MATERI PENDAMPINGAN FAKULTAS HUKUM2
PURE RESEARCH
APPLIED
RESEARCH
CE
P
e ur
PRO
SS
Study & research
that seeks to solve
practical problems.
Applied research is
used to find
solutions to
everyday problems,
Appand
cure illness,
lie
d
develop innovative
technologies.
DEFINATI
ON
RESEA
RCH
S
E
P
tive +
tita
Quan tive
ta
Quali
Mix
Quantitative
&
Qualitative
Research
ETHICS
TY
Qualitat
ive
Qualitat
ive
Resear
Quant
itati
ve
Quantit
ativ e
Researc
h
Study and research
on pure science that
is meant to increase
our scientific
knowledge base. This
type of research is
often purely
theoretical with the
intent of increasing
our understanding of
certain phenomena
or behavior but does
not seek to solve or
treat these
problems.
ETHICAL
ISSUES
1. Participants
•Truthful
•Right to Privacy
•Right to be informed
•Protection
2. Researcher
•Purpose of Research is
Research
•Objectivity
•Misrepresentation of
Research
•Confidentiality
•Dissemination of
1. PROCESS OF FOURMULATING
RESEARCH QUESTION [S]
Sumber: Ferdinand (2006)
BEBERAPA CATATAN REVIEWER
Judul kurang menarik
Latar Belakang Masalah belum menunjukkan adanya masalah penelitian
yang akan diteliti, kontribusi penelitiannya tidak nampak, tidak didukung
studi-studi sebelumnya.
Literature review banyak membahas definisi konsep teori bukan
menjelaskan “state of the art” terhadap perkembangan konsep.
Dukungan hasil penelitian terdahulu yang berbasis jurnal nasional
maupun jurnal internasional
Metode penelitian tidak lengkap dan diuraikan secara detail
Belum menggunakan manajemen referensi
Biaya penelitian banyak yang tidak rasional
Referensi banyak didukung buku dan bukan jurnal ilmiah.
NOVELT
Y
JENIS JENIS RESEARCH GAP YANG DAPAT DIMUNCULKAN OLEH SEORANG
PENELITI DARI HASIL PENELITIAN ILMUWAN LAIN
RG Tipe 1. Tatatan konseptual
yang baik tetapi perlu pengkajian
teoretikal
Peneliti dapat merancang penelitiannya
berangkat dari gap yaitu adanya
konsep konsep aplikatif yang baik
dalam masyarakat tetapi tidak jelas
bagaimana penjelasan teoretikalnya.
Sebuah contoh disajikan berikut ini dari studi Branine and David (2010, p. 712)
“The recent past has witnessed increasing interest within Western nations concerning
Islam and the Islamic world in general. One feature of this trend has been a renewal of
interest in business and management processes in Arab and Islamic countries and their
political and cultural contexts. However most of the attention has been given to
Islamic economics and Islamic banking especially in the wake of the recent
international financial crisis. There have been some attempts to describe the nature and
contents of management in Arab and Islamic countries but there are hardly any
credible empirical studies that have examined the practice of HRM from an Islamic
management perspective. The Management literature is also limited in exposing the
gap that exists between the theory of management in Islam and the practice of
management in Arab countries. This paper attempts to explore this gap by examining
the nature and content of selected Islamic management practices and their
implications for human resource management (HRM) through an extensive
literature review and the employment of examples from a selected number of
countries.”
RG Tipe 2: Belum
terselesaikannya sebuah
masalah penelitian, hasil
penelitian yang inkonkusif
Peneliti dapat merancang penelitiannya berangkat dari
ditemukannya hipotesis-hipotesis penting yang
ternyata tidak didukung atau gagal diterima.
Our literature provides evidence on the influence of innovation on performance such as appeared in several studies
(Molina-Castillo, Jimenez-Jimenez, & Munuera-Aleman, (2011); Rhee, Park, & Lee, (2010); Shan et al., 2015).
Those studies demonstrated innovation has a positive impact on marketing performance.
Study of Cheng, Chang, and Li (2013) demonstrated that no single path for success of
product innovation and among others, the newness of innovation is a source of the
marketing success. Even though product advantage is considered important to foster marketing
performance, the study of García, Sanzo, and Trespalacios (2008) concluded that product
advantage has no significant influence on marketing performance; this is to say that it is
necessary to get another kind of support for product advantage to get rid on enhancing the
marketing performance. Study on innovation provides a gap in the inability of product
line innovation in influencing company performance as among others appeared in the
study of Cillo, De Luca, and Troilo (2010) demonstrated that innovation has no significant
impact on company performance. More over a study conducted by Liao and Cheng (2014)
shows the impact of failures of innovation such as damage to brand reputation after a
failure of innovation of the high-equity brand. Another study conducted by Santos, Basso,
Kimura, and Kayo (2014) indicated little evidence that innovation in one period has a
positive impact on the performance of a firm in the next period. These mixed result of the
impact of innovation on performance provided research gap on the inability of product
innovation in enhancing product advantage and marketing performance. Therefore, further
research is still necessary.
RG Tipe 3: Hasil penelitian yang
memberikan defisiensi dalam
konklusi
Seorang peneliti dapat merancang kajian yang
akan dilakukannya berangkat dari adanya
defisiensi (kurang bermakna sebuah peran) hasil
penelitian yaitu sesuatu yang diyakini berdampak
baik dan harus dilakukan tetapi penelitian
menunjukkan sebaliknya yaitu rendah bahkan
kadang tidak berdampak.
Contoh jenis RG ini dapat dibaca pada studi yang dilakukan oleh Franke and Park
(2006, p. 693) seperti yang diajikan pada petikan berikut.
“Understanding the characteristics of effective salespeople has been a long-standing
goal of managers and researchers. Quantitative syntheses of hundreds of empirical
studies indicate that personal characteristics, role perceptions, and job attributes
typically account for 10% or less of the variance in salesperson performance
and job satisfaction (e.g.,Brown and Peterson 1993; Churchill et al. 1985).
Therefore, identifying additional useful predictors could prove helpful in selecting,
training, and managing salespeople. Two salesperson characteristics that have been
the focus of prominent research streams in sales force research have not yet been
examined in a meta-analysis. One stream examines adaptive selling, that is, “the
altering of sales behaviors during a customer interaction or across customer
interactions based on perceived information about the nature of the selling situation”
(Weitz, Sujan, and Sujan 1986, p. 175). This approach enables salespeople to tailor
messages to fit individual customers’ needs and preferences. The other stream
involves customer-oriented selling, which “can be viewed as the practice of the
marketing concept at the level of the individual salesperson and customer” (Saxe and
Weitz 1982, p. 343). This approach emphasizes long-term customer satisfaction
rather than short-term sales”
RG TIPE 4: Hasil penelitian yang
baik tetapi menyisakan
Seorang peneliti dapat melakukan studi
yang berawalatau
dari adanya
ketidakanjelasan
proses
pertanyaan lanjutan atas sebuah hasil penelitian yang telah dilakukan
peran
dengan baik. Pertanyaan itu dapat berupa ketidakjelasaan proses atau
ketidakjelasan peran yang terjadi dalam sebuah situasi yang diterima
seperti “bagaimana proses yang terjadi sehingga sebuah kapabilitas dapat
meningkatkan kinerja” atau “apa peran yang dimainkan oleh tenaga
penjualan sehingga soft skill yang dimilikinya dapat berperan baik dalam
menghasilkan kinerja penjualan” Pertanyaan pertanyaan seperti itu dapat
memunculkan ruang riset yang baik.
Contoh jenis ini dapat dilihat dalam studi Aarikka-Stenroos and Jaakkola (2012, pp.
15-16) berikut ini
“………………………………………………………………..Recent literature indicates that the
interaction process between actors affords them opportunities to facilitate value creation for and with
each other (Grönroos, 2008, 2011; Payne et al., 2008), yet that literature offers scant
elaboration on the roles performed, or contributions made by the parties to create
value. The service-dominant logic discusses value creation roles at a rather theoretical
and non-specific level,
……………………………………………………………………………………..
……………………………………………… The solutions marketing literature examines
the suppliers’ role but elaborates less on customers’ contributions (e.g., Skarp &
Gadde, 2008; Tuli et al., 2007). Therefore, our second objective is to examine the roles
performed and resources contributed by suppliers and customers within the joint value
generating process. Thirdly, we point to the scarcity of empirical investigations into valuein-use, the final outcome of the value co-creation process (cf. Grönroos, 2011; Lapierre, 1997). Although the
ability to demonstrate the value of an offering is essential for suppliers, the identification and determination of the
multifaceted value elements of complex offerings has remained largely unexplored
(Lindgreen et al., 2009).Hence, this study aims to identify value components, i.e. the benefits and
sacrifices that generate value-in-use, and to examine the influence of the collaborative process thereon.”
Contoh studi Augusty Ferdinand dan Kardison Lumbanbatu
Research gap
MAIsCap-MARKETING ARCHITECTURAL ISOLATING CAPABILITY AS
ANTECEDENTS FOR SUCCESS OF NEW PRODUCT DEVELOPMENT
Previous studies concerning new product development have been shown a number of
drivers for new product success entering into market such as risk reduction
management system (Ishii et al. 2005) , NPD process and flexible NPD process
(Felekoglu et al. 2013), and product development capability (Banerjee and Soberman
2013). New product success was based on several factors such as product firm
compatibility and strategy deployed (Haverila 2012), new product innovativeness and
the speed of product launched to market based on the ability of sensing capability
(Zhang & Wu2013), transmitting rich information and communication (Thomas 2013),
learning (Liet al. 2010), high rate of innovative (Marques et al. 2013), scale and scope
of outsourcing to innovation service providers (Lowman et al. 2012), supply chain
configuration (Jafarian & Bashiri 2013), environment care (Tsai 2012).
Research gap
MAIsCap-MARKETING ARCHITECTURAL ISOLATING CAPABILITY AS
ANTECEDENTS FOR SUCCESS OF NEW PRODUCT DEVELOPMENT
Another studies indicated the high rate of failure of New Product success in
entering the market is due to technology change and lacking of resources
(Li et al 2006) and high risks and cost in the critical stage in the product
development and early stage in entering the market (Bstieler 2012),
advertising-finance factor (Haverila 2012), NPD Process and Preparation
such as design parameters, process steps, components, disciplines, and
departments involved (Jauregui-Becker & Wits, (2013). In other words the
failure of introducing new product into the market place is due to the
inability to deploy resources adequately. This is to say that so many factors
should be considered in preparing ways for success of new product
development and new product market entry as strategic antecedence. This
antecedence should be well prepared and well managed if companies are
aiming to succeed in marketing a new product.
Research gap
MAIsCap-MARKETING ARCHITECTURAL ISOLATING CAPABILITY AS
ANTECEDENTS FOR SUCCESS OF NEW PRODUCT DEVELOPMENT
MAIsCap-MARKETING ARCHITECTURAL ISOLATING CAPABILITY AS
ANTECEDENTS FOR SUCCESS OF NEW PRODUCT DEVELOPMENT
Marketing
Resource
Flexibility
Competitive
Experience
Portofilio
NPD
Orgware
Quality
Marketing
Architectura
l Isolating
Capability
New Product
Marketing
Performance
Contoh studi Augusty Ferdinand dan Ayu Wahyuningsih
Contoh Chen, A., et al. (2015). "Managing salespeople strategically when promoting
new products—Incorporating market orientation into a sales management control
framework." Industrial Marketing Management 47: 8.
RG
Study on entrepreneurial marketing and innovative selling are of
increasing interest to both academics and practitioners (Hallbäck &
Gabrielsson, 2013; Ionitã, 2012) which indicates that entrepreneurial
marketing plays a key role for developing better performance in a
sense that marketing should be managed innovatively and proactively
as well as always open new ways (Hallbäck & Gabrielsson, 2013;
Ionitã, 2012; Morris, Schindehutte, & LaForge, 2002; Smith &
Lohrke, 2008). Salespeople’s innovativeness is believed as a key
driver for marketing performance as studied by Chen, Peng, and Hung
(2015). However, Lacroix, Lussier, and Ouellet (2014) come out with
a different result that not all type of innovativeness of a sales person
can enhance performance. They found the inability of innovative idea
promotion and innovative idea realizations in enhancing sales
performance.
Yet, it remains unclear what kind of process should be conducted
by sales force as leverage for enhancing sales performance.
TRT : Adopsi teori Organizational Learning
One of the basic frameworks of organizational learning is adopting learning process
as an organizational task to facilitate the process of knowledge acquisition, knowledge
distribution, knowledge interpretation and building an organizational memory
(Jiménez-Jiménez & Sanz-Valle, 2011) to empower the organization’s intellectual
capital for a better performance in managing the professional job. An organizational
learning is conducted to form or enhance an individual level learning stocks or an
organizational level learning stocks (Bontis, Crossan, & Hulland, 2002) as a portfolio
of knowledge, skill and attitude for handling jobs in the organization.
When learning is conducting in in team work in an learning network between
groups and member of group in the organization that seen as a social learning network
that has possibility to enhance business process such as reducing the learning time and
improve the productivity (Bologa & Lupu, 2014). Moreover organizational learning in
a form such as knowledge exchange process significantly contribute to support
incremental innovation in the organization (Sheng & Chien, 2016).
TRT : Adopsi teori Organizational Learning
Effort to articulate tacit knowledge and exploit it professionally will leverage
the ability to blossom the value of product and the value of selling activities
done by any salesperson. In turn, tacit knowledge exchange could be the
media for enriching salesperson peer’s capabilities for success as
demonstrated by the study of Cavusgil, Roger, and Yushan (2003), that the
greater the tacit knowledge transfer the more likely the firm is to be able
innovate effectively. As a tacit knowledge is hard to be articulated, effort to
transfer or exchange the tacit knowledge, the receiver could create an
implemented knowledge (Bennet & Bennet, 2008).
