Organizational Resources (Jenis-Jenis Sumber Daya Organisasi)

“for competitive advantage”

Aun Falestien FaletehanIAIN

Sunan Ampel Surabaya

2012

Organisational Resources

Total Capital

Tangible Capital

Monetary Capital

Physical Capital

Intellectual (Intangible)

Capital

Relationship Capital

Organisational Capital

Human Capital

(GÖRAN ROOS AND KRISTINE JACOBSEN, 1999)

Monetary Capital

Sistem funding (Family Funds, Angel Investors, Bank

Financing, etc)

Reveneu

Saham publik

Sponsorship and governance costs

Corporate Social Responsibility

Philantrophy Projects; Bill Gates dan Warren Buffett

for „The Giving pledge”

Physical Capital

Fasilitas Kerja

Peralatan Kantor

Gudang dan Stock Barang

Piranti Informasi Teknologi

etc

Bill Gates’ Super High Tech Home

Enjoy at Google

Enjoy at Google

University Town, SIngapura

Vatican Library

Internet Server System

Relationship Capital

Jaringan kerjasama dengan stakeholder, konsumen,

Kementerian dan Institusi Pemerintahan, Asosiasi

Industri, Research Agencies, agen pasar produk, dsb

Domain Entrepreneurial University

Tonit Mets: 2009

Organisational Capital

Structures

Systems (planning, controlling, coordinating, HR

systems, etc)

Production Process

Culture

Brands

Intellectual property

etc

Human Capital

Competencies (Talent, Experience Skills and know-how)

Attitude (motivation, commitment, behaviour and traits)

Intellectual agility (the ability of organisationalmembers to be „quick on their intellectual feet‟: innovation and entrepreneurship, the ability to formulate and solve problems etc.)

Personal relationships (the ability to develop, use and participate in networks)

The most important?

Jenis Sumber Daya Bobot Penting

Human Resources 43%

Monetary Resources 19%

Organisational Resources 17%

Relationship Resources 15%

Physical Resources 6%

(GÖRAN ROOS AND KRISTINE JACOBSEN, 1999)

Human Capital

human resources are the collection of intangible

resources that are embedded in the members of the

organisation

SDM adalah aset yang tidak bisa ditiru

Bekal untuk menjadi daya saing organisasi

(Competitive Advantage)

The VRIO Framework

Indikator competitive advantage

o Value (bernilai)

o Rareness (langka)

o Imitability (sulit untuk dijiplak)

o Organizational suppport (dukungan sistem organisasi)

Value

Nilai guna bagi konsumen dan naiknya pendapatan

organisasi; melalui:

Menurunkan harga jual produk atau diferensiasi

produk

Budaya kerja organisasi

kasus FedEx; "people first organisation“

Etc.

FedEx

The corporate philosophy statement :

“People–Service–Profit.”

Fred Smith, founder dan CEO Fedex, “We

discovered a long time ago that customer satisfaction

really begins with employee satisfaction”

value muncul dengan fokus pada karyawan lebih

dulu

Rareness

Jika karakteristik SDM kita sama dengan yang

dimiliki kompetitor, maka sulit dianggap memiliki

daya saing

Resource harus langka, yang mungkin tidak dimiliki

organisasi lain

Imitability

Resource harus tidak bisa ditiru atau sulit dijiplak

oleh kompetitor

Semisal resep produk, kultur kerja, model

pelayanan publik, etc

Organisational Support

Dukungan sistem dan praktek organisasi yang

bagus

Visi dan misi, kejelasan core competence, Strategic

branding, Pola rekruitmen, training and development,

manajemen kinerja, sistem penggajian, dsb

General Electric’s Vitality Curve