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To spiritual Organization characterized by mutual trust between its members, honesty and openness. Managers are not afraid to admit his mistakes
and tend to behave quite frankly to our employees, customers, partners and suppliers.
d. Empowerment of employees
The managers believe that employees will take the actions that have been primed before it is ripe and daring were responsible for the impacts that may
arise. e. Toleranis against self expression
Of spiritual Organizations employees let people be what they are expressing feelings of and their moods without fear because of sanctions and
penalties. Surely in the execution of business activities that are run, spiritual
company has perbedan with the usual business apply without applying spiritual company. In a discussion, Syafrizal Helmi conveyed some of the differences
between the spiritual view of the company with the usual business. The spiritual view of difference following company with regular business, namely:
Table 1. The difference between ordinary business with spiritual company Regular business
Lowering Resources
Ignores future generations
Despiritisasi personal
Leadership Egoistik
Trigger Stress
Accentuate self-importance
Ignited riots and terrorism
Raises fears
Spiritual Company
Maintain and renew resources
See future generations as stakeholders
On Inspiring
Servant
leadership
Rewarded fosters
A dedication
Tackling inequalities and anger
Gave birth to hope Source: presentation in discussion HMI commisariat FE-USU 4 May 2007 by Syafrizal
Helmi
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In the midst of a tight industry competition is currently the much needed competitive edge in order to stay afloat even Excel in competition. Is the key to
competitive advantage in competition. What dimkasud with a competitive advantage? Kuncoro 2005 perceive it as follows: “A company is said to have a competitive
advantage if the company has something that is not owned by a competitor, do something better than any other company, or being able to do something that isnt able to do by other
companies.” 3 THREE MODELS ACHIEVE COMPETITIVE ADVANTAGE STRETEGIK
Management experts proposed three alternative models to get the competitive edge: 1. Industrial-Organization, or IO
2. Resource-based View, or RBV 3. Guerilla
The following table describes the comparison approach of each model are: Table 2. A comparison of approaches to io, RBV and Guerilla
IO RBV
Guerilla Competitive edge Positioning
in industry
Having a
distinctive company
assets and capabilities
While
Defining profitability
The characteristics of the industry; the
position of firms in the industry
The type, amount, and
nature resource company
The ability to change
and surprise
with strategic actions
Focus
External Internal
External and
internal
A major concern
Competition Competency
The situation
continued to
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resources change radically
Strategic options
Choose an
attractive, industry;
the corresponding
position Develop resources
and distinctive
capabilities Adjust to the rapid
changes and
occurs repeatedly; surprise
competitors
3.1 Spiritual Organizations to Gain Competitive Advantage
A discussion of spiritual company indeed is still very little and need much development of the research in this area. As expressed from the Academy of
Management 2011 stating that research in the field of spiritual still experiencing growth
. Research conducted by Mitroff and Denton delivers results of interest despite research methods are simple, namely:
a. Employees who have more in spirituality aspect, will also have better working involvement
b. There is agreement on the meaning of spirituality that is the desire to find
something that is a staple and the meaning of life as well as to integrate with live life
In research conducted by Wiersma 2002, p. 500 provides evidence on the influence of
spiritual intelligence in the world of work. Someone who carries the
meaning of spirituality in his working will feel life and work more meaningful Trihandini, 2005. It will certainly encourage employees to improve their
performance on works because they are better interpret their work. The results of this research are the same as what ever done by Biberman and Whittey 1997, p. 324.
They posited a relationship between spiritual intelligence to the job. Spiritual
intelligence turns out to exert influence on a persons behaviour in the work. The performance of the employees is capable of being of distinction,
something which is difficult to be imitated by other companies. Spirituality is needed for company to gain a competitive advantage.
Some research proves spirituality in business to competitive advantage. It is supported by the opinion of Mittof and
Denton, that stated aspects of spirituality can be the highest competitive advantage. To be able to make spirituality as the organizational culture that is able to gain a
competitive advantage, it required the role of the leader. This is due to that the leaders understand well that the values and beliefs that flourished in the company
will establish a corporate performance Kuncoro, 2005. So, leaders need to
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determine what the organizational culture that will be developed in the company and the best choice is spiritual company.
4 CONSLUSION
Based on the description above, it can be put forward some conclusions are an organizational culture is a difficult company
’s resources to be imitated, In the various
studies mentioned that organizational culture strongly influence on companys performance, and than
a positive organizational culture is that contains spiritual aspect, so that aspects of spirituality can be the highest competitive advantage.
Good organizational culture will have a positive impact on the company. To gain competitive advantage,
companies must create a dynamic organizational culture and able to adapt to changes in the situation where the current era of globalization is increasingly uncertain. The people
involved in the organization, starting from the top manager to employee security officers need to work together even in the face of competition with the industry by adhering to the
prevailing organizational culture. Culture of the organization should be able to make people comfortable working in it so that high corporate performance and competitive
advantage are also capable in reach.
5 BIBLIOGRAPHY
Asyhari. 2012 . “Menguatkan Spiritual Company” taken from
www.asyhari.com accessed
on Mei 18, 2014. Helmi, Syafrizal. 2007. Spiritual Company. Taken from presentation in discussion
presented by HMI commissariat Faculty of Economics -USU, dated May 4, 2007. Kuncoro, Mudrajad. 2005. Strategi Bagaimana Meraih Keunggulan Kompetitif. Jakarta:
Erlangga. Matteson, Michael. T., Robert Konopaske, and John M. Ivancevich. 2011. Organization
Behavior and Management. New York: McGraw-Hill.
Pakaya, Abd. Rahman. 2011. “Pengaruh Manajemen Sumber Daya Manusia Strategis dan Manajemen Transformasi Terhadap Keunggulan Bersaing”. Jurnal Inovasi,
Volume 8, Nmor 3, September 2011. Universitas Negeri Gorontalo.
Robbins, Stephen P. dan Mary Coulter. 2010. Manajemen. Jakarta: Erlangga. Robbins, Stephen P. dan Timothy A Judge. 2009. Perilaku Organisasi. Jakarta: Salemba
Empat.