Adopting the study of Chakrabarty, Widing, and Brown (2014), this study
defines positive selling ambiance initiative as the ability of salespeople to
initiate energized sales-talk process through initiating influential atmosphere
in sales conversation, initiating positive twist conversation, and ability to
create comfortable feeling in sales conversation for endorsing a positive
acceptance of the customers as a result of team work tacit knowledge
exchange. Furthermore, adapting the study of Ruiz, Gremler, Wasburn, and
Carrión (2008) we argue that a successful sales person is working with an
ability to offer good service for the price he/she offers to the customers.
Salespeople’s innovativeness: How to enhance sales
performance
Augusty Ferdinand & Ayu Wahyuningsih (Univ.Tadulako, Palu)
Laboratorium Sains Pemasaran FEB Undip
RG tipe 5: Masalah dikembangkan dari Kelemahan
penelitian sebelumnya.
Secara normative masalah dapat diangkat dari
kelemahan penelitian orang lain. Namun
demikian banyak kali butir kelemahan itu
ditulis saat antiklimaks dari sebuah penelitian,
mungkin pilihan ini dapat menjadi pelengkap
bagi pilihan research gap lainnya.
Mencari Ruang untuk Pengembangan Novelty kita
Paradigm in Marketing Thought
The General theory of
Marketing Science
Value creation & value
delivery paradigm
RESOURCE
DRIVING
PARADIGM
SERVICE
DOMAIN
PARADIGM
Grand Theory
Grand Theory
CULTURAL
INTERACTION
PARADIGM
Grand Theory
Consumer
Culture
Theory
Resource
Advantage
Theory of
Competition
Service
Dominant Logic
in Marketing
Theory
Middle Range
Theory
Middle Range
Theory
Middle Range
Theory
Research
tradition
Practice
tradition
Research
tradition
Practice
tradition
Research
tradition
Practice
tradition
MEMBERI KEBARUAN BARU RISET & ARTIKEL KITA!!!!!!
33
SEMAKIN kuat karakter pelayanan kepemimpinan seseorang …..SEMAKIN… tinggi kerja
karyawan yang dibawahinya…..
KINERJA
KARYAWAN
KEPEMIMPINAN
KARAKTER
KEPELAYANANA
N PEMIMIPIN
KEPERCAYAAN
(PERCAYA PADA
PEMIMPIN)
KINERJA
KARYAWA
N
SEMAKIN kuat karakter pelayanan kepemimpinan seseorang …..SEMAKIN… tinggi kerja
karyawan yang dibawahinya…..
KARAKTER
KEPELAYANANA
N PEMIMIPIN
Altruistic
behavior
value
KINERJA
KARYAWA
N
SEMAKIN kuat karakter pelayanan kepemimpinan seseorang …..SEMAKIN… tinggi kerja
karyawan yang dibawahinya…..
KARAKTER
KEPELAYANANA
N PEMIMIPIN
Overall
Altruistic
value
KINERJA
KARYAWA
N
SEMAKIN kuat karakter pelayanan kepemimpinan seseorang …..SEMAKIN… tinggi kerja
karyawan yang dibawahinya…..
KARAKTER
KEPELAYANANA
N PEMIMIPIN
Altruistic value
strengthening
KINERJA
KARYAWA
N
SEMAKIN kuat karakter pelayanan kepemimpinan seseorang …..SEMAKIN… tinggi kerja
karyawan yang dibawahinya…..
KARAKTER
KEPELAYANANA
N PEMIMIPIN
Altruistic
social
value
KINERJA
KARYAWA
N
SEMAKIN kuat karakter pelayanan kepemimpinan seseorang …..SEMAKIN… tinggi kerja
karyawan yang dibawahinya…..
KARAKTER
KEPELAYANANA
N PEMIMIPIN
Organizati
onal
Altruistic
value
KINERJA
KARYAWA
N
SEMAKIN kuat karakter pelayanan kepemimpinan seseorang …..SEMAKIN… tinggi kerja
karyawan yang dibawahinya…..
KARAKTER
KEPELAYANANA
N PEMIMIPIN
Altruistic
value
awareness
KINERJA
KARYAWA
N
SEMAKIN kuat karakter pelayanan kepemimpinan seseorang …..SEMAKIN… tinggi kerja
karyawan yang dibawahinya…..
KARAKTER
KEPELAYANANA
N PEMIMIPIN
Work
congruence
Altruistic
value
KINERJA
KARYAWA
N
SEMAKIN kuat karakter pelayanan kepemimpinan seseorang …..SEMAKIN… tinggi kerja
karyawan yang dibawahinya…..
KARAKTER
KEPELAYANANA
N PEMIMIPIN
Altruistic
value
KINERJA
KARYAWA
N
SEMAKIN kuat karakter pelayanan kepemimpinan seseorang …..SEMAKIN… tinggi kerja
karyawan yang dibawahinya…..
KARAKTER
KEPELAYANANA
N PEMIMIPIN
Altruistic
value
KINERJA
KARYAWA
N
SEMAKIN kuat karakter pelayanan kepemimpinan seseorang …..SEMAKIN… tinggi kerja
karyawan yang dibawahinya…..
KARAKTER
KEPELAYANANA
N PEMIMIPIN
Altruistic
value
KINERJA
KARYAWA
N
45
ONTOLOGI
Cohesive-Coervice Leadership- CCL:
COHESIVE-COERCIVE LEADERSHIP (CCL) merupakan
sebuah gaya kepemimpinan yang memaksa tetapi
merangkul yang menekankan kedisiplinan pada pencapaian
sasaran melalui pendekatan keguyuban kelompok. Gaya
kepemimpinan ini sangat berpotensi meningkatkan kinerja
organisasi
Firm specific
resources
1. Inspirasi yang dasarnya
teori (bertahun tahun
saya ngajar MK ini
bukan tanpa modal)
2. Cari teori mengenai
sumber daya/kapabilitas/
kapasilitas/modal
2
Marketing
architectural
capability (MARC)
adalah
kemampuan…………….
d
Proses Konseptualisasi
MAISCAP
1
Fsmc
……………………………………………………………
……………………………………………………………
……
Msc
……………………………………………………………
……………………………………………………………
…..
Cmc
……………………………………………………………
………………………..
Ringkasan
Background untuk konsep baru (1
Ac……………………………………………
halaman)
mar
spe
cap
k
c
NODE
Sajikan background
yang menarik, logis,
berurut untuk
akhirnya
mendefinisikan konsep
Kreatif
dlm
strategi
Fungsi
kreatif
Khas
archit
ek
ONTOLOGI
Marketing Architectural
Isolating Capability (MAIsCap)
is a specific competence to
deploy marketing strategic
process in a specific manner
that isolated from ease of
replication, hard to be
imitated therefore hold
potential for success.
Proses Konseptualisasi MAISCAP
52
EPISTEMOLOGI
EPISTEMOLOGY: SCENARIO BUILDING &
PISAU ANALISIS
Proses Konseptualisasi MAISCAP
53
KAMU SIAPA, MAU
MAU MENJADI APA,
KAMU SEBAGAI
AHLI APA?
DUA KAKI KITA
DALAM
PENGGALIAN
ILMU
TIDAK SALAHKAN
KAMU MEMAINKAN
PERANMU?
APA PISAU
ANALISIS YANG
KAMU GUNAKAN
UNTUK
MENUNJUKKAN
JATIDIRIMU
YAKINKAN BAHWA
KAMU BUKAN
PELAKU
FENOMENA
“CHEATING BY
NUMBER”?
PISAU ANALISIS –KACA MATA ANALISIS
SEMESTA
UNIVERSAL
MULTIDIMENSI
TAAT HUKUN
EFISIEN
OPERASIONAL
Diman
a
SAYA?
KUALITAS
PROSES
REKSEL
KUALITAS
ANJAB
MENJAGA
LINGKUNGAN
KESEIMBANgA
N SOSIAL
DISIPLIN
AKUNTANSI
KUALITAS
COMPDEV
KUALITAS
SDM
KINERJA
PERUSAHAA
N
Berangkatlah dari Disiplin ilmu KITA
DISIPLIN
INDUK
(Parent Discipline)
BANGUNAN
MODEL
PENELITIAN
DISIPLIN
PELENGKAP
(Immediate
Discipline)
•
MISALNYA:
ILMU MARKETING
ILMU MSDM
MANAJEMEN
KEUANGAN
MANAJEMEN
OPERASIONAL
ILMU AKUNTANSI
•
•
•
•
•
•
MISALNYA:
ILMU PSIKOLOGI
ILMU SOSIAL
ILMU AGAMA
ILMU HUKUM
ILMU KOMUNIKASI
DLL
•
•
•
•
Berangkatlah dari Disiplin ilmu KITA
DISIPLIN
INDUK
(Parent Discipline)
•
•
•
•
•
•
•
•
BANGUNAN
MODEL BERFIKIR
ILMU MARKETING
DISIPLIN
PELENGKAP
(Immediate
Discipline)
•
•
•
•
•
•
MISALNYA:
TEORI PRODUK
TEORI MARKET ENTRY
TEORI PROMOTION
TEORI HARGA
TEORI PENJUALAN
TEORI MANAJEMEN
KONSUMEN
TEORI PERSAINGAN
DLL
MISALNYA:
TEORI PSIKOLOGI
TEORI
ENTREPRENEUR
TEORI MODAL SOSIAL
TEORI KEPENTINGAN
TEORI AGAMASPIRITUALITAS
TEORI KOMUNIKASI
Planning
Fungsi
Manajemen
Organizin
g
Actuating
Recruitment & Selection
Controllin
g
Job Posting
Competency Development
Pola Model
Manajeme
n
Sumber
Daya
Manusia
Career Path
Compensation &
Remuneration
Retirement & Pension
Bidang
Manajemen
Pemasaran
Product
Market Entry
Operasiona
l
Price
Promotion
Keuangan
Sales &
Distribution
Consumer Care
Kualitas
Rektuit
men dan
Seleksi
Kualitas
Protofoli
o Human
Capital
Kinerja
Organisasi
Kualitas
Pengembangan
Komptensi
Kualitas
Pengorganisasi
an Career Path
Motivasi
Prestasi
Karyawan
Kualitas
Implementas
i Sistem
Remunerasi
Kinerja
Karyawan
Kualitas
Perencanaan
Product mix
Kualitas
Protofolio
Produk
Kinerja
Pemasaran
Aksesibilitas
pada
Pemasok
Market Entry
Capability
Produktivita
s Jejaring
Penjualan
Kompetens
i Tenaga
Penjualan
Kinerja
Pemasaran
SKENARIO MONODISIPLIN atau MUTLIDISIPLIN/HOLISTIK?
Pola pikir sistem manajemen dan pilihan penelitian
Input
• Sumber Daya –
Resources
• Marketing
Asset
• Capability
• Relational
Asset
• Social Aset
• Relational
Capability
• Social
Capability
• Hard skill
• Soft skill
• Dan lain lain
Proses
• Quality of Planning
• Quality of
Interaction
• Process of
Relationship
• Kualitas
Interdendensi
• Kualitas
Perencanaan Jering
• Kualitas
Implementasi
strategi
• Kualitas
pengawasan
Penjualan
• Dan lain lain
Output
• Nilai Penjualan
• Volume
Penjualan
• Pertumbuhan
Perjualan
• Kinerja
Perusahaan
• Kinerja
organisasi
• Loyalitas
Karyawan
• Profitabilitas
• Market Share
• Sisa Hasil Usaha
• Dan lain lain
Pola pikir manajemen pemasaran
Input
Kapabilitas
Rancang
Bangun
Produk
Outpu
t
Proses
Kualitas
Proses
Perancangan
Produk
Kualitas
Marketing
Sensing
Process
Produk
Terdiferen
siasi
Kinerja
Pemasara
n
Skenario Kelp 2.
Input
Customer
Care
Development
Program
Outpu
t
Proses
Quality of
Customer
Care
Quality of
Service
Kesetiaan
Pelanggan
Pertumbuhan
Jangka
Panjang
Skenario Kelp 2.
Input
Outpu
t
Proses
Customer
Care
Developmen
t Program
Quality of
Customer
Care
Retensi
Pelanggan
Customer
Orientatio
n
Quality of
Service
Delivery
Service
Excellent
Pertumbuha
n Jangka
Panjang
Skenario Kelp 3.
Inp
ut
Quality
Control,
Perancang
Quality of
an Produk
…
Manageme
nt
Pros
es
Outpu
t
Kualitas
Produk
Relationshi
p Capability
Good
Resource
Kualitas
Promotion
Jejaring
Profitabilitas
Skenario Kelp 4.
Input
Proses
Output
Promosi
Inovasi
Produk
Kualitas
Market
Re-Entry
Produk
Power
Peluang
lain yang
bisa jadi
kekuatan
Mendapatkan
Kembali
Pelanggan DN
Skenario Kelp 3.
Input
Perancanga
n Produk
Outpu
t
Proses
Daya Tarik
Produk
Keunggulan
Sumber Daya
Perancangan
Minat
Membeli
Ulang
Pertumbuha
n Jangka
Panjang
Input
Proses
Output
Kualitas
Portofoli
o Produk
Kapabilitas
Membangun
Jejaring
Kualitas
Pengelolaa
n Wilayah
Penjualan
Kapabilitas
Market
Sensing
Kekuata
n Basis
Pasar
Kinerja
Penjuala
n
Inpu
t
Proses
Output
?????
