Encompassing the cities of Jakarta, Bekasi, and Tangerang, the Roman Catholic Archdiocese of Jakarta has existed in Indonesia for more than 200 years. Yet Roman Catholics make up less than 3% of the population there. To achieve their objectives, local parish priests need to act not only as religious leaders, but also as business managers. Guided by the theoretical framework of entrepreneurial orientation, interviews with 19 priests in the Archdiocese of Jakarta reveal how they have employed entrepreneurial techniques to improve their church's performance in terms of social outreach in a predominantly Muslim nation. Demonstrating the importance of such behavior for nonprofit organizations that operate in inimical environments, their experiences offer guidance to managers and practitioners who conduct operations in similar situations.

BACKGROUND: The presence of a coronavirus disease 2019 (COVID-19) vaccine is very important to produce an immune response that slows down the pandemic. AIM: This study aims to find out more about the perspective of the Indonesian people which is predicted to affect vaccine acceptance by the public. METHODS: Quantitative research was conducted using an online survey via a Google form. The survey was conducted from January to February 2021. RESULTS: There were 225 respondents. The attitude of the community towards the COVID-19 vaccination program, almost all respondents know the free vaccination program (94.4%) and know the purpose of the program (91.8%). There were 23% of respondents who felt that after being vaccinated they would be free from COVID-19 infection and 2.4% stated that they no longer needed to apply health protocols after being vaccinated. There were 8.2% who did not agree with the reasons they did not know its effectiveness, were worried about the side effects and were unsure about the safety of the COVID-19 vaccine. CONCLUSION: In general, self-confidence, comfort, calculation of benefits versus disadvantages, and shared responsibility, influence a person’s decision to refuse or accept the vaccine.

Interpersonal communication tends to guide the way of management in companies worldwide. For multinational company, where expatriate is exist to blend with local partners or employee, the way they communicate to each other will determine the future of their company communication activities. The result of this research could be utilized by foreign managers and their Indonesian colleagues. Based on this research, which is supported by qualitative and literature methods, it can be found the effective method of communication to enhance job performance. The purpose of qualitative method that used by the author is to gain much information from employees and foreign managers in several companies. Besides interviewing them, author also joined in their interpersonal. The effective way of interpersonal communication to improve employee working performance is to form a sharing forum, informal meetings or communities of practice.

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The Catholic Archdiocese of Jakarta, Indonesia, has existed for more than 200 years. Throughout its development, it has faced numerous internal and external challenges. To address these challenges, the role of parish priests has changed from being primarily that of a religious leader, to include being a leader and manager of an organization. Using a theoretical framework of entrepreneurial leadership consisting of 14 precursors, and conducting interviews with 19 priests in charge of parishes, this article shows how the parish priests in the Archdiocese of Jakarta behave as entrepreneurs. It illustrates entrepreneurial behavior within the Church, which, unlike for-profit organizations, is not orientated towards financial growth. The study shows that the 14 precursors of entrepreneurial leadership can also be applied to the activities of Roman Catholic priests in Jakarta.It lays the groundwork for further research by grouping the 14 precursors into three new categories. It also demonstrates that entrepreneurial leadership in non-profit activities mirrors entrepreneurial leadership in for-profit organizations, with the main difference being that there is no material (financial) expectation.