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"Offers a fact-based strategy development process for managing issues and controversies. The book shows practitioners how to ground their strategic advice on empirical research that reveals the socio-political dynamics of the issue. It is the first book to approach issues management from a blended application of advances in stakeholder theory and social network analysis. Readers learn how to track the socio-political environment in order to (a) avoid risks and crises, (b) obtain essential environmental scanning information for strategy development or adjustment, and (c) secure the organization's reputation and access to vital resources."

"Salah satu sektor industri strategis dalam perekonomian makro adalah industri minyak sawit. Dalam perekonomian makro, industri minyak sawit berperan strategis sebagai penghasil devisa terbesar, lokomotif perekonomian nasional, membangun kedaulatan energi, membangun ekonomi kerakyatan, dan mampu menyerap tenaga kerja. Salah satu perusahaan yang bergerak dalam industri kelapa sawit adalah PT Bangkitgiat Usaha Mandiri, yang sudah berdiri sejak tahun 1992. Namun, data posisi keuangan kurun tahun 2015-2018 menunjukkan kondisi kinerja perusahaan yang belum optimal. Sementara itu, perusahaan yang bergerak dalam industri kelapa sawit banyak terlibat dengan berbagai stakeholder. Hasil penelitian sebelumnya menunjukkan bahwa stakeholder management berperan dalam pencapaian kinerja perusahaan. Berdasarkan latar belakang tersebut, penelitian ini bertujuan untuk: mendeskripsikan gambaran stakeholder management di PT Bangkitgiat Usaha Mandiri, mengkaji kondisi kinerja perusahaan di PT Bangkitgiat Usaha Mandiri, dan mengidentifikasi peranan stakeholder management terhadap keberlangsungan peningkatan kinerja perusahaan PT Bangkitgiat Usaha Mandiri.Penelitian yang digunakan adalah penelitian deskriptif kualitatif dengan pendekatan studi kasus. Pengumpulan data dilakukan melalui kuesioner, observasi, serta wawancara dengan berbagai pihak terkait, yaitu stakeholder internal dan stakeholder eksternal PT Bangkitgiat Usaha Mandiri.Hasil penelitian menunjukkan: menurut persepsi pihak internal, PT BUM telah berupaya melakukan proses stakeholder management, tetapi ada berbagai persepsi dari stakeholder eksternal dalam menanggapi kegiatan PT BUM. Kondisi kinerja perusahaan PT BUM menurut pihak internal mengalami perbaikan dalam lima tahun terakhir, tetapi ada beragam persepsi tentang kinerja PT BUM menurut pihak eksternal. Stakeholder management berperan terhadap kinerja perusahaan.Temuan penelitian ini menghasilkan implikasi manajerial dalam bentuk “Model Peranan Stakeholder Management dalam Meningkatkan Kinerja Perusahaan.”

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One of the strategic industrial sectors in the macroeconomics is the palm oil industry. In the macroeconomics, the palm oil industry plays a strategic role as the largest foreign exchange earner, the locomotive of the national economy, building energy sovereignty, building a people's economy, and being able to absorb labor. One of the companies engaged in the palm oil industry is PT Bangkitgiat Usaha Mandiri, which has been established since 1992. However, the financial position data for the period 2015-2018 shows that the company's performance conditions are not yet optimal. Meanwhile, companies engaged in the palm oil industry are heavily involved with various stakeholders. The results of previous studies indicate that stakeholder management plays a role in achieving company performance.Based on this background, this study aims to: describe the description of stakeholder management at PT Bangkitgiat Usaha Mandiri, examine the condition of the company's performance at PT Bangkitgiat Usaha Mandiri, and identify the role of stakeholder management in the sustainability of the company's performance improvement of PT Bangkitgiat Usaha Mandiri.The research is descriptive qualitative research with a case study approach. Data is collected through questionnaires, observations, and interviews with various related parties, namely the internal and external stakeholders of PT Bangkitgiat Usaha Mandiri.The results showed: according to the perception of internal parties, PT BUM has attempted to carry out a stakeholder management process, but there are various perceptions from external stakeholders in responding to PT BUM's activities. The condition of the performance of PT BUM according to internal parties has improved in the last five years, but there are various perceptions about the performance of PT BUM according to the external parties. Stakeholder management plays a role in company performance.The findings of this study result a managerial implications in the form of "Role Model of Stakeholder Management in Improving Company Performance"."