Kualitas
Team
EVJAB
Kualitas
Analisis
Jabatan
Pengalaman
Benchmarkin
g
BEBAN
KERJA
KARYAWA
N
Kinerja
Karyawa
n
MODEL DENGAN PENDEKATAN LINTAS BIDANG HOLISTIK
KUALITAS
TERAPI
DOKTER
Parent
Discipline
Ilmu
Kedokeran
TINGKAT
KESEMBUHA
N PASIEN
KOMPETENSI
Immediat
e
Discipline
Manajemen
Pelayanan
KUALITAS
DIAGNOSA
DOKTER
KUALITAS
PELAYANAN
PENDUKUNG
Parent
Discipline
Manajemen
Pemasaran
Immediat
e
Discipline
Manajemen
SDM
COMPETITIV
E
EXPERIENCE
PORTFOLIO
ORIENTASI
PASAR
ORIENTASI
PASAR
KUALITAS
STRATEGI
PEMASARAN
KINERJA
PEMASARAN
KOHESI
TEAM
TENAGA
PENJUALAN
Bidang Ilmu apakah yang berikut ini?
Ketidakpastian
Tehnolo
gi
Komitmen
Untuk Belajar
BERBAGI VISI
DERAJAD
UPDATING
TEHNOLOGI
INFORMASI
KAPABILITA
S
TEHNOLOGI
INFORMASI
KUALITAS
INFORMASI
AKUNTANSI
Parent
Discipline
Ilmu Akuntasi
Immediat
e
Discipline
Ilmu Tehnik
Informasika
KUALITAS
INTERNAL
CONTROL
LEARNING
ORIENTED
COMPETENC
Y
DERAJAD
UPDATING
TEHNOLOGI
INFORMASI
AKURASI
SISDUR
AKUNTANSI
KUALITAS
INFORMASI
AKUNTANSI
AKURASI
TEHNOLOGI
INFORMASI
AKUNTANSI
Bidang Ilmu apakah ini?
Lokus
Kendali
Komitmen
Profesional
Komitmen
Profesiona
l Afektif
Komitmen
Profesiona
l Kontinyu
Komitmen
Profesiona
l Normatif
Spiritualitas
Kerja
Penerimaan
Terhadap Perilaku
Menyimpang Audit
Parent
Discipline
Ilmu Akuntasi
LOKUS
KENDALI
AKUNTANSI
SISTEM
KONTROL
AKUNTANSI
PENERIMAAN
TERHADAP PERILAKU
MENYIMPANG AUDIT
Immediat
e
Discipline
Ilmu
Psikologi
Sosial
KOMITMEN
PROFESIONA
L
AKUNTANSI
SPIRITUALITAS
TEMPAT
KERJA
Proses pengembangan Makna sebuah konsep
Proses Telaah Pustaka Untu
Disertasi
TELAAH PUSTAKA –
LITERATURE REVIEW
MENULIS PIKIRAN
kita yang dbangun
untuk menyelesaikan
masalah kita dengan
dukungan hasil telaah
kritis teori teori yang
relevan yang kita rujuk
UNTUK memperkuat
“teori”
kita
proposisi
Model
Sintesis Dasar
Hipotesis
Model
Penelitia
n
Empirik
PEDOMAN SINTESIS UNTUK MEMBUAT KONSEP BARU (AGF)
KONSEP DARI
TEORI INDUK A
KONSEP DARI
TEORI INDUK N
KONSEP DARI
CABANG A TEORI
INDUK
KONSEP DARI
CABANG N TEORI
INDUK N
TURUNAN DARI
CABANG A
TURUNAN DARI
CABANG N
TURUNAN DARI
CABANG A
TURUNAN DARI
CABANG N
GABUNGKAN….
Itulah sintesis
LANGKAH
1
General
Berlaku
umum
Proses Telaah Pustaka Untuk Disertasi
PEDOMAN MEMBANTUN KONSEP BARU – NOVELTY (AGF)
CONCEPT/
CONTRUCT
VARIABLE
General
Berlaku
umum
DIMENSI
LANGKAH
2
DIMENSI
INDIKATOR
Kontekstual
tergantung
obyek
penelitian
INDIKATOR
ITEM SCALE
Single item
atau
Likert Type
item
(Summated
rating scale)
INDIKATOR
PEDOMAN SINTESIS UNTUK MEMBUAT KONSEP BARU (AGF)
KONSEP DARI
TEORI INDUK A
Leadership style
KONSEP DARI TEORI
INDUK N
Theory of Power
KONSEP DARI
CABANG A TEORI
INDUK…nnnnn……..
KONSEP DARI
CABANG N TEORI
INDUK
N….xyxyxyx..
TURUNAN DARI
CABANG A …
ncncncnc………
TURUNAN DARI
CABANG N
Coercive Power
TURUNAN DARI
CABANG A
Cohessive
leadership
GABUNGKAN….
Itulah sintesis
CohessiveCoervice
Leadership
LANGKAH
1
PROPOSISI
• Rektor kami selalu ada dimana
kami ada masalah
• Rektor kami adalah sumber
inspirasi kami semua
Togetherness
• Rektor kami selalu disela
kesibukannya mau berkaraoke
ria dengan semua kami
• Rektor kami selalu
menekankan pentingnya acara
santai warga kampus bersama
keluarga
• Rektor kami sangat tegas dalam
memastikan semua tugas
berjalan baik
• Rektor kami tidak segan
memarahi bila ada kesalahan
• Rektor kami menekan semua
harus berupaya mati matian
Leaderfollower
closeness
SCALE
(Contextual)
Inspiring
Work-Family
affiliation
Proses Telaah Pustaka Untuk
Disertasi
INTEGRATED
INVOLVEMENT
LANGKAH
3
COHESSIVE
COERCIVE
LEADERHIP
(CCL)
AFFILIATIVE
APPROACH
Influential
involvement
Reward &
punishment
INFLUENCIAL &
DIRECTIVE
Achievement
oriented
INDICATOR
(Contextual)
Dimension
(General)
Concept
(General)
JANGAN SEKALI KALI BILANG SCALE ADALAH ANGKA 1,2,3,4,5 dst..Itu bukan scale tetapi
score atau measures. Scale adalah alat pengukur data (berbetuk item kuesioner)
PROPOSISI
LANGKAH
2
INTEGRATED
INVOLVEMENT
AFFILIATIVE
APPROACH
Proses Telaah Pustaka Untuk
Disertasi
COHESSIVE
COERCIVE
LEADERHIP
(CCL)
Organizational
Performance
INFLUENCIAL &
DIRECTIVE
ONTOLOGI:
CCL adalah sebuah gaya kepemimpinan yang menekankan pada
kekuatan guyub sebagai jiwa dari sebuah organisasi dengan ketegasan
professional untuk membangun semangat dalam sebuah kelompok. Gaya
kepemininan CCL ini berpotensi untuk meningkatkan kinerja
organisasional (AGF,2017)
PROPOSISI
Dimensi
teoretikal yang
berlaku general
Dimensi
teoretikal yang
berlaku general
Dimensi
teoretikal yang
berlaku general
KONSEP
TEORETIKAL
“milik saya”
novelty
Proses Telaah Pustaka Untu
Disertasi
PROPOSISI
Proactive identification
and Exploitation of
opportunity
Innovation approach to
risk management
Proses Telaah Pustaka Untu
Disertasi
Entrepreneurial
Marketing
Resource Leveraging
Value Creation
Morris et al. (2002: 5) have defined EM as ‘the
proactive identification and
exploitation of opportunities for acquiring and
retaining profitable customers through
innovative
approaches to risk management, resource
leveraging and value creation’.
Jones, R., & Rowley, J. (2011). Entrepreneurial marketing in small businesses: A
conceptual exploration. International Small Business Journal, 29(1), 25-36.
doi:10.1177/0266242610369743
ENTREPRENEURIAL MARKETING
NEW TO THE WORLD
ATM
• ARCHOS
• IPAD
Proactiveness
Innovativenes
s
Risk taking
Entrepreneurial
Orientation
Opportunity
Driven
Proactiveness
Innovation Focus
Customer
intensity
Entrepreneuria
l Marketing
Risk management
Resource
Leveraging
Value Creation
Morris, M. H., et al. (2002). "Entrepreneurial
marketing: A construct for integrating
emerging entrepreneurship and marketing
perspectives." Journal of Marketing Theory
and Practice 10(4): 1-19.
Proactive identification
and Exploitation of
opportunity
Innovation approach to
risk management
Entrepreneurial
Marketing
Resource Leveraging
Value Creation
Morris et al. (2002: 5) have defined EM as ‘the
proactive identification and
exploitation of opportunities for acquiring and
retaining profitable customers through
innovative
approaches to risk management, resource
leveraging and value creation’.
Jones, R., & Rowley, J. (2011). Entrepreneurial marketing in small businesses: A
conceptual exploration. International Small Business Journal, 29(1), 25-36.
doi:10.1177/0266242610369743
advertising
Brand
Loyalty
Brand
Preference
The Bank of Ghana’s (2015) Annual Report shows that the banking
industry comprises 29 universal banks, 139 rural and community banks
and 546 micro-finance institutions. These universal banks altogether had
1,173 branches and 912 ATMs scattered across the ten regions in the
country showing a vast network of distribution intensity characterized by
branch expansion and the proliferation of ATMs to increase access and
convenience to customers in keeping with prevailing competitive
demands (Hinson and Osarenkhoe, 2013; Bank of Ghana, 2015).
The study therefore investigates the mediating role of brand preference
on the relationship between bank advertising and customer loyalty in
Ghana’s bankingindustry.
CONTOH
Advertisement
1.1 I remember my bank’s adverts easily
1.2 I easily notice my bank’s adverts even in the media traffic
1.3 My bank’s adverts make positive impression on me
1.4 My bank’s adverts are innovative and appealing Brand preference 2.1 My bank is
one of the best in the banking industry
2.2 I am very content with the services of my bank
2.3 My bank is highly professional in serving customer needs
2.4 I think this brand is superior to other competing brands Customer loyalty
3.1 I am very satisfied with my bank’s services
3.2 I go out of my way to tell others about the superior services my bank offers
3.3 I will not hesitate to recommend my bank to anyone seeking excellent customer
services
3.4 I intend to continue doing business with my bank in the future
3.5 I am a very proud customer of my bank 3.6 I have never considered switching to
another bank
Customer
satisfaction
Virtual
brand
personality
Brand
Loyalty
Although the brand personality research has flourished since Aaker’s (1997)
study, limited research has been conducted on consumer-based virtual brand
personality (CBVBP) (Geuens et al., 2009; Molinillo et al., 2016).
researchers highlight the importance of a likeable brand that can create a
more personable relationship (Nguyen et al., 2013). However, few studies link
virtual brand personality with critical relational outcomes (Louis and Lombart,
2010), such as customer satisfaction and brand loyalty.Within this limited
work,onlinebanking,satisfaction and loyalty studies in thepast mostly centred
on more tangible brand attributes (e.g. online service quality or website
design) rather than intangible or emotional brand attributes (through
personality traits) (Davies et al., 2003; Mutum et al., 2014.
In addition, most research on brand personality is conducted in the developed
economies (Melewar and Nguyen, 2015), with less attention and research in
emerging countries, such as the diverse Malaysian banking context.
this study develops and validates a CBVBP concept, aiming to determine the
dimensions that will influence the CBVBP of online banks and investigating its
relationship to customer satisfaction and brand loyalty (Zameeretal.,2015).The
aimis to explore whether the banking industries can incorporate a clear and
distinctive virtual brand personality in their communications to improve
competitiveness.
Technological
uncertainty
Marketing
strategy
implementation
speed
Marketing
dashboard
usage
Market
information
management
capability
centralization
formulation
Organization structure
Market
performance
Firm size
Firm age
Perceived
trust
Perceived risk
Perceived
usefulness
Personal
characteristic
Perceived ease
of use
Attitude
towards using
System
usage
Industry investment in marketing measurement and analytics is substantial
with total global expenditures in marketing dashboards, analytic software and
other marketing software systems totaling approximately US$24bn annually
(Lazich et al., 2016).
However, the research focused on marketing dashboards has been primarily
conceptual rather than empirical (Pauwelsetal.,2009).The scant empirical
literature on this topic has established that marketing dashboards do not have
a
direct
effect
on
the
firm
performance
(O’Sullivan
and
Abela,2007;O’Sullivanetal.,2009); little attention has been focused on other
paths through which marketing dashboards improving market performance.
Hence, the link between marketing dashboard utilization and market
performance remains relatively unexplored.
To address this research gap,we developed and testeda conceptual model
based on the knowledge-based view (KBV) theory (Grant, 1996). The KBV
highlights the importance of knowledge-based resources, such as marketing
dashboards, and their deployment as a means to enable capabilities and
complex decisions tha tenable afirm to secure a competitive advantage. In our
context, KBV
The knowledge
based theory
Competitiveness
theory
Knowledge
management
Porter diamond
model
DIMENSIONS
Knowledge
management
DIMENSIONS
Diamond Model
DIMENSIONS
??????
Spiritual theory
Workplace Spiritual
theory
DIMENSIONS
Workplace Spiritual
theory of absolute advantage, to new
theories such as Michael Porter's diamond
model.
Extended Model (1): The Generalized Double
Diamond Model
Extended Model (2): The Nine-Factor Model
Extended Model (3): Double Diamond-Based
Nine-Factor Model
Methodology for National Competitiveness
Analysis
Definisi spirituality (management)
The basic feeling of being connected with one's complete self,
others, and the entire universe (Mitroff & Denton, 1999, p.86).
A specific form of work feeling that energizes action (Dehler &
Welsh, 1994, p.19).
Secular or sacred values aimed at transcendence toward our
ultimate values (Harlos, 2000, p.613).
Deeply held values that guides our life and work practices (Butts,
1999, p.329).
The recognition that employees have an inner life that nourishes
and is nourished by meaningful work that takes
Place in context of community (Ashmos & Duchon, 2000, p. 137).
