<em>The Design Thinking approach as a method of problem solving and product innovation is well known in business, management and entrepreneurship. However, various design thinking models created by individual researcher and corporations often confuse users about which model to use. This research was conducted with the aim of observing the suitability of five selected design thinking models to support the development of startups in a business incubator. The research applies qualitative descriptive method using a case study of PT. Jiwa Gelora Juara (PT-JGJ) startup development at the Bakrie University’s UBpreneur business incubator. It observes the design thinking process in the pre-incubation, incubation and post incubation stages. The research findings show that each design thinking model has its own strengths and weaknesses in a certain situation, but most of the models are more suitable implemented in the new product/process development phase. To support the startup’s growth stage, other management tools are needed.</em>

This study explores the university students’ awareness of the Circular Economy (CE) through the identification of knowledge, attitudes and behaviors (KAB). A quantitative method is applied by adopting the SDG survey questionnaire of Cifuentes-Faura that was developed using the 5Rs (Reduce, Reuse, Refurbish, Repair and Recycle) of the CE concept to measure the students’ KAB towards CE. A total of 110 students studying economics-related courses from two Indonesian universities participated in the survey and the statistical program SPSS 20.0 was used for data analysis. The study found that the students’ awareness of the circular economy is higher in terms of knowledge (85.5%) than attitude (55.5%) and behavior (68.2%). In a way, the results of attitude and behavior show that students tend to buy new things instead of reusing/renting or repairing them. The female students' knowledge of CE is higher than male students, whereas their attitude and behaviour show similar results. Additionally, there is a correlation between knowledge and attitude, attitude and behavior, and knowledge and behavior, which means that the variables influence each other.

Nowadays, companies are putting more concerns for neighborhood community development as part of their corporate social responsibility. Unilever Indonesia, as a subsidiary of Unilever Worldwide, also encouraged its surrounded communities to participate in production process and to get benefit of it. Through its "sustainability" mission, Unilever Indonesia developed its nearby community of farmers to supply minimum 50% of the total black-soybean for its soy-sauce product, which is named BANGO. To enhance supply performance, Unilever Indonesia controls the supply to meet the standard performance. This study applied the Analytic Network Process (ANP) as an alternative method of measuring and evaluating the performance of supply. The criteria and sub-criteria are identified based on internal company experts in a focus group discussion. These criteria are price, availability of supply, quality, and supplier reputation, elaborated into 10 sub-criteria, i.e., supply price conformance, price stability, willingness to negotiate, supply capability meets order, supply availability continuity, supply conformance to prescribed specifications, quality consistency, seamless supply provision, supplier and supply is already widely known, and trustworthy supplier. The resulted analysis of pairwise comparison questionnaire showed a good performance of supply in the scale 82.65% out of the100%.

In the current rapid growing telecommunication sector, Indonesian Telecommunication industry has to redefine its strategy in catching-up and leapfrogging the market leader countries. This paper describes the use of Analityc Network Process (ANP) in building a strategy selection model of Indonesian Telecommunication Industry. The model construction integrates three main theories, namely: industry catch-up strategy framework, Sectoral Innovation System and Analytic Network Process. The modeling process applied ANP as the basic framework of multi criteria decision making, using 5 alternative strategies and 27 elements of selection criteria clustered in seven components. The model employs a questionnaire of 1302 pairwise comparisons, which were judged by five experts of the industry. The result suggests that pioneering application strategy is considered as the most appropriate strategy for the industry to catch up, while the other strategies could be considered as the next step strategies in the scenario. Influences and feedbacks of each element in the innovation system were studied through the supermatrix result but only partially reported in this paper.

Out wall business incubation (OWBI) refers to the business incubation process which provides facilities and services, but the small-business entities (SBE)tenants-remain on their own place outside the incubator. This model is very suitable for the SBE which located nearby market area, while the business incubator has limited space to share. This article describes the perspective of higher education on OWBI and pros and cons in term of incubator business establishment in higher education. Applying a simple SWOT on Bakrie University's business incubator (named UBpreneur) as a case study shows that, OWBI gives positive impact in providing opportunity for those SBE (prominently freshmen students). The main strength of this system is in the flexibility of the freshmen students to choose their partners and to manage their ideas independently. While the typical weakness of OWBI tenant is that they keep changes the ideas and easily change their business plan direction. For the threat aspects, OWBI system has difficulties in its monitoring process due to tenant's movement. UBpreneur evaluates tenants every six months. The tenants will be categorized as developed tenant (ready to leave the incubator) if after three years consecutive evaluation tenants are considered ready to compete independently in the free market. UBpreneur recorded that only 2-5 % of the total tenants successfully pass the three years evaluation. However, the knowledge transfers during incubation among OWBI, tenants, experts mentors and potential customers are considered intensive.