"Studi ini bertujuan untuk meneliti dan menganalisis implementasi stakeholder mapping pada PT Bank Tabungan Negara Persero Tbk Data diperoleh melalui wawancara dengan manajemen perusahaan tinjauan literatur dan pengamatan Peneliti selama magang di perusahaan Studi ini merupakan studi mengenai persepsi yang berarti bahwa penggolongan stakeholder pada satu perusahaan bisa saja berbeda dengan perusahaan yang lain Berdasarkan penilaian atas stakeholder salience ketergantungan stakeholder dengan perusahaan power dan interest stakeholder serta posisi stratejik stakeholder maka dapat disimpulkan bahwa stakeholder utama dari perusahaan adalah regulator asosiasi pengembang Kementerian Perumahan Rakyat customer dan Pemerintah Indonesia Pengelolaan hubungan dengan stakeholder memberikan manfaat berupa peningkatan brand image reputasi yang baik dukungan moral dari stakeholder persepsi baik dari customer dan bebas dari tuntutan.

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This study aims to review and analyze the implementation of stakeholder mapping in PT Bank Tabungan Negara Persero Tbk Data for this research was obtained through interview with management literature review and researcher's observation during internship. This study is a study of perception which means classification of stakeholder in one company might be different from other company. According to the assessment of stakeholder salience stakeholder interdependence stakeholder power and interest and strategic position of a stakeholder company's key stakeholders are regulator association of developer Kementerian Perumahan Rakyat and Indonesian Government. Stakeholder management has given benefit for the company such as building brand image good reputation moral support good customer perception and free of charges."

"Proyek pembangunan Ruang Publik Terpadu Ramah Anak (RPTRA) banyak mengalami perpanjangan waktu (time overrun) yang disebabkan karena pengelolaan pemangku kepentingan (stakeholder management) belum dilakukan dengan baik. Pemangku kepentingan sebagai pihak berkepentingan merupakan elemen penting untuk dikelola. Pada penelitian ini, kepentingan setiap stakeholder internal dan eksternal disurvey untuk mengidentifikasi kepentingan masing-masing stakeholder yang berpengaruh guna peningkatan kinerja waktu pada pembangunan RPTRA. Hasil survey tersebut dianalisa menggunakan software Structural Equation Modelling (Smart PLS 3.0) untuk selanjutnya dilakukan pengembangan peran dan tanggung jawab pemangku kepentingan berupa diagram alir komunikasi (flow communication) yang dapat meningkatkan kinerja waktu berdasarkan PMBOK.

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The Development of Integrated Child-Friendly Public Space (RPTRA) had experienced a lot of time overrun caused by poor management of the stakeholders. Stakeholders are the important elements to manage. In this research, surveys are conducted on the interests of internal and external stakeholder are identified in order to improve the time performance in the development of RPTRA. The identifications key based on the survey result were analyzed using Structural Equation Modeling (Smart PLS 3.0) software on development of roles and responsibilities among stakeholders subsequently in the form of communication flow that can improve the time performance based on PMBOK."

"Studi ini bertujuan untuk menganalisis praktek Stakeholder Mapping pemetaan pemangku kepentingan oleh perusahaan untuk menentukan siapakah ultimate stakeholder di dalam perusahaan. Objek penulisan ini adalah PT Arwana Citramulia, Tbk. yang bergerak di industri ubin keramik. Data diperoleh melalui wawancara dengan pihak yang bersangkutan di perusahaan, kuesioner, data sekunder, dan tinjauan literatur. Studi ini merupakan studi mengenai persepsi yang berarti bahwa penggolongan stakeholder oleh satu perusahaan bisa saja berbeda dengan perusahaan yang lain. Berdasarkan penilaian atas stakeholder salience ciri khas pemangku kepentingan , ketergantungan stakeholder dengan perusahaan, power dan interest stakeholder, power dan scope stakeholder, serta posisi stratejik stakeholder dapat disimpulkan bahwa stakeholder utama dari PT Arwana Citramulia, Tbk. adalah customer, supplier, distributor, dan tukang pasang keramik. Pengelolaan hubungan dengan stakeholder memberikan manfaat berupa peningkatan kinerja finansial maupun non finansial, seperti pertumbuhan profit, goodwill, positive customer perception, dan terhindar dari masalah hukum, serta reputasi yang penting bagi PT Arwana Citramulia, Tbk. di tengah persaingan industri ubin keramik yang sangat ketat.