The particular way the human person in all its richness, the
relationship of the human person to the transcendent,
the relationship between human persons, and the way to achieve
personal growth are envisioned (Konz & Ryan, 1999, p.202).
Definisi spirituality (psikologi)
The human response to God's gracious call to a relationship with
himself (Benner, 1989, p.20).
• A way of being and experiencing that comes about through
awareness of a transcendent dimension and that
characterized by certain identifiable values in regard to self,
life, and whatever one considers to be ultimate
(Elkins, Hedstrom, Hughes, Leaf, & Saunders, 1988, p. 10).
• A transcendent dimension within human experience....
discovered in moments in which the individual
questions the meaning of personal existence and attempts to
place the self within a broader ontological context
(Shafranske & Gorsuch, 1984, p.231).
• A subjective experience of the sacred (Vaughan, 1991, p. 105)
Spirituality and religiosity
All of the world's major religions that we know of
involve a spiritual dimension
These religions promote a belief in a higher power and
a specific ultimate meaning and purpose for life,
elements that many consider central to spirituality.
the religious services which some consider ritualistic
involve spiritual activities as prayer and mediation.
Many religious practices such as fasting are private and
personal while many spiritual activities such as yoga
and mediation are now performed in groups.
5 dimensi spirituality
Schmidt-Wilk, Heaton, and Steingard (2000) : definitions of
spirituality fall into three categories:
1) those that define it as a personal inner experience;
2) those that focus on values;
3) those that focus on outer behaviors.
MacDonald (2000) conducted a factor analysis of 20
psychological measures of spirituality: five dimensions to
spirituality:
1) beliefs, attitudes, and perceptions;
2) transcendental experiences,
3) sense of meaning for existence;
4) belief in the paranormal;
5) religious behavior and practice.
2. RESEARCH PROPOSAL PROCESS
3. RESEARCH
DESIGN
Design Strategy
[ Type, Purpose, Time - Dimension, Scope, Environment ]
1. Types of Research
2.
Purpose of Study
a.Descriptive
concerned
Studies : Research is
with finding out who, what, where, when, or
how many.
b.Causal Studies: Research is concerned with learning
why –that is, how one variable produces changes in another
– it causal.. Explaining relationships
3aTmiomneg Dvaimairebnel ssion ;
[a]
Cross-sectional Studies : Study carried out once and represent snap-shot of one
point at a time.
[b]
Longitudinal Studies: Study repeated over an extended period
4. Scope :
[a]
Statistical Studies: Designed for breath rather than depth. Hypotheses tested
quantitatively. Inferences and Generalization of population. From samples.
[b]
Case Studies : Hypotheses tested qualitatively. May provide major challenges to
theory & for new hypothesis
5.
Research Environment ; Field Conditions or laboratory conditions or simulation
Qualitati
ve
Researc
h
COMPARING QUALITATIVE
Qualitat
ive
Resear
ch
Discover Ideas, with
General Research
Objects
Observe and Interpret
& QUANTITATIVE RESEARCH
RESEA
RCH
ASPEC
T
COMMON PURPOSE
Research is
intimately
involved. Results
are subjective
APPROACH
DATA
COLLECTIO
N
APPROACH
RESEARCH
ER
INDEPENDE
NCE
Small samples –
Often in Natural
SAMPLES
Unstructured. Free Form
Quantita
tive
Resear
ch
Test Hypotheses or
Specific Research
Questions
Measure and Test
Structured
Response
Categories
Provided
Researcher
uninvolved
Observer. Results
are Objective
Large samples to
Produce
Generalizable Results
Data Collection Design
Sampling Design
Quantitative Research
[]
POPULASI DAN SAMPEL
1.
Unit analisis populasi/sampel (individu, kelompok,
organisasi)
2.
Teknik Pengambilan sampel
a. Kerangka populasi / sampel
b. Probabilitas sampel (simple random sampling,
stratified, cluster,proporsional random sampling)
c. Non probalititas sampel (purposive,
confenience, quaota, accidental)
3.
Rumus perhitungan jumlah sampel (Slovin, yamane)
dengan menentukan tingkat kesalahan pengambilan
sampel
COMPARISION OF PROBABILITY SAMPLING DESIGN
SAMPLING
DESIGN
Simple
Random
(mengunakan
cara undian /
tabel angka
random)
DESCRIPTIO
N
ADVANTAGE
S
Each population
element has equal
chance of being
selected into the
sample. Sample
drawn using
random number
table/generator
Easy to
implement with
automatic dialing
[random digit
dialing] and with
computer voice
response system.
Systematic
(menggunakan
fraksi sampling
&
menggunakan
angka random
untuk start)
Selects an
element of the
population at a
beginning with a
random start and
following the
sample fraction
selects every kth
items
Stratified
(digabung
simple random
& systematic
Divides population
into subpopulations or
strata and uses
simple random on
Simple to design.
Easier to use
than Simple
Random.
Easy to determine
sampling
distribution of
mean or
proportion. Less
expansive than
simple random
Researcher
controls
sample size in
strata.
Increased
DISADVANTAG
ES
Requires a listing
of population
elements. More
time to
implement. Use
larger sample
sizes. Produces
larger errors.
Expansive
Periodicity within
the population
may skew the
sample and result.
If the population
list has a
monotonic trend,
a biased
estimate will
result based on
the start point.
Increased error
will result if
subgroups are
selected at
different
Continuedrates.
next page
COMPARISION OF PROBABILITY SAMPLING DESIGN
[Continuation from previous page]
SAMPLING
DESIGN
Custer
DESCRIPTIO
N
Population is
divided
into internally
heterogeneous
subgroups. Some
are
randomly
selected for
further study
Double
[ Sequential
or Multiphase]
ADVANTAGES
Provides an
unbiased
estimate of
population
parameter if
properly
done.
DISADVANTAG
ES
Often lower
statistical
efficiency [more
errors
due to sub group
being
homogenous
rather
than
heterogeneous.
Economically
more
efficient than
simple
random.
Lowest cost per
sample,
especially with
geographic
clusters.
Easy to do
without
population lists
Process includes May reduce costs Increased costs if
if
collecting data
first stage results indiscriminately
from a
in
used.
Tabel Angka Random
Halaman 1/2
Baris
Kolom
(1-5)
(6-10)
(11-15)
(16-20)
(21-25)
(26-30)
(31-35)
(36-40)
1
88347
17286
78607
56395
57187
49184
28747
93067
2
57140
14727
84858
96891
08337
06006
76040
43189
3
74686
19219
00336
86883
08091
96975
99600
41765
4
68013
47831
62237
74722
43311
60190
71402
49379
5
57477
01083
54076
77307
26245
59383
27506
11435
6
89127
45794
03047
73555
87278
87625
39942
55841
7
26519
83872
10046
49016
05970
01984
35931
85044
8
48045
49132
75138
25685
41636
70667
40490
52848
9
22531
68140
13975
65441
93559
31206
83363
07989
10
84887
87900
00791
61499
53797
61331
80790
71516
11
72047
48575
21528
54526
84353
33201
68711
60202
12
19645
36289
93465
20199
19112
70685
93244
71864
13
46884
63010
30571
82783
56243
42667
26171
49649
14
92289
01728
65175
30663
96081
86740
29708
46615
15
87133
26124
14968
11719
39303
58438
45386
19563
16
66728
11287
19905
20395
79462
98550
44596
01662
17
56636
04443
52824
99026
11819
76162
30298
92028
18
42224
86999
72902
99394
64085
21825
24947
33337
19
14389
30953
45220
41383
09655
31034
68660
54083
20
17048
11974
16576
51277
39785
19552
26973
80023
21
97337
79867
34371
53896
45620
24155
86855
34738
22
46831
74781
56344
63419
36559
19287
61378
33382
23
03522
71406
64001
85922
75172
64592
45163
22801
24
48585
35386
97609
16065
97566
30677
11324
55655
25
91018
27021
61216
48095
66462
84802
77208
01767
26
98387
72577
04516
28437
54038
26162
91111
17775
27
90502
13519
65359
47759
59304
55141
39551
01590
28
47324
00186
11443
39140
24755
55372
61637
79151
29
54232
47656
58123
64142
92755
27102
33215
17953
30
99559
91771
51621
20072
79971
26908
68670
67839
COMPARISION OF PROBABILITY SAMPLING DESIGN
[Continuation from previous page]
SAMPLING
DESIGN
Purposive
sampling
1. Judment Sampling
2. Quota Sampling
Convenience Sampling
Snowball sampling
DESCRIPTIO
N
ADVANTAGES
DISADVANTAG
ES
Sampel representatif
penting bagi penelitian
Generalisasi
1 Sampel acak
sederhana
2 Sampel
sistematis
3 Sampel
klaster
Menilai
Parameter
Berbeda
Dalam subkelompok
populasi
Memperoleh
Mengumpulkan
banyak
Informasi dalam
Informasi dari
Area tertentu
Subset sampel
1 Sampel acak
berstrata cara
proporsional
(elemen sama)
2. Cara
dispropoprsiona
(elemen tidak sama
Pilih
Pengambilan
sampel
area
Pilih
Pengambilan
Sampel Double
PROSES DESAIN SAMPLING
DEFINISIKAN
POPULASI
SASARAN
TENTUKAN
BINGKAI
SAMPEL
TENTUKAN
JUMLAH SAMPEL
TENTUKAN CARA
PENARIKAN
ANGGOTA SAMPEL
Sampel representatif
tidak penting bagi penelitian
Memperoleh
Informasi yang
Cepat tetapi
Tidak handal
Pengambilan sampel
yang mudah
(Convenience Sampling)
Memperoleh
Informasi yang relevan
Dan hanya tersedia
Dengan kelompok
tertentu
1. Sampel berdasarkan
pertimbangan tertentu
(jugment sampling)
2. Sampel Quota
UKURAN SAMPEL
Variabilitas dalam populasi
Ketelitian / akurasi yang diinginkan
Tingkat keyakinan yang disyaratkan
Pendekatan Yamane
N
n = ----------1 + Nd2
n = jumlah sampel
N = populasi
d = margin error
Bila populasi tidak
Diketahui
(PxQ)
N = (Z2ά) ---------d2
Lanjutan.....
Ukuran sampel lebih besar dari 30 dan kurang dari 500
sudah memadai untuk kebanyakan penelitian
Bils sampel dibagi dalam beberapa sub sampel, maka
minimum 30 untuk setiap kategori sub sampel sudah
memadai
Dalam penelitian multivariate besarnya sampel: 25 kali
variabel independen
Analisis SEM: 5 kali jumlah variabel indikator (100 – 200)
Sampel kurang dari 30 tidak dapat menggunakan
statistik parametrik
Penelitian eksperimental dapat dilakukan dengan
sampel kecil 10 -20 sampel.
Pertimbangan
Probabilitas
Non
probabilitas
Biaya
Lebih mahal
Lebih murah
Akurasi
Lebih tepat
Kurang tepat
Waktu
Lebih lama
Lebih cepat
Penerimaan
Hasil
Penerimaan
universal
Penerimaan
masuk akal
Kemampuan
Generalisasi
Baik
Jelek
VARIABLE AND MEASUREMENT
DAYA TARIK
PRODUK
MINAT
MEMBELI
INTENSITAS
PROMOSI
KEPUTUSAN
MEMBELI
Bukan indikator
UJI INDIKASI
DAYA TARIK
PRODUK
TINGKAT
HARGA
MINAT
MEMBELI
MUTU
PRODUK
UJI
KAUSALITAS
indikator
INTENSITAS
PENCARIAN
INFORMASI
KEINGINAN SEGERA
MEMBELI
KEINGINAN
PREFERENSIAL
MINAT
MEMBELI
PENGUJIAN MUKA (FACE VALIDITY)
Upaya memahami
kebutuhan dan
keinginan pelanggan
X.1.1
Kontinuitas upaya
Mencari informasi
Kebutuhan dan
Keinginan Pelanggan
X.1.2
Intensitas analisis
Informasi pelanggan dlm
Proses formulasi rencana
Pemasaran
X1.3
Frekuensi pemantauan
keluhan pelanggan
X1.4
Kecepatan respons
Terhadap keluhan
Pelanggan
X1.5
Orientasi
Pelanggan
(X1)
Kualitas
Strategi
Direct
Selling
(X2)
Artikulasi Rencana
dan evaluasi kinerja
Penjualan, penyiapan
scorecard yang baik
(X2.1)
Standardisasi Durasi
Salestalk
(X2.2)
Keteraturan rencana
rayonisasi wilayah
Penjualan
(X2.3)
Keteraturan rencana
Kunjungan call plan
(X2.4)
UJI VALIDITAS
Construct Validity : kemampuan sebuah alat ukur
untuk menjelaskan sebuah konsep
Content Validity (face validity) : menggambarkan
kesesuaian sebuah pengukur data dengan apa yang
akan diukur
Covergent Validity : instrumen mendapatkan data
mengenai sebuah konstruk memiliki pola yang sama
dengan yang dihasilkan oleh instrumen lain untuk
mengukur konstruk yang sama.
Predictive Validity : kemampuan dari instrumen itu
untuk memprediksi sesuatu yang akan terjadi di masa
yang akan datang
UJI RELIABILITAS
Instrumen secara konsisten memunculkan hasil yang sama setiap
kali dilakukan pengukuran
WAKTU
PENIMBANG A
PENIMBANG B
Hari 1, Pagi
55
55
Hari 2, Pagi
55
60
Hari 3, Pagi
55
58
ANALISIS DATA
STATISTIK
DESKRIPTIF
ANALISIS DATA
STATISTIK
INFERENSIAL
STATISTIK DESKRIPTIF
Nilai indeks : ((%F1x1) + ((%F2x2) + ((%F3x3) / skala pengukuran (kriteria
three box method) 100 – 10= 90, dibagi ti
APPLIED
RESEARCH
CE
P
e ur
PRO
SS
Study & research
that seeks to solve
practical problems.
