STUDI KREATIFITAS ORGANISASI DALAM PERSPEKTIF HUMAN RESOURCES DENGAN MEDIATOR KNOWLEDGE SHARING PADA DINAS PARIWISATA DAN EKONOMI KREATIF PROVINSI DKI JAKARTA VIVI ISWANTI NURSYIRWAN 9917920021

VIVI ISWANTI NURSYIRWAN, . (2024) STUDI KREATIFITAS ORGANISASI DALAM PERSPEKTIF HUMAN RESOURCES DENGAN MEDIATOR KNOWLEDGE SHARING PADA DINAS PARIWISATA DAN EKONOMI KREATIF PROVINSI DKI JAKARTA VIVI ISWANTI NURSYIRWAN 9917920021. Doktor thesis, UNIVERSITAS NEGERI JAKARTA.

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Abstract

Kreativitas sangat penting, terutama pada usaha kecil dan menengah (UKM) yang harus bertahan, bekerja secara efektif, dan mempertahankan keunggulan kompetitif.Tujuan penelitian ini adalah mengembangkan model penentu kreatifitas organisasi pada industri kreatif dalam ruang lingkup provinsi DKI Jakarta. Penelitian ini merupakan penelitian kuantitatif, dengan jenis explanatory. Populasi penelitian ini adalah seluruh usaha kecil menengah yang terdaftar pada salah satu asosiasi binaan dinas Pariwisata dan Ekonomi Kreatif Provinsi DKI Jakarta berjumlah 295, dengan jumlah sampel yang memenuhi kriteria sebanyak 143. Teknik analisis data penelitian ini menggunakan Structural Equation Model (SEM), dengan software Partial Least-Square (PLS). Hasil penelitian memberi bukti empiris bahwa penentu kreatifitas organisasi dapat dilihat dari pengaruh langsung positif signifikan pada reward, training, dan knowledge sharing. Dari sisi pengaruh langsung: Knowledge-sharing terhadap organizational-creativity memperoleh nilai jalur paling tinggi dalam membentuk organizational creativity, diikuti training terhadap knowledge-sharing,training terhadap organizational creativity, rewards terhadap knowledge-sharing, dan rewards terhadap organizational-creativity. Faktor penentu kreatifitas organisasi secara tidak langsung diantaranya: reward, dan training, jika dimediasi dari knowledge-sharing. Nilai jalur tertinggi untuk pengaruh tidak langsung terdapat pada training terhadap organizational-creativity melalui knowledge-sharing, diikuti rewards terhadap organizational-creativity melalui knowledgesharing.Sementara, transactional-leadership tidak terbukti secara empiris dalam menentukan kreatifitas organisasi, baik secara langsung, maupun ketika dimediasi oleh knowledge-sharing. Penelitian ini menghadirkan sejumlah rekomendasi scientific dan praktis. Pemodelan pada penelitian ini dapat digunakan secara ilmiah pada penelitian akan datang untuk dikembangkan lebih lanjut, serta secara praktis, pihak regulator maupun pemangku kebijakan dapat menggunakan model pada penelitian ini, guna menstimulus kreatifitas pada industri kreatif untuk benar-benar menjadi kreatif. Kata Kunci: Kreatifitas Organisasi; Transactional-Leadership; Rewards; Training; Knowledge-Sharing. Creativity is very important, especially in small and medium enterprises (SMEs) which must survive, work effectively and maintain a competitive advantage. This research aims to develop a model for determining organizational creativity in the creative industries within the DKI Jakarta province. This research is quantitative research, with an explanatory type. The population of this research is all small and medium enterprises registered with one of the associations supported by the Tourism and Creative Economy office of DKI Jakarta Province, totaling 295, with a total sample that meets the criteria of 143. The data analysis technique for this research uses the Structural Equation Model (SEM), with software Partial Least Square (PLS). The research results provide empirical evidence that the determinants of organizational creativity can be seen from the significant positive direct influence on rewards, training and knowledge sharing. In terms of direct influence: Knowledge-sharing on organizational-creativity gets the highest path value in forming organizational creativity, followed by training on knowledgesharing,training on organizational creativity, rewards on knowledge-sharing, and rewards on organizational-creativity. Indirect determinants of organizational creativity include: rewards and training, if mediated by knowledge-sharing. The highest path value for indirect influence is found in training on organizationalcreativity through knowledge-sharing, followed by rewards on organizational creativity through knowledge-sharing. Meanwhile, transactional leadership has not been empirically proven to determine organizational creativity directly or when mediated by knowledge-sharing. This research presents several scientific and practical recommendations. The modeling in this research can be used scientifically in future research for further development, and practically, regulators and policymakers can use the model in this research, to stimulate creativity in the creative industry to truly be creative.

Item Type:	Thesis (Doktor)
Additional Information:	1). Prof. Dr. Dedi Purwana, E.S.,M.Bus. 2). Prof. Usep Suhud, M.Si.,Ph.D
Subjects:	Manajemen > Manajemen , Business Manajemen > Manajemen Kantor, Organisasi Manajemen > Manajemen Sumber Daya Manusia
Divisions:	PASCASARJANA > S3 Ilmu Manajemen
Depositing User:	Users 21952 not found.
Date Deposited:	07 Feb 2024 04:48
Last Modified:	07 Feb 2024 04:48
URI:	http://repository.unj.ac.id/id/eprint/44627

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