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The objective of this research is to analyze the Stakeholder Mapping practice in order to be able to determine the ultimate stakeholder of the company. The object of this research is PT Arwana Citramulia, Tbk., a company operates in tiles industry in Indonesia. Data were obtained through interviews with the parties concerned in the company, questionnaire, secondary data, and literature review. This study is a study of perception which means that the classification of stakeholders in one company might be different from other companies. Based on the assessment of stakeholder salience, stakeholder interdependence, stakeholder power and interest, stakeholder power and scope, and the strategic position of the stakeholders, it can be concluded that the main stakeholders of PT Arwana Citramulia, Tbk. is customer, supplier, distributor, and handyman. Managing relationships with stakeholders has provide benefits for the company by improving financial and non financial performance, such as the profit growth, increase goodwill, positive customer perception, be spared from the legal problems, and increase competitiveness of PT Arwana Citramulia, Tbk. in the global tiles industry."

"Tujuan dari penelitian ini adalah untuk menganalisis praktik Stakeholder Mapping oleh organisasi untuk menentukan siapa sajakah yang termasuk ultimate stakeholder bagi organisasinya. Objek dari penelitian ini adalah sebuah rumah sakit non-profit di Jakarta, yaitu Rumah Sakit Sint Carolus. Data diperoleh melalui wawancara dengan pihak-pihak yang berkaitan dengan organisasi, kuesioner, dan juga melalui studi kepustakaan. Penelitian ini merupakan bagian dari studi persepsi yang berarti klasifikasi stakeholder yang ada di satu rumah sakit dapat saja berbeda dengan rumah sakit lainnya. Berdasarkan penilaian stakeholder salience, stakeholder interdependence, stakeholder power dan interest, stakeholder power dan scope, dan posisi strategik dari setiap stakeholder, dapat disimpulkan bahwa stakeholder utama dari RS Sint Carolus adalah pasien, Komite Akreditasi Rumah Sakit, yayasan Perhimpunan Sint Carolus , tenaga medis dokter, Kementerian Kesehatan RI, dan asuransi pemerintah. Ketika rumah sakit dapat membina hubungan dengan stakeholder, rumah sakit dapat memperoleh berbagai keuntungan, tidak hanya peningkatan di kinerja finansial, atau terlindung dari masalah hukum, tetapi juga dapat menjadi competitive advantage bagi rumah sakit sendiri di tengah industri kesehatan Indonesia yang masih sangat berkembang.

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The objective of this research is to analyze the Stakeholder Mapping practice in order to be able to determine the ultimate stakeholder of the organization. The object the research is a non profit hospital in Jakarta, which is Sint Carolus Hospital. Data were obtained through interviews with the parties concerned in the hospital, questionnaire, and literature review. This study is a study of perceptions which means the classification of stakeholders in one hospital might be different from other hospital. Based on the assessent of stakeholder salience, stakeholder interdependence, stakeholder power and interest, stakeholder power and scope, and the strategic positions of the stakeholders, it can be concluded that the main stakeholders of Sint Carolus Hospital are patients, Hosptal Accreditation Committee, Perhimpunan Sint Carolus Foundation, management of hospital, medical staff doctor, Ministry of Health in Indonesia, government assurance JKN When the hospital can manage the relationships with the stakeholders, it could provide benefit for hospital, not only improving financial performance, be spared in the legal problem, but also gain the competitive advantage for hospital in the middle of health industry which still growing in Indonesia."