Applied research is
used to find
solutions to
everyday problems,
Appand
cure illness,
lie
d
develop innovative
technologies.
DEFINATI
ON
RESEA
RCH
S
E
P
tive +
tita
Quan tive
ta
Quali
Mix
Quantitative
&
Qualitative
Research
ETHICS
TY
Qualitat
ive
Qualitat
ive
Resear
Quant
itati
ve
Quantit
ativ e
Researc
h
Study and research
on pure science that
is meant to increase
our scientific
knowledge base. This
type of research is
often purely
theoretical with the
intent of increasing
our understanding of
certain phenomena
or behavior but does
not seek to solve or
treat these
problems.
ETHICAL
ISSUES
1. Participants
•Truthful
•Right to Privacy
•Right to be informed
•Protection
2. Researcher
•Purpose of Research is
Research
•Objectivity
•Misrepresentation of
Research
•Confidentiality
•Dissemination of
1. PROCESS OF FOURMULATING
RESEARCH QUESTION [S]
Sumber: Ferdinand (2006)
BEBERAPA CATATAN REVIEWER
Judul kurang menarik
Latar Belakang Masalah belum menunjukkan adanya masalah penelitian
yang akan diteliti, kontribusi penelitiannya tidak nampak, tidak didukung
studi-studi sebelumnya.
Literature review banyak membahas definisi konsep teori bukan
menjelaskan “state of the art” terhadap perkembangan konsep.
Dukungan hasil penelitian terdahulu yang berbasis jurnal nasional
maupun jurnal internasional
Metode penelitian tidak lengkap dan diuraikan secara detail
Belum menggunakan manajemen referensi
Biaya penelitian banyak yang tidak rasional
Referensi banyak didukung buku dan bukan jurnal ilmiah.
NOVELT
Y
JENIS JENIS RESEARCH GAP YANG DAPAT DIMUNCULKAN OLEH SEORANG
PENELITI DARI HASIL PENELITIAN ILMUWAN LAIN
RG Tipe 1. Tatatan konseptual
yang baik tetapi perlu pengkajian
teoretikal
Peneliti dapat merancang penelitiannya
berangkat dari gap yaitu adanya
konsep konsep aplikatif yang baik
dalam masyarakat tetapi tidak jelas
bagaimana penjelasan teoretikalnya.
Sebuah contoh disajikan berikut ini dari studi Branine and David (2010, p. 712)
“The recent past has witnessed increasing interest within Western nations concerning
Islam and the Islamic world in general. One feature of this trend has been a renewal of
interest in business and management processes in Arab and Islamic countries and their
political and cultural contexts. However most of the attention has been given to
Islamic economics and Islamic banking especially in the wake of the recent
international financial crisis. There have been some attempts to describe the nature and
contents of management in Arab and Islamic countries but there are hardly any
credible empirical studies that have examined the practice of HRM from an Islamic
management perspective. The Management literature is also limited in exposing the
gap that exists between the theory of management in Islam and the practice of
management in Arab countries. This paper attempts to explore this gap by examining
the nature and content of selected Islamic management practices and their
implications for human resource management (HRM) through an extensive
literature review and the employment of examples from a selected number of
countries.”
RG Tipe 2: Belum
terselesaikannya sebuah
masalah penelitian, hasil
penelitian yang inkonkusif
Peneliti dapat merancang penelitiannya berangkat dari
ditemukannya hipotesis-hipotesis penting yang
ternyata tidak didukung atau gagal diterima.
Our literature provides evidence on the influence of innovation on performance such as appeared in several studies
(Molina-Castillo, Jimenez-Jimenez, & Munuera-Aleman, (2011); Rhee, Park, & Lee, (2010); Shan et al., 2015).
Those studies demonstrated innovation has a positive impact on marketing performance.
Study of Cheng, Chang, and Li (2013) demonstrated that no single path for success of
product innovation and among others, the newness of innovation is a source of the
marketing success. Even though product advantage is considered important to foster marketing
performance, the study of García, Sanzo, and Trespalacios (2008) concluded that product
advantage has no significant influence on marketing performance; this is to say that it is
necessary to get another kind of support for product advantage to get rid on enhancing the
marketing performance. Study on innovation provides a gap in the inability of product
line innovation in influencing company performance as among others appeared in the
study of Cillo, De Luca, and Troilo (2010) demonstrated that innovation has no significant
impact on company performance. More over a study conducted by Liao and Cheng (2014)
shows the impact of failures of innovation such as damage to brand reputation after a
failure of innovation of the high-equity brand. Another study conducted by Santos, Basso,
Kimura, and Kayo (2014) indicated little evidence that innovation in one period has a
positive impact on the performance of a firm in the next period. These mixed result of the
impact of innovation on performance provided research gap on the inability of product
innovation in enhancing product advantage and marketing performance. Therefore, further
research is still necessary.
RG Tipe 3: Hasil penelitian yang
memberikan defisiensi dalam
konklusi
Seorang peneliti dapat merancang kajian yang
akan dilakukannya berangkat dari adanya
defisiensi (kurang bermakna sebuah peran) hasil
penelitian yaitu sesuatu yang diyakini berdampak
baik dan harus dilakukan tetapi penelitian
menunjukkan sebaliknya yaitu rendah bahkan
kadang tidak berdampak.
Contoh jenis RG ini dapat dibaca pada studi yang dilakukan oleh Franke and Park
(2006, p. 693) seperti yang diajikan pada petikan berikut.
“Understanding the characteristics of effective salespeople has been a long-standing
goal of managers and researchers. Quantitative syntheses of hundreds of empirical
studies indicate that personal characteristics, role perceptions, and job attributes
typically account for 10% or less of the variance in salesperson performance
and job satisfaction (e.g.,Brown and Peterson 1993; Churchill et al. 1985).
Therefore, identifying additional useful predictors could prove helpful in selecting,
training, and managing salespeople. Two salesperson characteristics that have been
the focus of prominent research streams in sales force research have not yet been
examined in a meta-analysis. One stream examines adaptive selling, that is, “the
altering of sales behaviors during a customer interaction or across customer
interactions based on perceived information about the nature of the selling situation”
(Weitz, Sujan, and Sujan 1986, p. 175). This approach enables salespeople to tailor
messages to fit individual customers’ needs and preferences. The other stream
involves customer-oriented selling, which “can be viewed as the practice of the
marketing concept at the level of the individual salesperson and customer” (Saxe and
Weitz 1982, p. 343). This approach emphasizes long-term customer satisfaction
rather than short-term sales”
RG TIPE 4: Hasil penelitian yang
baik tetapi menyisakan
Seorang peneliti dapat melakukan studi
yang berawalatau
dari adanya
ketidakanjelasan
proses
pertanyaan lanjutan atas sebuah hasil penelitian yang telah dilakukan
peran
dengan baik. Pertanyaan itu dapat berupa ketidakjelasaan proses atau
ketidakjelasan peran yang terjadi dalam sebuah situasi yang diterima
seperti “bagaimana proses yang terjadi sehingga sebuah kapabilitas dapat
meningkatkan kinerja” atau “apa peran yang dimainkan oleh tenaga
penjualan sehingga soft skill yang dimilikinya dapat berperan baik dalam
menghasilkan kinerja penjualan” Pertanyaan pertanyaan seperti itu dapat
memunculkan ruang riset yang baik.
Contoh jenis ini dapat dilihat dalam studi Aarikka-Stenroos and Jaakkola (2012, pp.
15-16) berikut ini
“………………………………………………………………..Recent literature indicates that the
interaction process between actors affords them opportunities to facilitate value creation for and with
each other (Grönroos, 2008, 2011; Payne et al., 2008), yet that literature offers scant
elaboration on the roles performed, or contributions made by the parties to create
value. The service-dominant logic discusses value creation roles at a rather theoretical
and non-specific level,
……………………………………………………………………………………..
……………………………………………… The solutions marketing literature examines
the suppliers’ role but elaborates less on customers’ contributions (e.g., Skarp &
Gadde, 2008; Tuli et al., 2007). Therefore, our second objective is to examine the roles
performed and resources contributed by suppliers and customers within the joint value
generating process. Thirdly, we point to the scarcity of empirical investigations into valuein-use, the final outcome of the value co-creation process (cf. Grönroos, 2011; Lapierre, 1997). Although the
ability to demonstrate the value of an offering is essential for suppliers, the identification and determination of the
multifaceted value elements of complex offerings has remained largely unexplored
(Lindgreen et al., 2009).Hence, this study aims to identify value components, i.e. the benefits and
sacrifices that generate value-in-use, and to examine the influence of the collaborative process thereon.”
Contoh studi Augusty Ferdinand dan Kardison Lumbanbatu
Research gap
MAIsCap-MARKETING ARCHITECTURAL ISOLATING CAPABILITY AS
ANTECEDENTS FOR SUCCESS OF NEW PRODUCT DEVELOPMENT
Previous studies concerning new product development have been shown a number of
drivers for new product success entering into market such as risk reduction
management system (Ishii et al. 2005) , NPD process and flexible NPD process
(Felekoglu et al. 2013), and product development capability (Banerjee and Soberman
2013). New product success was based on several factors such as product firm
compatibility and strategy deployed (Haverila 2012), new product innovativeness and
the speed of product launched to market based on the ability of sensing capability
(Zhang & Wu2013), transmitting rich information and communication (Thomas 2013),
learning (Liet al. 2010), high rate of innovative (Marques et al. 2013), scale and scope
of outsourcing to innovation service providers (Lowman et al. 2012), supply chain
configuration (Jafarian & Bashiri 2013), environment care (Tsai 2012).
Research gap
MAIsCap-MARKETING ARCHITECTURAL ISOLATING CAPABILITY AS
ANTECEDENTS FOR SUCCESS OF NEW PRODUCT DEVELOPMENT
Another studies indicated the high rate of failure of New Product success in
entering the market is due to technology change and lacking of resources
(Li et al 2006) and high risks and cost in the critical stage in the product
development and early stage in entering the market (Bstieler 2012),
advertising-finance factor (Haverila 2012), NPD Process and Preparation
such as design parameters, process steps, components, disciplines, and
departments involved (Jauregui-Becker & Wits, (2013). In other words the
failure of introducing new product into the market place is due to the
inability to deploy resources adequately. This is to say that so many factors
should be considered in preparing ways for success of new product
development and new product market entry as strategic antecedence. This
antecedence should be well prepared and well managed if companies are
aiming to succeed in marketing a new product.
Research gap
MAIsCap-MARKETING ARCHITECTURAL ISOLATING CAPABILITY AS
ANTECEDENTS FOR SUCCESS OF NEW PRODUCT DEVELOPMENT
MAIsCap-MARKETING ARCHITECTURAL ISOLATING CAPABILITY AS
ANTECEDENTS FOR SUCCESS OF NEW PRODUCT DEVELOPMENT
Marketing
Resource
Flexibility
Competitive
Experience
Portofilio
NPD
Orgware
Quality
Marketing
Architectura
l Isolating
Capability
New Product
Marketing
Performance
Contoh studi Augusty Ferdinand dan Ayu Wahyuningsih
Contoh Chen, A., et al. (2015). "Managing salespeople strategically when promoting
new products—Incorporating market orientation into a sales management control
framework." Industrial Marketing Management 47: 8.
RG
Study on entrepreneurial marketing and innovative selling are of
increasing interest to both academics and practitioners (Hallbäck &
Gabrielsson, 2013; Ionitã, 2012) which indicates that entrepreneurial
marketing plays a key role for developing better performance in a
sense that marketing should be managed innovatively and proactively
as well as always open new ways (Hallbäck & Gabrielsson, 2013;
Ionitã, 2012; Morris, Schindehutte, & LaForge, 2002; Smith &
Lohrke, 2008). Salespeople’s innovativeness is believed as a key
driver for marketing performance as studied by Chen, Peng, and Hung
(2015). However, Lacroix, Lussier, and Ouellet (2014) come out with
a different result that not all type of innovativeness of a sales person
can enhance performance. They found the inability of innovative idea
promotion and innovative idea realizations in enhancing sales
performance.
Yet, it remains unclear what kind of process should be conducted
by sales force as leverage for enhancing sales performance.
TRT : Adopsi teori Organizational Learning
One of the basic frameworks of organizational learning is adopting learning process
as an organizational task to facilitate the process of knowledge acquisition, knowledge
distribution, knowledge interpretation and building an organizational memory
(Jiménez-Jiménez & Sanz-Valle, 2011) to empower the organization’s intellectual
capital for a better performance in managing the professional job. An organizational
learning is conducted to form or enhance an individual level learning stocks or an
organizational level learning stocks (Bontis, Crossan, & Hulland, 2002) as a portfolio
of knowledge, skill and attitude for handling jobs in the organization.
When learning is conducting in in team work in an learning network between
groups and member of group in the organization that seen as a social learning network
that has possibility to enhance business process such as reducing the learning time and
improve the productivity (Bologa & Lupu, 2014). Moreover organizational learning in
a form such as knowledge exchange process significantly contribute to support
incremental innovation in the organization (Sheng & Chien, 2016).
TRT : Adopsi teori Organizational Learning
Effort to articulate tacit knowledge and exploit it professionally will leverage
the ability to blossom the value of product and the value of selling activities
done by any salesperson. In turn, tacit knowledge exchange could be the
media for enriching salesperson peer’s capabilities for success as
demonstrated by the study of Cavusgil, Roger, and Yushan (2003), that the
greater the tacit knowledge transfer the more likely the firm is to be able
innovate effectively. As a tacit knowledge is hard to be articulated, effort to
transfer or exchange the tacit knowledge, the receiver could create an
implemented knowledge (Bennet & Bennet, 2008).
