Shallot is a national strategic commodity in Indonesia, but it is development has a fundamental technical, socioeconomic, and policy support problems. Therefore, it is essential to know the competitiveness of shallot in Indonesia and the incentive policy to implement the comparative advantage to become a sustainable competitive advantage. The purposes of this study are to (1) analyze the profitability of shallot farming privately and socially, (2) analyze the competitiveness of shallot farming from a competitive and comparative advantage perspective, (3) review the impact of government policy on shallot farming, and (4) formulate incentive policies in the development of shallot commodities. The empirical results of the Policy Analysis Matrix revealed that shallot farming in production centers in Indonesia has both competitive and comparative advantages. The highest competitive and comparative advantages were found in the dry season in the upland of Malang district with the coefficient values of PCR (Private Cost Ratio) of 0.268–0.508 and DRCR (Domestic Resource Cost Ratio) of 0.208–0.323. The lowest competitive advantage was found in the lowland of East Lombok district in the dry season with a coefficient value of PCR 0.728–0.844. The lowest comparative advantage in the dry season was found in East Lombok district with a DRCR of 0.448, while in the rainy season, it was found in Wonosobo district with a DRCR of 0.522. These results mean that it is more profitable for Indonesia to increase domestic shallot production than to import. Improving shallot competitiveness can be carried out by implementing advanced technology, agricultural infrastructure, capacity building of farmers’ resources, and government incentive policies to increase productivity and competitiveness sustainability.

Indonesian chili faces some problems in increasing production, added value, and competitiveness of chili products, mainly in terms of quantity, quality, and continuity. The objectives of this study are (1) to analyze the private and social profitability of chili farming, (2) to analyze the chili competitiveness from both competitive and comparative advantage perspectives, (3) to examine government policy impact on chili performance, and (4) to formulate strategies to encourage chili development in Indonesia. The results of the policy analysis matrix revealed that chili farming in Indonesia’s production centers is profitable, both privately and socially. It also has competitiveness, both competitive and comparative advantages. The highest competitiveness occurs in Bandung district, West Java, with a coefficient of private cost ratio (PCR) of 0.416 and a domestic resource cost ratio (DRCR) of 0.269. Meanwhile, the lowest competitiveness occurs in Tabalong district, South Kalimantan, with a PCR coefficient of 0.857 and a DRCR of 0.556. This study also concluded that for Indonesia, it is more profitable to increase domestic chili production than importing from abroad. Strategic policies for chili development can be implemented by using hybrid seeds, complete and balanced fertilization, improving irrigation infrastructure and farming roads, increasing the capacity of farmers’ resources, and expanding the objectives and market segments.

Indonesia's government is currently developing garlic commodities in several areas of highland dry land production centres to reduce dependence on imports (94%) from domestic needs. This paper aims to: (1) analyse the benefits of garlic farming financially (private) and economically (social); (2) analyse the competitiveness of garlic farming, both from the perspective of competitive advantage and comparative advantage; (3) review the impact of government policy on garlic farming system; and (4) formulate incentive policies in garlic development. The analysis method was conducted using the Policy Analysis Matrix (PAM) to see Indonesian garlic's competitive position globally. The study area includes Cianjur Regency, West Java; Karang Anyar, Central Java; Pasuruan, East Java; and East Lombok, West Nusa Tenggara. The analysis results showed that garlic farming is financially profitable, but economically less profitable or not profitable. Garlic farming has a competitive advantage but less or no comparative advantage. The value of DRCR >1 shows that Indonesia does not have a comparative advantage in producing garlic. The policy implication is that if Indonesia continues to reduce dependence on imported garlic, it will require breakthroughs in advanced innovation, integrated regional development, agricultural infrastructure support, institutional strengthening of farmers, and farmers' incentive policies.

Fundamental issues in sustainable development of competitive potato production in Indonesia are production and distribution inefficiencies. This study aims to examine the potato production competitiveness through competitive and comparative analyses as well as evaluating the impacts of government policy on potato production. This study employs Policy Analysis Matrix (PAM) to analyse the cross-section data collected from six regencies in Indonesia. Potato production in Indonesia was profitable privately and socially. The highest value of competitive advantage was indicated by PCR value in the dry season in Wonosobo Regency, Central Java Province. The lowest values were found in Bandung Regency. Highest comparative advantage was revealed in Tanah Karo Regency, North Sumatra Province, during the rainy season. Highest comparative advantage was found in Bandung Regency, West Java Province, in the dry season. However, the social profit was lower than the private profit indicating the potato farmers dealt with disincentives due to imperfect market. It implies that increasing domestic potato production will be more profitable rather than import. The policy makers need to evaluate the recent policies on input and output markets as well as the supply chain of potato to cope with imperfect markets in order to increase farmers’ income.

