Studies on Major Factors of Innovation Systems for Telecommunication Company in Indonesia

Abstract

<p>Telecommunications in Indonesia has grown extraordinarily, especially from beginning of the year 2010. This<br />condition has made telecommunications becoming the promised business and ready facing the tight market. The<br />competition is high due to the large mobile phone operators, which made the quality of services becoming less<br />noticeable, severely operators are focusing on offering cost. Every year revenue per users are found to be decline,<br />resulting innovation and improve quality of services which can increase income and sustain customers loyalty.<br />This research used Soft Systems Methodology approach (SSM) and has implemented philosophy of Critical<br />Systems Thinking (CST), Strategic Assumption Surfacing and Testing (SAST) and used tools of Analytical<br />Hierarchy Process (AHP) to rank the most influential innovation factors in telecommunications company strategy,<br />through a series of in-depth interviews with experts. The analysis of the results providing incentives to innovators<br />which is the most important in telecommunication company's strategy in producing the best quality of services and<br />win the competition.</p

Do the organizational proficiencies dominate in innovation and can manage the major factors of innovation? A Systematic Literature Review of Last 5 Decades

“…Human Resources (Seaden et al, 2003), (Sexton and Barrett, 2004), , (Capitanio et al, 2009), (Zhang et al, 2009), (Dachyar et al, 2013), (Ozorhon et al, 2014), (Xue et al, 2014), , (Ozorhon and Oral, 2016), (Kallmuenzer, 2018), (Divisekera and Nguyen, 2018), (Pikkemaat et al, 2018), (Revilla and Rodríguez-Prado, 2018), (Atiase and Dzansi, 2020); Human Resource Management Practices (Kamath et al, 2009), (Bourke and Crowley, 2015), (Tajeddini and Martin, 2020), (Mousavi et al, 2021); Competent Technical Staff (Nijkamp and Reggiani, 2000), (Chen et al, 2010), (Chaminade and De Fuentes, 2012), (Velev and Veleva, 2019); Motivation (Giardini and Kyllönen, 2004), (Kamath et al, 2009); Teamwork/Coordination (Prajogo and Sohal, 2003), (Fortuin et al, 2007), (Koc and Ceylan, 2007), (Chang and Yeh, 2009), , (Nordli, 2018); Selective Recruitment (Manley and Mcfallan, 2006), (Diaz-Delgado et al, 2019), (Atiase and Dzansi, 2020); Employee participation/Engagement ; Innovation Champions (Nam and Tatum, 1997), (Blayse and Manley, 2004), (Gambatese and Hallowell, 2011b), (Xue et al, 2014); Available Skill Levels (Ilter et al, 2008); Organization Career Management (Zhu and Cheung, 2017); Good Internal Communication Systems…”

“…Rahman, 2014), (Fellnhofer, 2017), (Diaz-Delgado et al, 2019); Organizational Support for Innovation (Nijkamp and Reggiani, 2000), (Pu et al, 2004), (Chen et al, 2010), (Kask, 2011), , (Gambatese and Hallowell, 2011a), (Gambatese and Hallowell, 2011b), (Von Treuer and McMurray, 2012), (Chan and Liu, 2012), (Abdul Hamid and Abd. Rahman, 2014), (Narayanan and Parvin Hosseini, 2014), (Velev and Veleva, 2019); Organizational Structure (Nijkamp and Reggiani, 2000), (Bel, 2010), (Chang and Hughes, 2012); Organizational Age (Sundström and Zika-Viktorsson, 2003), (Capitanio et al, 2009), (Chang and Hughes, 2012); Firm Size (Van Moorsel et al, 2007), (Zhang et al, 2009), (Liddle and El-Kafafi, 2010), (Chang and Hughes, 2012), (Divisekera and Nguyen, 2018), (Argothy and Álvarez, 2019); Capital Resources (Paladino, 2007), (Van Moorsel et al, 2007), (Liddle and El-Kafafi, 2010), (Kask, 2011), (Dachyar et al, 2013, (Ozorhon and Oral, 2016), (Arzhantsev and Bondarenko, 2019), (Velev and Veleva, 2019); Available Finance (Nijkamp and Reggiani, 2000), ; Productivity (Bhuiyan et al, 2017), (Meng and Brown, 2018), (Quirapas et a...…”

“…Technological Competence (Tatum, 1989), (Nam and Tatum, 1997), (Seaden et al, 2003), (Bossink, 2004), , (Manley and Mcfallan, 2006), (Chaminade and De Fuentes, 2012), (Dachyar et al, 2013), (Xue et al, 2014), (Meng and Brown, 2018), (Quirapas et al, 2018), (Argothy and Álvarez, 2019), (Arzhantsev and Bondarenko, 2019), (Nevzorova and Karakaya, 2020); Scientific and Technology Resources , (Drnevich et al, 2011), ; Technology/Design Trends (Ozorhon and Oral, 2016), (Owolabi et al, 2019); Technology Transfer (Sexton and Barrett, 2004), (Koc and Ceylan, 2007), (Narayanan and Parvin Hosseini, 2014), ; Technology Strategy (Koc and Ceylan, 2007), (Liddle and El-Kafafi, 2010); Use of ICT/CAD (Ilter et al, 2008), , (Divisekera and Nguyen, 2018), (Soto-Acosta et al, 2018), (Tutusaus et al, 2018), (Owolabi et al, 2019), (Velev and Veleva, 2019), , (Mousavi et al, 2021).…”

Intellectual Capital Measurement: Extended-Vaic Vs Vaic Which One Is Better?

“…The main objective of INC management is for companies to be able to create an intellectual property that can be used to increase competitiveness. The role of the INC is very important because if it is not managed properly then a company will not be able to find and adapt to the developments that occur (Aljanabi, 2020; Dachyar et al, 2013;Xu & Liu, 2020).…”