Adopting the study of Chakrabarty, Widing, and Brown (2014), this study
defines positive selling ambiance initiative as the ability of salespeople to
initiate energized sales-talk process through initiating influential atmosphere
in sales conversation, initiating positive twist conversation, and ability to
create comfortable feeling in sales conversation for endorsing a positive
acceptance of the customers as a result of team work tacit knowledge
exchange. Furthermore, adapting the study of Ruiz, Gremler, Wasburn, and
Carrión (2008) we argue that a successful sales person is working with an
ability to offer good service for the price he/she offers to the customers.
Salespeople’s innovativeness: How to enhance sales
performance
Augusty Ferdinand & Ayu Wahyuningsih (Univ.Tadulako, Palu)
Laboratorium Sains Pemasaran FEB Undip
RG tipe 5: Masalah dikembangkan dari Kelemahan
penelitian sebelumnya.
Secara normative masalah dapat diangkat dari
kelemahan penelitian orang lain. Namun
demikian banyak kali butir kelemahan itu
ditulis saat antiklimaks dari sebuah penelitian,
mungkin pilihan ini dapat menjadi pelengkap
bagi pilihan research gap lainnya.
Mencari Ruang untuk Pengembangan Novelty kita
Paradigm in Marketing Thought
The General theory of
Marketing Science
Value creation & value
delivery paradigm
RESOURCE
DRIVING
PARADIGM
SERVICE
DOMAIN
PARADIGM
Grand Theory
Grand Theory
CULTURAL
INTERACTION
PARADIGM
Grand Theory
Consumer
Culture
Theory
Resource
Advantage
Theory of
Competition
Service
Dominant Logic
in Marketing
Theory
Middle Range
Theory
Middle Range
Theory
Middle Range
Theory
Research
tradition
Practice
tradition
Research
tradition
Practice
tradition
Research
tradition
Practice
tradition
MEMBERI KEBARUAN BARU RISET & ARTIKEL KITA!!!!!!
33
SEMAKIN kuat karakter pelayanan kepemimpinan seseorang …..SEMAKIN… tinggi kerja
karyawan yang dibawahinya…..
KINERJA
KARYAWAN
KEPEMIMPINAN
KARAKTER
KEPELAYANANA
N PEMIMIPIN
KEPERCAYAAN
(PERCAYA PADA
PEMIMPIN)
KINERJA
KARYAWA
N
SEMAKIN kuat karakter pelayanan kepemimpinan seseorang …..SEMAKIN… tinggi kerja
karyawan yang dibawahinya…..
KARAKTER
KEPELAYANANA
N PEMIMIPIN
Altruistic
behavior
value
KINERJA
KARYAWA
N
SEMAKIN kuat karakter pelayanan kepemimpinan seseorang …..SEMAKIN… tinggi kerja
karyawan yang dibawahinya…..
KARAKTER
KEPELAYANANA
N PEMIMIPIN
Overall
Altruistic
value
KINERJA
KARYAWA
N
SEMAKIN kuat karakter pelayanan kepemimpinan seseorang …..SEMAKIN… tinggi kerja
karyawan yang dibawahinya…..
KARAKTER
KEPELAYANANA
N PEMIMIPIN
Altruistic value
strengthening
KINERJA
KARYAWA
N
SEMAKIN kuat karakter pelayanan kepemimpinan seseorang …..SEMAKIN… tinggi kerja
karyawan yang dibawahinya…..
KARAKTER
KEPELAYANANA
N PEMIMIPIN
Altruistic
social
value
KINERJA
KARYAWA
N
SEMAKIN kuat karakter pelayanan kepemimpinan seseorang …..SEMAKIN… tinggi kerja
karyawan yang dibawahinya…..
KARAKTER
KEPELAYANANA
N PEMIMIPIN
Organizati
onal
Altruistic
value
KINERJA
KARYAWA
N
SEMAKIN kuat karakter pelayanan kepemimpinan seseorang …..SEMAKIN… tinggi kerja
karyawan yang dibawahinya…..
KARAKTER
KEPELAYANANA
N PEMIMIPIN
Altruistic
value
awareness
KINERJA
KARYAWA
N
SEMAKIN kuat karakter pelayanan kepemimpinan seseorang …..SEMAKIN… tinggi kerja
karyawan yang dibawahinya…..
KARAKTER
KEPELAYANANA
N PEMIMIPIN
Work
congruence
Altruistic
value
KINERJA
KARYAWA
N
SEMAKIN kuat karakter pelayanan kepemimpinan seseorang …..SEMAKIN… tinggi kerja
karyawan yang dibawahinya…..
KARAKTER
KEPELAYANANA
N PEMIMIPIN
Altruistic
value
KINERJA
KARYAWA
N
SEMAKIN kuat karakter pelayanan kepemimpinan seseorang …..SEMAKIN… tinggi kerja
karyawan yang dibawahinya…..
KARAKTER
KEPELAYANANA
N PEMIMIPIN
Altruistic
value
KINERJA
KARYAWA
N
SEMAKIN kuat karakter pelayanan kepemimpinan seseorang …..SEMAKIN… tinggi kerja
karyawan yang dibawahinya…..
KARAKTER
KEPELAYANANA
N PEMIMIPIN
Altruistic
value
KINERJA
KARYAWA
N
45
ONTOLOGI
Cohesive-Coervice Leadership- CCL:
COHESIVE-COERCIVE LEADERSHIP (CCL) merupakan
sebuah gaya kepemimpinan yang memaksa tetapi
merangkul yang menekankan kedisiplinan pada pencapaian
sasaran melalui pendekatan keguyuban kelompok. Gaya
kepemimpinan ini sangat berpotensi meningkatkan kinerja
organisasi
Firm specific
resources
1. Inspirasi yang dasarnya
teori (bertahun tahun
saya ngajar MK ini
bukan tanpa modal)
2. Cari teori mengenai
sumber daya/kapabilitas/
kapasilitas/modal
2
Marketing
architectural
capability (MARC)
adalah
kemampuan…………….
d
Proses Konseptualisasi
MAISCAP
1
Fsmc
……………………………………………………………
……………………………………………………………
……
Msc
……………………………………………………………
……………………………………………………………
…..
Cmc
……………………………………………………………
………………………..
Ringkasan
Background untuk konsep baru (1
Ac……………………………………………
halaman)
mar
spe
cap
k
c
NODE
Sajikan background
yang menarik, logis,
berurut untuk
akhirnya
mendefinisikan konsep
Kreatif
dlm
strategi
Fungsi
kreatif
Khas
archit
ek
ONTOLOGI
Marketing Architectural
Isolating Capability (MAIsCap)
is a specific competence to
deploy marketing strategic
process in a specific manner
that isolated from ease of
replication, hard to be
imitated therefore hold
potential for success.
Proses Konseptualisasi MAISCAP
52
EPISTEMOLOGI
EPISTEMOLOGY: SCENARIO BUILDING &
PISAU ANALISIS
Proses Konseptualisasi MAISCAP
53
KAMU SIAPA, MAU
MAU MENJADI APA,
KAMU SEBAGAI
AHLI APA?
DUA KAKI KITA
DALAM
PENGGALIAN
ILMU
TIDAK SALAHKAN
KAMU MEMAINKAN
PERANMU?
APA PISAU
ANALISIS YANG
KAMU GUNAKAN
UNTUK
MENUNJUKKAN
JATIDIRIMU
YAKINKAN BAHWA
KAMU BUKAN
PELAKU
FENOMENA
“CHEATING BY
NUMBER”?
PISAU ANALISIS –KACA MATA ANALISIS
SEMESTA
UNIVERSAL
MULTIDIMENSI
TAAT HUKUN
EFISIEN
OPERASIONAL
Diman
a
SAYA?
KUALITAS
PROSES
REKSEL
KUALITAS
ANJAB
MENJAGA
LINGKUNGAN
KESEIMBANgA
N SOSIAL
DISIPLIN
AKUNTANSI
KUALITAS
COMPDEV
KUALITAS
SDM
KINERJA
PERUSAHAA
N
Berangkatlah dari Disiplin ilmu KITA
DISIPLIN
INDUK
(Parent Discipline)
BANGUNAN
MODEL
PENELITIAN
DISIPLIN
PELENGKAP
(Immediate
Discipline)
•
MISALNYA:
ILMU MARKETING
ILMU MSDM
MANAJEMEN
KEUANGAN
MANAJEMEN
OPERASIONAL
ILMU AKUNTANSI
•
•
•
•
•
•
MISALNYA:
ILMU PSIKOLOGI
ILMU SOSIAL
ILMU AGAMA
ILMU HUKUM
ILMU KOMUNIKASI
DLL
•
•
•
•
Berangkatlah dari Disiplin ilmu KITA
DISIPLIN
INDUK
(Parent Discipline)
•
•
•
•
•
•
•
•
BANGUNAN
MODEL BERFIKIR
ILMU MARKETING
DISIPLIN
PELENGKAP
(Immediate
Discipline)
•
•
•
•
•
•
MISALNYA:
TEORI PRODUK
TEORI MARKET ENTRY
TEORI PROMOTION
TEORI HARGA
TEORI PENJUALAN
TEORI MANAJEMEN
KONSUMEN
TEORI PERSAINGAN
DLL
MISALNYA:
TEORI PSIKOLOGI
TEORI
ENTREPRENEUR
TEORI MODAL SOSIAL
TEORI KEPENTINGAN
TEORI AGAMASPIRITUALITAS
TEORI KOMUNIKASI
Planning
Fungsi
Manajemen
Organizin
g
Actuating
Recruitment & Selection
Controllin
g
Job Posting
Competency Development
Pola Model
Manajeme
n
Sumber
Daya
Manusia
Career Path
Compensation &
Remuneration
Retirement & Pension
Bidang
Manajemen
Pemasaran
Product
Market Entry
Operasiona
l
Price
Promotion
Keuangan
Sales &
Distribution
Consumer Care
Kualitas
Rektuit
men dan
Seleksi
Kualitas
Protofoli
o Human
Capital
Kinerja
Organisasi
Kualitas
Pengembangan
Komptensi
Kualitas
Pengorganisasi
an Career Path
Motivasi
Prestasi
Karyawan
Kualitas
Implementas
i Sistem
Remunerasi
Kinerja
Karyawan
Kualitas
Perencanaan
Product mix
Kualitas
Protofolio
Produk
Kinerja
Pemasaran
Aksesibilitas
pada
Pemasok
Market Entry
Capability
Produktivita
s Jejaring
Penjualan
Kompetens
i Tenaga
Penjualan
Kinerja
Pemasaran
SKENARIO MONODISIPLIN atau MUTLIDISIPLIN/HOLISTIK?
Pola pikir sistem manajemen dan pilihan penelitian
Input
• Sumber Daya –
Resources
• Marketing
Asset
• Capability
• Relational
Asset
• Social Aset
• Relational
Capability
• Social
Capability
• Hard skill
• Soft skill
• Dan lain lain
Proses
• Quality of Planning
• Quality of
Interaction
• Process of
Relationship
• Kualitas
Interdendensi
• Kualitas
Perencanaan Jering
• Kualitas
Implementasi
strategi
• Kualitas
pengawasan
Penjualan
• Dan lain lain
Output
• Nilai Penjualan
• Volume
Penjualan
• Pertumbuhan
Perjualan
• Kinerja
Perusahaan
• Kinerja
organisasi
• Loyalitas
Karyawan
• Profitabilitas
• Market Share
• Sisa Hasil Usaha
• Dan lain lain
Pola pikir manajemen pemasaran
Input
Kapabilitas
Rancang
Bangun
Produk
Outpu
t
Proses
Kualitas
Proses
Perancangan
Produk
Kualitas
Marketing
Sensing
Process
Produk
Terdiferen
siasi
Kinerja
Pemasara
n
Skenario Kelp 2.
Input
Customer
Care
Development
Program
Outpu
t
Proses
Quality of
Customer
Care
Quality of
Service
Kesetiaan
Pelanggan
Pertumbuhan
Jangka
Panjang
Skenario Kelp 2.
Input
Outpu
t
Proses
Customer
Care
Developmen
t Program
Quality of
Customer
Care
Retensi
Pelanggan
Customer
Orientatio
n
Quality of
Service
Delivery
Service
Excellent
Pertumbuha
n Jangka
Panjang
Skenario Kelp 3.
Inp
ut
Quality
Control,
Perancang
Quality of
an Produk
…
Manageme
nt
Pros
es
Outpu
t
Kualitas
Produk
Relationshi
p Capability
Good
Resource
Kualitas
Promotion
Jejaring
Profitabilitas
Skenario Kelp 4.
Input
Proses
Output
Promosi
Inovasi
Produk
Kualitas
Market
Re-Entry
Produk
Power
Peluang
lain yang
bisa jadi
kekuatan
Mendapatkan
Kembali
Pelanggan DN
Skenario Kelp 3.
Input
Perancanga
n Produk
Outpu
t
Proses
Daya Tarik
Produk
Keunggulan
Sumber Daya
Perancangan
Minat
Membeli
Ulang
Pertumbuha
n Jangka
Panjang
Input
Proses
Output
Kualitas
Portofoli
o Produk
Kapabilitas
Membangun
Jejaring
Kualitas
Pengelolaa
n Wilayah
Penjualan
Kapabilitas
Market
Sensing
Kekuata
n Basis
Pasar
Kinerja
Penjuala
n
Inpu
t
Proses
Output
?????