<p>Changes in strategic environment of economic globalization including disruptive innovation require agribusiness actors’ view adjustment. This paper discusses role of agri-entrepreneurs dealing with distrubictive innovation in agriculture. There are three elements of disrupsi innovation, i.e. (i) improvement levels acceptable to customer; (ii) improvement path when new agricultural commodities are introduced and refined through technological innovations; (iii) importance of different understanding between continuous and disruption innovations. Professional managers are encouraged to grow a new business expected to compete with the established ones. Agricultural business models for the upper-middle class consumers run by young entrepreneur produce new products with premium prices but the sale volume is limited. It is important to inspire young agri- entrepreneurs who accustomed to disrupted innovation to develop business based on their goals and market segments.</p><p> </p><p>Abstrak</p><p>Perubahan lingkungan strategis berupa globalisasi ekonomi termasuk disrupsi inovasi memerlukan cara pandang baru pelaku usaha agribisnis. Tulisan ini membahas peran kewirausahaan agribisnis menghadapi era disrupsi inovasi. Ada tiga unsur disrupsi inovasi yang penting, yaitu: (i) tingkatan penyempurnaan yang dapat diterima oleh pelanggan; (2) jalur untuk penyempurnaan melalui terobosan inovasi; (iii) pemahaman yang berbeda antara inovasi berkelanjutan dan disrupsi inovasi. Para manajer profesional didorong untuk menumbuhkan bisnis baru yang dapat bersaing dengan bisnis yang telah mapan. Para wirausahawan muda menjalankan model bisnis pertanian dengan sasaran konsumen golongan ekonomi menengah-atas dengan introduksi komoditas kualitas prima dan harga premium, namun volume pasar terbatas. Implikasinya adalah perlu menyiapkan wirausaha pertanian muda yang memahami disrupsi inovasi untuk menghasilkan produk pertanian berdasarkan tujuan dan segmen pasarnya.</p>

BNI Syariah sebagai Bank Umum Syariah berkomitmen untuk memenuhi dan menyempurnakan rencana pengembangan SDM dari waktu ke waktu untuk menunjang kinerja dan layanan yang terbaik kepada para stakeholder serta mewujudkan world class human capital. Hal ini tentunya menuntut adanya kinerja yang tinggi dari para pegawai untuk dapat melaksanakan tugas-tugas dengan baik. Usaha organisasi untuk meningkatkan produktivitasnya baik dalam aspek finansial maupun non finansial mengalami berbagai hambatan, salah satunya adalah penurunan kinerja karyawan yang disebabkan oleh penurunan tingkat motivasi karyawan. Tujuan penelitian ini adalah untuk mengkaji faktor-faktor motivasi yang paling berpengaruh terhadap kinerja pegawai. Teknik pengumpulan data menggunakan data laporan tahunan perusahaan, wawancara dan kuisioner dengan skala semantic differential. Responden pada penelitian ini adalah seluruh. Analisis data dilakukan dengan metode Partial Least Square (PLS). Hasil analisis pengaruh faktor-faktor motivasi terhadap kinerja menunjukkan bahwa motivator tidak berpengaruh terhadap kinerja pegawai. Satu-satunya faktor yang berpengaruh terhadap kinerja pegawai adalah hygiene factor. Indikator yang paling dominan dalam merefleksikan hygiene factor dalam membangun kinerja pegawai adalah kondisi kerja dan prosedur perusahaan. Kata kunci: Hygiene Factor, Kinerja, Motivasi Ekstrinsik, Motivasi Intrinsik, Motivator

BNI Syariah as a shariah public bank is committed to fulfill and complete the plan in developing the human resource from time to time to support the performance and provide the best service for the stakeholder and also to create world class human capital. The organization's effort to increase the productivity both in financial and non financial aspect has experienced various constraints; one of them is the declining of the employee's performance due to the declination of the motivation. The objective of the research is to study the most influential motivation factors to the employee's performance. The data is collected using the annual report of the company, conducted interviews and questionnaire with differential semantic scale. The data is analyzed with Partial Least Square (PLS). The result shows that both motivation and hygiene factor influence the employee's performance. The most influenced factor in both offices is hygiene. The most dominant indicator in hygiene factor reflection in developing the performance of the employee is the working condition and interpersonal relationship.