"Nasional Slum Upgrading Project (NSUP) atau Proyek Kota Tanpa Kumuh (KOTAKU) memiliki fokus pengentasan daerah kumuh melalui pembangunan infrastruktur. menggunakan platform kolaborasi antar stakeholder dalam keberhasilan proyek dari sudut pandang stakeholder terkait, yang diukur dari indikator ketepatan biaya, waktu dan kualitas sesuai kesepakatan stakeholder. Stakeholder sering tidak maksimal dalam mendukung keberhasilan proyek atau menghambat tujuan proyek, Pelibatan stakeholder (stakeholder engagement) menjadi sangat penting karena dapat memfasilitasi pemahaman tentang kebutuhan, dan harapan stakeholder. Tujuan penelitian ini adalah: Identifikasi stakeholder Proyek KOTAKU sesuai peran dan tugasnya di setiap tahap pelaksanaan, menentukan stakeholder dominan yang mempunyai peran dan kontribusi pada keberhasilan Proyek KOTAKU. Motode penelitian dengan Struktural Equation Modeling-Partial Least Square menghasilkan Pola hubungan peran stakehodelder dalam Tahap Pra Kontruksi, Konstruksi dan Pasca Konstruksi. Tahap Konstruksi 6 stakeholder, Tahap Pasca Konstruksi 9 stakeholder. Model pola hubungan stakeholder di setiap tahap kegiatan berbeda-beda karena kontribusi stakeholder di tiap tahapan: (i) Tahap pra-konstruksi: PMU, KMP, BKM, Pemda (-). Tahap konstruksi: BPPW, PIU, KMP; dan Tahap pasca konstruksi: BKM, PIU, KMP, KMW, Korkot, BPPW(-).

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The National Slum Upgrading Project (NSUP) or City Without Slums Project (KOTAKU) has a focus on alleviating slums through infrastructure development. using a collaboration platform between stakeholders in the success of the project from the point of view of the relevant stakeholders, as measured by indicators of cost, time and quality according to stakeholder agreement. Stakeholders are often not maximal in supporting project success or hindering project goals. Stakeholder engagement is very important because it can facilitate an understanding of stakeholder needs and expectations. The objectives of this research are: Identification of the KOTAKU Project stakeholders according to their roles and duties at each stage of implementation, determining the dominant stakeholders who have roles and contributions to the success of the KOTAKU Project. The research method with Structural Equation Modeling-Partial Least Square produces a pattern of stakeholder role relationships in the Pre-Construction, Construction and Post-Construction Stages. Construction Phase 6 stakeholders, Post-Construction Phase 9 stakeholders. The model of the pattern of stakeholder relations at each stage of activity is different due to the contribution of stakeholders at each stage: (i) Pre-construction stage: PMU, KMP, BKM, Pemda (-). Construction phase: BPPW, PIU, KMP; and Post-construction stage: BKM, PIU, KMP, KMW, Korkot, BPPW(-)."

"Indonesia memiliki cadangan panas bumi sebesar 23 GW dan menduduki peringkat ke-dua terbesar di dunia. Saat ini, tenaga listrik yang dihasilkan dari energi panas bumi sebesar 2.3 GW dari target 7,214.5 MW di akhir 2025. Panas bumi memiliki sifat padat modal, kompleks dan risiko, sehingga investasi panasbumi menjadi kurang menarik. Studi ini bertujuan untuk mengevaluasi kelembagaan yang terlibat di pengembangan panasbumi dengan menggunakan pendekatan Stakeholder Analysis, Structural Equation Model (SEM) dan Analytic Hyrarchy Process (AHP). SA digunakan untuk menganalisis power dan interest dari masing-masing kelembagaan. SEM digunakan untuk melihat pengaruh dari setiap kelembagaan panasbumi terhadap kinerja waktu sementara AHP digunakan untuk menganilisis model kelembagaan yang paling sesuai untuk pengembangan panasbumi di Indonesia. Penyelarasan hasil dari pendekatan tersebut didapatkan 14 kelembagaan yang menjadi Keystakeholder dengan bentuk model kelembagaan sentralisasi yang terdiri dari 3 klaster yaitu policy creator, facilitator dan accelerator, hasil ini diharapkan menjadi masukan sebagai model kelembagaan yang robust untuk mendukung penerapan pengembangan panasbumi.