Kualitas
Team
EVJAB
Kualitas
Analisis
Jabatan
Pengalaman
Benchmarkin
g
BEBAN
KERJA
KARYAWA
N
Kinerja
Karyawa
n
MODEL DENGAN PENDEKATAN LINTAS BIDANG HOLISTIK
KUALITAS
TERAPI
DOKTER
Parent
Discipline
Ilmu
Kedokeran
TINGKAT
KESEMBUHA
N PASIEN
KOMPETENSI
Immediat
e
Discipline
Manajemen
Pelayanan
KUALITAS
DIAGNOSA
DOKTER
KUALITAS
PELAYANAN
PENDUKUNG
Parent
Discipline
Manajemen
Pemasaran
Immediat
e
Discipline
Manajemen
SDM
COMPETITIV
E
EXPERIENCE
PORTFOLIO
ORIENTASI
PASAR
ORIENTASI
PASAR
KUALITAS
STRATEGI
PEMASARAN
KINERJA
PEMASARAN
KOHESI
TEAM
TENAGA
PENJUALAN
Bidang Ilmu apakah yang berikut ini?
Ketidakpastian
Tehnolo
gi
Komitmen
Untuk Belajar
BERBAGI VISI
DERAJAD
UPDATING
TEHNOLOGI
INFORMASI
KAPABILITA
S
TEHNOLOGI
INFORMASI
KUALITAS
INFORMASI
AKUNTANSI
Parent
Discipline
Ilmu Akuntasi
Immediat
e
Discipline
Ilmu Tehnik
Informasika
KUALITAS
INTERNAL
CONTROL
LEARNING
ORIENTED
COMPETENC
Y
DERAJAD
UPDATING
TEHNOLOGI
INFORMASI
AKURASI
SISDUR
AKUNTANSI
KUALITAS
INFORMASI
AKUNTANSI
AKURASI
TEHNOLOGI
INFORMASI
AKUNTANSI
Bidang Ilmu apakah ini?
Lokus
Kendali
Komitmen
Profesional
Komitmen
Profesiona
l Afektif
Komitmen
Profesiona
l Kontinyu
Komitmen
Profesiona
l Normatif
Spiritualitas
Kerja
Penerimaan
Terhadap Perilaku
Menyimpang Audit
Parent
Discipline
Ilmu Akuntasi
LOKUS
KENDALI
AKUNTANSI
SISTEM
KONTROL
AKUNTANSI
PENERIMAAN
TERHADAP PERILAKU
MENYIMPANG AUDIT
Immediat
e
Discipline
Ilmu
Psikologi
Sosial
KOMITMEN
PROFESIONA
L
AKUNTANSI
SPIRITUALITAS
TEMPAT
KERJA
Proses pengembangan Makna sebuah konsep
Proses Telaah Pustaka Untu
Disertasi
TELAAH PUSTAKA –
LITERATURE REVIEW
MENULIS PIKIRAN
kita yang dbangun
untuk menyelesaikan
masalah kita dengan
dukungan hasil telaah
kritis teori teori yang
relevan yang kita rujuk
UNTUK memperkuat
“teori”
kita
proposisi
Model
Sintesis Dasar
Hipotesis
Model
Penelitia
n
Empirik
PEDOMAN SINTESIS UNTUK MEMBUAT KONSEP BARU (AGF)
KONSEP DARI
TEORI INDUK A
KONSEP DARI
TEORI INDUK N
KONSEP DARI
CABANG A TEORI
INDUK
KONSEP DARI
CABANG N TEORI
INDUK N
TURUNAN DARI
CABANG A
TURUNAN DARI
CABANG N
TURUNAN DARI
CABANG A
TURUNAN DARI
CABANG N
GABUNGKAN….
Itulah sintesis
LANGKAH
1
General
Berlaku
umum
Proses Telaah Pustaka Untuk Disertasi
PEDOMAN MEMBANTUN KONSEP BARU – NOVELTY (AGF)
CONCEPT/
CONTRUCT
VARIABLE
General
Berlaku
umum
DIMENSI
LANGKAH
2
DIMENSI
INDIKATOR
Kontekstual
tergantung
obyek
penelitian
INDIKATOR
ITEM SCALE
Single item
atau
Likert Type
item
(Summated
rating scale)
INDIKATOR
PEDOMAN SINTESIS UNTUK MEMBUAT KONSEP BARU (AGF)
KONSEP DARI
TEORI INDUK A
Leadership style
KONSEP DARI TEORI
INDUK N
Theory of Power
KONSEP DARI
CABANG A TEORI
INDUK…nnnnn……..
KONSEP DARI
CABANG N TEORI
INDUK
N….xyxyxyx..
TURUNAN DARI
CABANG A …
ncncncnc………
TURUNAN DARI
CABANG N
Coercive Power
TURUNAN DARI
CABANG A
Cohessive
leadership
GABUNGKAN….
Itulah sintesis
CohessiveCoervice
Leadership
LANGKAH
1
PROPOSISI
• Rektor kami selalu ada dimana
kami ada masalah
• Rektor kami adalah sumber
inspirasi kami semua
Togetherness
• Rektor kami selalu disela
kesibukannya mau berkaraoke
ria dengan semua kami
• Rektor kami selalu
menekankan pentingnya acara
santai warga kampus bersama
keluarga
• Rektor kami sangat tegas dalam
memastikan semua tugas
berjalan baik
• Rektor kami tidak segan
memarahi bila ada kesalahan
• Rektor kami menekan semua
harus berupaya mati matian
Leaderfollower
closeness
SCALE
(Contextual)
Inspiring
Work-Family
affiliation
Proses Telaah Pustaka Untuk
Disertasi
INTEGRATED
INVOLVEMENT
LANGKAH
3
COHESSIVE
COERCIVE
LEADERHIP
(CCL)
AFFILIATIVE
APPROACH
Influential
involvement
Reward &
punishment
INFLUENCIAL &
DIRECTIVE
Achievement
oriented
INDICATOR
(Contextual)
Dimension
(General)
Concept
(General)
JANGAN SEKALI KALI BILANG SCALE ADALAH ANGKA 1,2,3,4,5 dst..Itu bukan scale tetapi
score atau measures. Scale adalah alat pengukur data (berbetuk item kuesioner)
PROPOSISI
LANGKAH
2
INTEGRATED
INVOLVEMENT
AFFILIATIVE
APPROACH
Proses Telaah Pustaka Untuk
Disertasi
COHESSIVE
COERCIVE
LEADERHIP
(CCL)
Organizational
Performance
INFLUENCIAL &
DIRECTIVE
ONTOLOGI:
CCL adalah sebuah gaya kepemimpinan yang menekankan pada
kekuatan guyub sebagai jiwa dari sebuah organisasi dengan ketegasan
professional untuk membangun semangat dalam sebuah kelompok. Gaya
kepemininan CCL ini berpotensi untuk meningkatkan kinerja
organisasional (AGF,2017)
PROPOSISI
Dimensi
teoretikal yang
berlaku general
Dimensi
teoretikal yang
berlaku general
Dimensi
teoretikal yang
berlaku general
KONSEP
TEORETIKAL
“milik saya”
novelty
Proses Telaah Pustaka Untu
Disertasi
PROPOSISI
Proactive identification
and Exploitation of
opportunity
Innovation approach to
risk management
Proses Telaah Pustaka Untu
Disertasi
Entrepreneurial
Marketing
Resource Leveraging
Value Creation
Morris et al. (2002: 5) have defined EM as ‘the
proactive identification and
exploitation of opportunities for acquiring and
retaining profitable customers through
innovative
approaches to risk management, resource
leveraging and value creation’.
Jones, R., & Rowley, J. (2011). Entrepreneurial marketing in small businesses: A
conceptual exploration. International Small Business Journal, 29(1), 25-36.
doi:10.1177/0266242610369743
ENTREPRENEURIAL MARKETING
NEW TO THE WORLD
ATM
• ARCHOS
• IPAD
Proactiveness
Innovativenes
s
Risk taking
Entrepreneurial
Orientation
Opportunity
Driven
Proactiveness
Innovation Focus
Customer
intensity
Entrepreneuria
l Marketing
Risk management
Resource
Leveraging
Value Creation
Morris, M. H., et al. (2002). "Entrepreneurial
marketing: A construct for integrating
emerging entrepreneurship and marketing
perspectives." Journal of Marketing Theory
and Practice 10(4): 1-19.
Proactive identification
and Exploitation of
opportunity
Innovation approach to
risk management
Entrepreneurial
Marketing
Resource Leveraging
Value Creation
Morris et al. (2002: 5) have defined EM as ‘the
proactive identification and
exploitation of opportunities for acquiring and
retaining profitable customers through
innovative
approaches to risk management, resource
leveraging and value creation’.
Jones, R., & Rowley, J. (2011). Entrepreneurial marketing in small businesses: A
conceptual exploration. International Small Business Journal, 29(1), 25-36.
doi:10.1177/0266242610369743
advertising
Brand
Loyalty
Brand
Preference
The Bank of Ghana’s (2015) Annual Report shows that the banking
industry comprises 29 universal banks, 139 rural and community banks
and 546 micro-finance institutions. These universal banks altogether had
1,173 branches and 912 ATMs scattered across the ten regions in the
country showing a vast network of distribution intensity characterized by
branch expansion and the proliferation of ATMs to increase access and
convenience to customers in keeping with prevailing competitive
demands (Hinson and Osarenkhoe, 2013; Bank of Ghana, 2015).
The study therefore investigates the mediating role of brand preference
on the relationship between bank advertising and customer loyalty in
Ghana’s bankingindustry.
CONTOH
Advertisement
1.1 I remember my bank’s adverts easily
1.2 I easily notice my bank’s adverts even in the media traffic
1.3 My bank’s adverts make positive impression on me
1.4 My bank’s adverts are innovative and appealing Brand preference 2.1 My bank is
one of the best in the banking industry
2.2 I am very content with the services of my bank
2.3 My bank is highly professional in serving customer needs
2.4 I think this brand is superior to other competing brands Customer loyalty
3.1 I am very satisfied with my bank’s services
3.2 I go out of my way to tell others about the superior services my bank offers
3.3 I will not hesitate to recommend my bank to anyone seeking excellent customer
services
3.4 I intend to continue doing business with my bank in the future
3.5 I am a very proud customer of my bank 3.6 I have never considered switching to
another bank
Customer
satisfaction
Virtual
brand
personality
Brand
Loyalty
Although the brand personality research has flourished since Aaker’s (1997)
study, limited research has been conducted on consumer-based virtual brand
personality (CBVBP) (Geuens et al., 2009; Molinillo et al., 2016).
researchers highlight the importance of a likeable brand that can create a
more personable relationship (Nguyen et al., 2013). However, few studies link
virtual brand personality with critical relational outcomes (Louis and Lombart,
2010), such as customer satisfaction and brand loyalty.Within this limited
work,onlinebanking,satisfaction and loyalty studies in thepast mostly centred
on more tangible brand attributes (e.g. online service quality or website
design) rather than intangible or emotional brand attributes (through
personality traits) (Davies et al., 2003; Mutum et al., 2014.
In addition, most research on brand personality is conducted in the developed
economies (Melewar and Nguyen, 2015), with less attention and research in
emerging countries, such as the diverse Malaysian banking context.
this study develops and validates a CBVBP concept, aiming to determine the
dimensions that will influence the CBVBP of online banks and investigating its
relationship to customer satisfaction and brand loyalty (Zameeretal.,2015).The
aimis to explore whether the banking industries can incorporate a clear and
distinctive virtual brand personality in their communications to improve
competitiveness.
Technological
uncertainty
Marketing
strategy
implementation
speed
Marketing
dashboard
usage
Market
information
management
capability
centralization
formulation
Organization structure
Market
performance
Firm size
Firm age
Perceived
trust
Perceived risk
Perceived
usefulness
Personal
characteristic
Perceived ease
of use
Attitude
towards using
System
usage
Industry investment in marketing measurement and analytics is substantial
with total global expenditures in marketing dashboards, analytic software and
other marketing software systems totaling approximately US$24bn annually
(Lazich et al., 2016).
However, the research focused on marketing dashboards has been primarily
conceptual rather than empirical (Pauwelsetal.,2009).The scant empirical
literature on this topic has established that marketing dashboards do not have
a
direct
effect
on
the
firm
performance
(O’Sullivan
and
Abela,2007;O’Sullivanetal.,2009); little attention has been focused on other
paths through which marketing dashboards improving market performance.
Hence, the link between marketing dashboard utilization and market
performance remains relatively unexplored.
To address this research gap,we developed and testeda conceptual model
based on the knowledge-based view (KBV) theory (Grant, 1996). The KBV
highlights the importance of knowledge-based resources, such as marketing
dashboards, and their deployment as a means to enable capabilities and
complex decisions tha tenable afirm to secure a competitive advantage. In our
context, KBV
The knowledge
based theory
Competitiveness
theory
Knowledge
management
Porter diamond
model
DIMENSIONS
Knowledge
management
DIMENSIONS
Diamond Model
DIMENSIONS
??????
Spiritual theory
Workplace Spiritual
theory
DIMENSIONS
Workplace Spiritual
theory of absolute advantage, to new
theories such as Michael Porter's diamond
model.
Extended Model (1): The Generalized Double
Diamond Model
Extended Model (2): The Nine-Factor Model
Extended Model (3): Double Diamond-Based
Nine-Factor Model
Methodology for National Competitiveness
Analysis
Definisi spirituality (management)
The basic feeling of being connected with one's complete self,
others, and the entire universe (Mitroff & Denton, 1999, p.86).
A specific form of work feeling that energizes action (Dehler &
Welsh, 1994, p.19).
Secular or sacred values aimed at transcendence toward our
ultimate values (Harlos, 2000, p.613).
Deeply held values that guides our life and work practices (Butts,
1999, p.329).
The recognition that employees have an inner life that nourishes
and is nourished by meaningful work that takes
Place in context of community (Ashmos & Duchon, 2000, p. 137).