<p>The main problem faced in the development of Indonesia's tropical fruits are the lack of variety, quantity, quality and continuity of supply that is in line with market demand dynamics and consumer preferences. The purpose of this paper is to examine the performance of export-oriented tropical fruit business partnership institutions. The method of analysis is carried out by reviewing various literature studies, especially primary scientific journals and other data and information. Indonesia's main tropical fruits are mango, pineapple, papaya, and avocado, constituting 75% of global tropical fruit production. National fruit production sequentially from the largest are banana of 6,189,052 tons, mango 2,376,339 tons, papaya 906,312 tons, durian 888,130 tons, and mangosteen 190,294 tons. Fruit consumption level in 2000 had reached 36 kg/capita/year, increasing in 2005 to 45 kg/capita/year, in 2007 it had reached 47 kg/capita/year, but in 2011 it decreased to 34.55 kg/capita/year, and in 2014 it increased again to 43.33 kg/capita/year. In the period January to March 2018 the volume of Indonesian fruit exports amounted to 325,236 tons, while in the same period in 2017, the volume of Indonesian fruit exports was recorded at 306,441 tons, an increase of 6.13%. Institutional performance of supply chain partnerships in tropical fruits, both carried out through general trade patterns and contract farming has not been fully efficient. The strategy of developing export-oriented tropical fruits in the future needs to be carried out through integrated supply chain business partnership institutions. Operationally can be done by using seeds/superior clone seeds, cultivation technology based on Standard Operational Procedure (SOP) and the application of Good Agricultural Practices (GAP), the application of Good Handling Practices (GHP), and integrated supply chain business partnerships. </p><p>Abstrak</p><p>Permasalahan pokok yang dihadapi dalam pengembangan buah tropika Indonesia adalah belum terwujudnya ragam, kuantitas, kualitas, dan kesinambungan pasokan yang sesuai dengan dinamika permintaan pasar dan preferensi konsumen. Tujuan tulisan ini adalah untuk mengkaji kinerja kelembagan kemitraan usaha buah tropika berorientasi ekspor. Metode penulisan dengan melakukan review dari berbagai studi pustaka terutama jurnal ilmiah primer serta data dan informasi terkait. Buah tropika utama Indonesia adalah mangga, nenas, papaya, dan alpukat, merupakan 75% produksi buah tropika global. Produksi buah nasional secara berturut-turut adalah  pisang sebesar 6.189.052 ton, mangga 2.376.339 ton, pepaya 906.312 ton, durian 888.130 ton, dan manggis sebesar 190.294 ton. Tingkat konsumsi buah pada tahun 2000 sudah mencapai 36 kg/kapita/tahun, meningkat pada tahun 2005 menjadi 45 kg/kapita/tahun, tahun 2007 telah mencapai 47 kg/kapita/tahun, namun pada tahun 2011 mengalami penurunan menjadi sebesar 34,55 kg/kapita/tahun, dan tahun 2014 meningkat kembali mencapai 43.33 kg/kapita/tahun. Pada periode Januari hingga Maret 2018 volume ekspor buah Indonesia sebesar 325.236 ton, sedangkan periode yang sama pada tahun 2017, volume ekspor buah Indonesia tercatat sebesar 306.441 ton atau meningkat sebesar 6,13%. Kinerja kelembagaan kemitraan usaha rantai pasok pada buah tropika baik yang dilakukan melalui pola dagang umum maupun pertanian kontrak (<em>contract farming</em>) belum sepenuhnya efisen. Strategi pengembangan buah tropika berorientasi ekspor ke depan perlu dilakukan melalui kelembagaan kemitraan usaha rantai pasok secara terpadu. Secara operasional dapat dilakukan dengan menggunaan bibit/benih klon unggul, teknologi budidaya yang didasarkan Standar Prosedur Operasional (SOP) dan penerapan <em>Good Agricultural Practices</em> (GAP), penerapan <em>Good Handling Practices</em> (GHP), dan kelembagaan kemitraan usaha rantai pasok secara terpadu. </p>