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Indonesia has geothermal reserves of 23 GW and is ranked second in the world. Currently, electric power produced from geothermal energy is 2.3 GW from the target of 7,214.5 MW by the end of 2025. This is because geothermal projects are capital intensive, complex, and risk, so investment less attractive. This study aims to evaluate the institutions involved in geothermal development using the Stakeholder Analysis (SA), Structural Equation Model (SEM) and Analytic Hirarchy Process (AHP) approaches. SA is used to analyze the power and interests of each institution. SEM is used to see the influence of each geothermal institution on time performance while AHP is used to analyze the institutional model that is most suitable for geothermal development in Indonesia. The results of this research were obtained 14 institutions key stakeholders in the form of a centralized institutional model consisting of 3 clusters, namely policy creator, facilitator and accelerator. This formulation is expected to be input into a robust institutional model to support geothermal development."

"Penelitian bertujuan untuk membandingkan secara komprehensif praktek Stakeholder Mapping yang menjadi alat untuk menentukan Who and What Really Counts di dalam organisasi nirlaba. Data studi kasus diambil dari dua organisasi nirlaba berbentuk yayasan di Indonesia. Organisasi nirlaba memiliki banyak stakeholder yang mempengaruhi operasional organisasi. Hal tersebut membuat perusahaan membutuhkan Stakeholder Mapping. Wahana Lingkungan Hidup dan Yayasan Keanekaragaman Hayati adalah contoh dua organisasi nirlaba yang bergerak di bidang lingkungan menjadi objek penelitian ini. Penulis melakukan penelitian dengan menggunakan metode wawancara di masing-masing organisasi. Penulis akhirnya dapat menyimpulkan stakeholder mana yang paling penting bagi dua organisasi nirlaba tersebut, dan mengambil persamaan kondisi stakeholder antara kedua organisasi nirlaba tersebut.

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The study aims to comprehensively compare the practice of Stakeholder Mapping as a means to determine Who and What Really Counts in the non-profit organization. Nonprofit organizations have many stakeholders which affect the organization?s operational. This makes the foundation requires Stakeholder Mapping. Wahana Lingkungan Hidup and Kehati Foundation is two example of non-profit organizations engaged in the environment field, has become the research object for this study. The author conducted research using interviews in each organization. Authors can finally conclude where the most important stakeholders for the two non-profit organizations, and find the similarities between these two non-profit organization stakeholders."

"[ABSTRAKStudi ini bertujuan untuk meneliti dan menganalisis implementasi stakeholder mapping pada PT Sandoz Indonesia. Pengumpulan data diperoleh melalui wawancara dengan manajemen tingkat atas perusahaan, tinjauan literatur, dan pengamatan peneliti selama magang di perusahaan. Studi penelitian ini adalah studi persepsi yang berarti bahwa pengelompokkan stakeholder pada satu perusahaan bisa saja berbeda dengan perusahaan lainnya. Berdasarkan penelitian atas stakeholder salience, ketergantungan stakeholder dengan perusahaan, power dan interest stakeholder, serta posisi stratejik stakeholder maka dapat disimpulkan bahwa stakeholder kunci dari perusahaan adalah konsumen, shareholder, manajemen, karyawan, regulator, Kementerian Kesehatan, distributor, dan Sandoz Global. Pengelolaan hubungan yang baik dengan stakeholder memberikan manfaat efisiensi baik biaya maupun aktifitas pengelolaan stakeholder, karena perusahaan dapat fokus menangani stakeholder yang utama. Dengan stakeholder mapping, perusahaan dapat menciptakan reputasi yang baik sebagai perusahaan yang peduli, dan dapat meningkatkan brand awareness dan customer loyalty sebagai bekal untuk menjamin keberlanjutan perusahaan.

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ABSTRACT

, This study aims to investigate and analyze the implementation of stakeholder mapping in PT Sandoz Indonesia. Data collection was obtained through interview with top level management, literature review, and researcher’s observation during internship program.This study is a perception study which means classification of stakeholder in one company might be different with another company. According to assessment of stakeholder salience, stakeholder interdependence, stakeholder power and interest, and strategic position of stakeholder, it can be concluded that key stakeholder company are consumer, management, employee, regulatory, Kementerian Kesehatan, distributor, and Sandoz Global. Stakeholder mapping and management could give the company the advantage of efficiency, in cost, time and activities, in managing its important skaholders, with the limited resources it has. With stakeholders mapping, company could create and improve its good reputation, brand awareness and loyalty, and customers loyalty. All of those factors are needed for the sustainability of company.

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