The particular way the human person in all its richness, the
relationship of the human person to the transcendent,
the relationship between human persons, and the way to achieve
personal growth are envisioned (Konz & Ryan, 1999, p.202).
Definisi spirituality (psikologi)
The human response to God's gracious call to a relationship with
himself (Benner, 1989, p.20).
• A way of being and experiencing that comes about through
awareness of a transcendent dimension and that
characterized by certain identifiable values in regard to self,
life, and whatever one considers to be ultimate
(Elkins, Hedstrom, Hughes, Leaf, & Saunders, 1988, p. 10).
• A transcendent dimension within human experience....
discovered in moments in which the individual
questions the meaning of personal existence and attempts to
place the self within a broader ontological context
(Shafranske & Gorsuch, 1984, p.231).
• A subjective experience of the sacred (Vaughan, 1991, p. 105)
Spirituality and religiosity
All of the world's major religions that we know of
involve a spiritual dimension
These religions promote a belief in a higher power and
a specific ultimate meaning and purpose for life,
elements that many consider central to spirituality.
the religious services which some consider ritualistic
involve spiritual activities as prayer and mediation.
Many religious practices such as fasting are private and
personal while many spiritual activities such as yoga
and mediation are now performed in groups.
5 dimensi spirituality
Schmidt-Wilk, Heaton, and Steingard (2000) : definitions of
spirituality fall into three categories:
1) those that define it as a personal inner experience;
2) those that focus on values;
3) those that focus on outer behaviors.
MacDonald (2000) conducted a factor analysis of 20
psychological measures of spirituality: five dimensions to
spirituality:
1) beliefs, attitudes, and perceptions;
2) transcendental experiences,
3) sense of meaning for existence;
4) belief in the paranormal;
5) religious behavior and practice.
2. RESEARCH PROPOSAL PROCESS
3. RESEARCH
DESIGN
Design Strategy
[ Type, Purpose, Time - Dimension, Scope, Environment ]
1. Types of Research
2.
Purpose of Study
a.Descriptive
concerned
Studies : Research is
with finding out who, what, where, when, or
how many.
b.Causal Studies: Research is concerned with learning
why –that is, how one variable produces changes in another
– it causal.. Explaining relationships
3aTmiomneg Dvaimairebnel ssion ;
[a]
Cross-sectional Studies : Study carried out once and represent snap-shot of one
point at a time.
[b]
Longitudinal Studies: Study repeated over an extended period
4. Scope :
[a]
Statistical Studies: Designed for breath rather than depth. Hypotheses tested
quantitatively. Inferences and Generalization of population. From samples.
[b]
Case Studies : Hypotheses tested qualitatively. May provide major challenges to
theory & for new hypothesis
5.
Research Environment ; Field Conditions or laboratory conditions or simulation
Qualitati
ve
Researc
h
COMPARING QUALITATIVE
Qualitat
ive
Resear
ch
Discover Ideas, with
General Research
Objects
Observe and Interpret
& QUANTITATIVE RESEARCH
RESEA
RCH
ASPEC
T
COMMON PURPOSE
Research is
intimately
involved. Results
are subjective
APPROACH
DATA
COLLECTIO
N
APPROACH
RESEARCH
ER
INDEPENDE
NCE
Small samples –
Often in Natural
SAMPLES
Unstructured. Free Form
Quantita
tive
Resear
ch
Test Hypotheses or
Specific Research
Questions
Measure and Test
Structured
Response
Categories
Provided
Researcher
uninvolved
Observer. Results
are Objective
Large samples to
Produce
Generalizable Results
Data Collection Design
Sampling Design
Quantitative Research
[]
POPULASI DAN SAMPEL
1.
Unit analisis populasi/sampel (individu, kelompok,
organisasi)
2.
Teknik Pengambilan sampel
a. Kerangka populasi / sampel
b. Probabilitas sampel (simple random sampling,
stratified, cluster,proporsional random sampling)
c. Non probalititas sampel (purposive,
confenience, quaota, accidental)
3.
Rumus perhitungan jumlah sampel (Slovin, yamane)
dengan menentukan tingkat kesalahan pengambilan
sampel
COMPARISION OF PROBABILITY SAMPLING DESIGN
SAMPLING
DESIGN
Simple
Random
(mengunakan
cara undian /
tabel angka
random)
DESCRIPTIO
N
ADVANTAGE
S
Each population
element has equal
chance of being
selected into the
sample. Sample
drawn using
random number
table/generator
Easy to
implement with
automatic dialing
[random digit
dialing] and with
computer voice
response system.
Systematic
(menggunakan
fraksi sampling
&
menggunakan
angka random
untuk start)
Selects an
element of the
population at a
beginning with a
random start and
following the
sample fraction
selects every kth
items
Stratified
(digabung
simple random
& systematic
Divides population
into subpopulations or
strata and uses
simple random on
Simple to design.
Easier to use
than Simple
Random.
Easy to determine
sampling
distribution of
mean or
proportion. Less
expansive than
simple random
Researcher
controls
sample size in
strata.
Increased
DISADVANTAG
ES
Requires a listing
of population
elements. More
time to
implement. Use
larger sample
sizes. Produces
larger errors.
Expansive
Periodicity within
the population
may skew the
sample and result.
If the population
list has a
monotonic trend,
a biased
estimate will
result based on
the start point.
Increased error
will result if
subgroups are
selected at
different
Continuedrates.
next page
COMPARISION OF PROBABILITY SAMPLING DESIGN
[Continuation from previous page]
SAMPLING
DESIGN
Custer
DESCRIPTIO
N
Population is
divided
into internally
heterogeneous
subgroups. Some
are
randomly
selected for
further study
Double
[ Sequential
or Multiphase]
ADVANTAGES
Provides an
unbiased
estimate of
population
parameter if
properly
done.
DISADVANTAG
ES
Often lower
statistical
efficiency [more
errors
due to sub group
being
homogenous
rather
than
heterogeneous.
Economically
more
efficient than
simple
random.
Lowest cost per
sample,
especially with
geographic
clusters.
Easy to do
without
population lists
Process includes May reduce costs Increased costs if
if
collecting data
first stage results indiscriminately
from a
in
used.
Tabel Angka Random
Halaman 1/2
Baris
Kolom
(1-5)
(6-10)
(11-15)
(16-20)
(21-25)
(26-30)
(31-35)
(36-40)
1
88347
17286
78607
56395
57187
49184
28747
93067
2
57140
14727
84858
96891
08337
06006
76040
43189
3
74686
19219
00336
86883
08091
96975
99600
41765
4
68013
47831
62237
74722
43311
60190
71402
49379
5
57477
01083
54076
77307
26245
59383
27506
11435
6
89127
45794
03047
73555
87278
87625
39942
55841
7
26519
83872
10046
49016
05970
01984
35931
85044
8
48045
49132
75138
25685
41636
70667
40490
52848
9
22531
68140
13975
65441
93559
31206
83363
07989
10
84887
87900
00791
61499
53797
61331
80790
71516
11
72047
48575
21528
54526
84353
33201
68711
60202
12
19645
36289
93465
20199
19112
70685
93244
71864
13
46884
63010
30571
82783
56243
42667
26171
49649
14
92289
01728
65175
30663
96081
86740
29708
46615
15
87133
26124
14968
11719
39303
58438
45386
19563
16
66728
11287
19905
20395
79462
98550
44596
01662
17
56636
04443
52824
99026
11819
76162
30298
92028
18
42224
86999
72902
99394
64085
21825
24947
33337
19
14389
30953
45220
41383
09655
31034
68660
54083
20
17048
11974
16576
51277
39785
19552
26973
80023
21
97337
79867
34371
53896
45620
24155
86855
34738
22
46831
74781
56344
63419
36559
19287
61378
33382
23
03522
71406
64001
85922
75172
64592
45163
22801
24
48585
35386
97609
16065
97566
30677
11324
55655
25
91018
27021
61216
48095
66462
84802
77208
01767
26
98387
72577
04516
28437
54038
26162
91111
17775
27
90502
13519
65359
47759
59304
55141
39551
01590
28
47324
00186
11443
39140
24755
55372
61637
79151
29
54232
47656
58123
64142
92755
27102
33215
17953
30
99559
91771
51621
20072
79971
26908
68670
67839
COMPARISION OF PROBABILITY SAMPLING DESIGN
[Continuation from previous page]
SAMPLING
DESIGN
Purposive
sampling
1. Judment Sampling
2. Quota Sampling
Convenience Sampling
Snowball sampling
DESCRIPTIO
N
ADVANTAGES
DISADVANTAG
ES
Sampel representatif
penting bagi penelitian
Generalisasi
1 Sampel acak
sederhana
2 Sampel
sistematis
3 Sampel
klaster
Menilai
Parameter
Berbeda
Dalam subkelompok
populasi
Memperoleh
Mengumpulkan
banyak
Informasi dalam
Informasi dari
Area tertentu
Subset sampel
1 Sampel acak
berstrata cara
proporsional
(elemen sama)
2. Cara
dispropoprsiona
(elemen tidak sama
Pilih
Pengambilan
sampel
area
Pilih
Pengambilan
Sampel Double
PROSES DESAIN SAMPLING
DEFINISIKAN
POPULASI
SASARAN
TENTUKAN
BINGKAI
SAMPEL
TENTUKAN
JUMLAH SAMPEL
TENTUKAN CARA
PENARIKAN
ANGGOTA SAMPEL
Sampel representatif
tidak penting bagi penelitian
Memperoleh
Informasi yang
Cepat tetapi
Tidak handal
Pengambilan sampel
yang mudah
(Convenience Sampling)
Memperoleh
Informasi yang relevan
Dan hanya tersedia
Dengan kelompok
tertentu
1. Sampel berdasarkan
pertimbangan tertentu
(jugment sampling)
2. Sampel Quota
UKURAN SAMPEL
Variabilitas dalam populasi
Ketelitian / akurasi yang diinginkan
Tingkat keyakinan yang disyaratkan
Pendekatan Yamane
N
n = ----------1 + Nd2
n = jumlah sampel
N = populasi
d = margin error
Bila populasi tidak
Diketahui
(PxQ)
N = (Z2ά) ---------d2
Lanjutan.....
Ukuran sampel lebih besar dari 30 dan kurang dari 500
sudah memadai untuk kebanyakan penelitian
Bils sampel dibagi dalam beberapa sub sampel, maka
minimum 30 untuk setiap kategori sub sampel sudah
memadai
Dalam penelitian multivariate besarnya sampel: 25 kali
variabel independen
Analisis SEM: 5 kali jumlah variabel indikator (100 – 200)
Sampel kurang dari 30 tidak dapat menggunakan
statistik parametrik
Penelitian eksperimental dapat dilakukan dengan
sampel kecil 10 -20 sampel.
Pertimbangan
Probabilitas
Non
probabilitas
Biaya
Lebih mahal
Lebih murah
Akurasi
Lebih tepat
Kurang tepat
Waktu
Lebih lama
Lebih cepat
Penerimaan
Hasil
Penerimaan
universal
Penerimaan
masuk akal
Kemampuan
Generalisasi
Baik
Jelek
VARIABLE AND MEASUREMENT
DAYA TARIK
PRODUK
MINAT
MEMBELI
INTENSITAS
PROMOSI
KEPUTUSAN
MEMBELI
Bukan indikator
UJI INDIKASI
DAYA TARIK
PRODUK
TINGKAT
HARGA
MINAT
MEMBELI
MUTU
PRODUK
UJI
KAUSALITAS
indikator
INTENSITAS
PENCARIAN
INFORMASI
KEINGINAN SEGERA
MEMBELI
KEINGINAN
PREFERENSIAL
MINAT
MEMBELI
PENGUJIAN MUKA (FACE VALIDITY)
Upaya memahami
kebutuhan dan
keinginan pelanggan
X.1.1
Kontinuitas upaya
Mencari informasi
Kebutuhan dan
Keinginan Pelanggan
X.1.2
Intensitas analisis
Informasi pelanggan dlm
Proses formulasi rencana
Pemasaran
X1.3
Frekuensi pemantauan
keluhan pelanggan
X1.4
Kecepatan respons
Terhadap keluhan
Pelanggan
X1.5
Orientasi
Pelanggan
(X1)
Kualitas
Strategi
Direct
Selling
(X2)
Artikulasi Rencana
dan evaluasi kinerja
Penjualan, penyiapan
scorecard yang baik
(X2.1)
Standardisasi Durasi
Salestalk
(X2.2)
Keteraturan rencana
rayonisasi wilayah
Penjualan
(X2.3)
Keteraturan rencana
Kunjungan call plan
(X2.4)
UJI VALIDITAS
Construct Validity : kemampuan sebuah alat ukur
untuk menjelaskan sebuah konsep
Content Validity (face validity) : menggambarkan
kesesuaian sebuah pengukur data dengan apa yang
akan diukur
Covergent Validity : instrumen mendapatkan data
mengenai sebuah konstruk memiliki pola yang sama
dengan yang dihasilkan oleh instrumen lain untuk
mengukur konstruk yang sama.
Predictive Validity : kemampuan dari instrumen itu
untuk memprediksi sesuatu yang akan terjadi di masa
yang akan datang
UJI RELIABILITAS
Instrumen secara konsisten memunculkan hasil yang sama setiap
kali dilakukan pengukuran
WAKTU
PENIMBANG A
PENIMBANG B
Hari 1, Pagi
55
55
Hari 2, Pagi
55
60
Hari 3, Pagi
55
58
ANALISIS DATA
STATISTIK
DESKRIPTIF
ANALISIS DATA
STATISTIK
INFERENSIAL
STATISTIK DESKRIPTIF
Nilai indeks : ((%F1x1) + ((%F2x2) + ((%F3x3) / skala pengukuran (kriteria
three box method) 100 – 10= 90, dibagi ti