Managing Innovation of SMEs in Creative Industry for Interactive Game Subsector and TV and Radio Subsector Based on Local Wisdom in Development of Competitiveness Business (Case Study SMESs in Bandung)

Abstract

In today's business world, increasing competition requires businesses to innovate in a variety of fields. Innovation is not easy, and it takes hard work, knowledge and experience. This study aims to explore the innovations made by businesses so that businesses can compete and succeed in their class. The key success factors in innovation are based on primary data obtained through observation and interviews, or secondary data obtained through literature. This study is a qualitative study using the case study method, in which an interpretive approach is used to build knowledge about the companies' innovation to observe and interpret human interactions in real activities. Data collection was conducted to elaborate information in understanding the background of business, consideration of the internal aspects of the company, the factors of competitors, customers, and how to get the business idea, how to design the products and produce as well as how to commercialize the productsecondary data collected from various sources, i.e. websites, magazines, books, and research reports. Cases were taken based on criteria such as receiving various awards or being the first in its industry, and their business remain continues and exist. The case study in this research is based on the creative industry Interactive game subsector represented by PT Kummara and Television and Radio subsector represented by Ardan Radio Bandung. This study has identified several key success factors grouped into idea generation, product design and production, and commercialization.

Impact of Cooperative Team Environment and Procedural Justice on Work Environment Creativity: An Empirical Study of Banking Industry

“…Research findings supports the argument that factors related to workplace environment has a tendency to influence employees' creativity (Amabile, Conti, Coon, Lazenby, & Herron, 1996;Saputri & Mulyaningsih, 2016). Creativity is regarded as an outcome in organizational behavior which includes services, products, work methods, business models or management processes which are useful and novel (Amabile, 1988;Bernik, Azis, Kartini, & Harsanto, 2015;Shalley & Gilson, 2004;Woodman, Sawyer, & Griffin, 1993). This led to emphasis on creativity as an organizational outcome by which enables creativity to be quantified rather than a mental process which is difficult to be quantified (Amabile et al, 1996;Oetomo, Satrio, & Lestariningsih, 2016).…”

Variability of dynamic capabilities in the small business development process

“…Their limited internal capacity and high sensitivity to external conditions mean that the management of these entities often needs to ful il higher requirements than in the case of large companies. Any errors in this area may very severely and adversely affect the operations of SMEs (Bernik, Azis, Kartini, & Harsanto, 2015;Grif in, 2017), and due to the use of simpli ied organizational and legal forms, these errors can frequently yield negative administrative and legal consequences for owners of these entities and their families. The importance of applying effective methods of resource management determining SMEs' success is also pointed out by Krupski (2011).…”

Risk management model development by integrating House of Risk model and ANP model

“…So it can be concluded that strategy is one of the keys for a company to have added value for the company itself. A supply chain can be de ined as a network consisting of several companies (including suppliers, manufacturers, distributors and retailers) that work together and are involved both directly and indirectly in meeting customer demand, where these companies carry out material procurement functions, transformation processes material into semi-inished products and inished products, and distri-bution of inished products to end customers (Bernik, Azis, Kartini, & Harsanto, 2015;Pujawan & Geraldin, 2009;Piyachat, 2017;Phungphol, Tumad, Sangnin, & Pooripakdee, 2018). The objectives of supply chain management are to meet customer needs, reduce costs, increase revenue, and make the company stronger.…”