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    Icosmi 34

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    Nopriadi Saputra

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    Icosmi 34

    Uploaded by

    Nopriadi Saputra
    5 views8 pages

    Original Title

    ICOSMI-34

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    © © All Rights Reserved

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    © All Rights Reserved
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    5 views8 pages

    Icosmi 34

    Uploaded by

    Nopriadi Saputra

    Copyright:

    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    of 8

    Sustainable Growth of Indonesia Palm Oil Companies:

    Synchronizing Agility, Culture, and Engagement

    ICOSMI, 14-16 September 2020


    Introduction & Objectives
    • Because of its highest productivity and lowest production of cost, it
    makes CPO becomes main substitute commodity for soybean,
    rapeseed and sunflower oil as the source of vegetable oil [1]
    • For the national interest, CPO production reached 37.8 million tonnes
    in 2017 and contributed to around 12% of the country’s non oil and
    gas exports. In the context of global trade, Indonesia produced 58%
    while Malaysia produced 29% in the global market of CPO [2].
    Indonesia is a biggest producer of CPO in the world.
    • The oil palm plantation companies are facing a various challenges
    both in ecological, social and managerial perspective for aiming
    sustainable growth. This article is focused on managerial issues,
    especially related to talent shortage in managerial resources.
    ICOSMI, 14-16 September 2020
    2
    Introduction & Objectives
    • Survey Tenaga Kerja Nasional 2018; Indonesian labor force working in the
    agriculture, forestry and fisheries sectors experienced a generationally
    decline. Previous generations were around 43.57% to only 23.61% in the Gen-
    X generation and continues to decline to 16.04% in Millennials generation
    • This declining trend leads to the decreasing talent supply for managerial
    resources in oil palm plantation companies.
    • Relating to this talent shortage, oil palm plantation companies should be able
    to effectively answer the two important questions: (1) how to obtain and
    retain managerial resources to work over a long period and (2) how to obtain
    and retain managerial resource to work in a challenging remote locations
    • Therefore this paper is focused on work engagement, business agility,
    corporate culture, and its interrelationship.
    ICOSMI, 14-16 September 2020
    3
    Methods
    • This study is a quantitative reserach by
    using online questionnaire for gathering
    the data. This study used convenience
    and snowballing as sampling methods.
    • The seminars were conducted in Jakarta,
    Pekanbaru (Sumatera), and Pontianak
    (Kalimantan). From the three seminars,
    the study got 290 responses from 102
    companies.
    • From the snowballing approach, this
    study got 200 responses from 72 oil palm
    companies.
    • Total responses were 490 but the
    completed and valid were only 477
    responses from 132 palm oil companies

    ICOSMI, 14-16 September 2020


    4
    Results & Discussion

    ICOSMI, 14-16 September 2020


    5
    Results & Discussion

    ICOSMI, 14-16 September 2020


    6
    Results & Discussion
    • Holistic work engagement is influenced by multi-layer agility significantly.
    Multi-layer agility influences 46,6% on holistic work engagement.
    • Learning culture impacts on learning agility, leadership agility, and
    strategic agility significantly. Learning culture impacts on multi-layer
    agility significantly.
    • Learning culutre impact holistic work engagement indirectly. By impacts
    on multi-layer agility then multi-layer agility impacts holistic work
    engagement.
    • Strategic agility also does not impact on learning agility directly. Strategic
    agility influences leadership agility then leadership agility impacts on
    learning agility.

    ICOSMI, 14-16 September 2020


    7
    Conclusion
    • For sustaining the business growth in changing environment, it need
    work engagement of the managerial resource holistically.
    • Holistic work engagement can be aimed by developing multi-layer
    business agility.
    • Developing learning culture is an imperative for sustaining multi-
    layer agility.

    ICOSMI, 14-16 September 2020


    8

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