diadakan pada tanggal 8-9 Agustus 1975 di Jakarta. Memuat beberapa masalah dalam rangka joint venture di Indonesia, laporan tentang seminar, dan daftar peserta seminar."

"ABSTRAKStrategic Alliance is becoming more important ¡n the globalization era,moreover in the rapid changing technology and greater complexity of process andservices in the business world. Two or more companies with their different corecompetencies could establish a strategic alliance in order to achieve a synergy and toposition themselves as a Competitive company in the market. A comprehensiveunderstanding of Strategic Alliance is presented ¡n Chapter 2. Indonesia as one of the emerging countries ¡n Asia has attracted manyinvestors from different countries. This includes an attractive investment in theproperty industry which experienced booming in 1990 and 1994. The propertymarket in Indonesia particularly in Jakarta has experienced a tremendous growthsince the last five years. This is due to the rapid increase of foreign direct investment(FDI) inflow to Indonesia. A Joint Venture as a form of Strategic Alliance is partnership between twoparties or more. They may establish either fifty-fifty or unequal equity partnership.This study is to elaborate a 50-50 or an equally equity Joint Venture process betweenPT. Z and a foreign investor in property development which is often viewed as aproblem in voting. The purpose of this study is to elaborate a 50-50 Joint Ventureprocese between PT. Z, a local property developer and a foreign investor. As aguidelines a sequence process of joint venture is provided. PT. Z is a medium sized property developer which prefers focusing on a nichemarket. PT. Z has operated a good quality and international standard rentalapartment in South Jakarta. It is performing very well In terms of income andoccupancy level. PT. Z has also acquired a parcel of land in the Jakarta?s CBD areaand keeps it for future development. The shareholders of PT. Z have realized thatthey have a limited capital resources to build the office building. Raising a new loanwill not be possible as the company has already a very high leverage. Havingconsidered all factors by using SWOT analysis, PT. Z will use high value of theapartment to seek foreign partner who can bring new equity to the company. PT. Zoffers 50% equity partnership to the incoming foreign partner. The HIC-SEA (Holding Investment Corporation for South East Asia) is asubsidiary of a large prominent European-based multinational company. The HIC-.SEA isinterested in investing in the property market in the region and will manage propertyportfolio in South East Asia countries including in Indonesia. The HIC-SEA is registered inBermuda and has chosen Singapore as a regional base operation. A WIN-WiN negotiation could be implemented in achieving a joint ventureagreement because both parties will work together for a long term period. Building afoundation for negotiation should be based on similarity of offer/requirements, thenmoving up to negotiate differences in order to achieve WiN-WiN situation.There are several key issues in structuring a 50-50 JoInt Venture such as controland managent, buy-sell provisions In relating to a deadlock resolution in the JointVenture Company. The Joint Venture Company should limit the number of Board ofCommissioners and Board of Directors members in order to speed-up the decisionmaking process. Business plan for the Joint Venture Company should be preparedcarefully to avoid misunderstanding between the two parties. A summary of the joint venture process is as follows: 1. Set-up the objective of doing joint venture 2. Do valuation of the subject properties 3. Arrange all legal documents such as land thle, building permit, artides of association. 4. Do feasibility study for a proposed project and/or prepare property report including investment proposal (e.g. how many percent the shares participation is offered) 5. Set-up criteria for the foreign partner(s) 6. Prepare the agenda for a WiN-WIN negotiation 7. Go through the due diligent process 8. Legally binding agreement"