Organizational Culture and Intrapreneurship Employee of the Impact on Work Discipline of Employees in Brangkal Offset

Abstract

Discipline is very important for organizational growth, used primarily to motivate employees to be able to discipline themselves in carrying out work both individually and in groups. Besides that, the discipline is beneficial to educate employees to comply with and enjoy the rules, procedures, and policies that exist, so that they can produce good performance.The objectives of this study are: 1) To find out whether organizational culture and employees intrapreneurship have a partial effect on work discipline of employees in Brangkal Offset Mojokerto 2) To find out whether intrapreneurship organizational culture and employees simultaneously influence the work discipline of employees in Brangkal Offset Mojokerto. The population in this study were 35 people, this study used population research. In sampling from 35 employees, 100% were taken as subjects or respondents.Based on the results of the regression analysis it was found that first that: 1) There is a partial influence between intrapreneurship organizational culture and employees on employee discipline in Brangkal Offset Mojokerto. 2) There is a simultaneous influence between intrapreneurship organizational culture and employees on work discipline of employees in Brangkal Offset Mojokerto.

The Impact of External Integration and Internal Integration to Product Innovation and Competitive Advantage on Small and Medium Enterprises (SMEs)

“…This research support study (Rahmah, M., & Fatmah, D., 2018;Li et al, 2006) found that the integrity of the implementation of external and internal integrity can lead to improvement of excellence compete and improve organisational performance. To build CA depends not only on internal factors but also influenced by external factors (Restrepoet al, 2016).…”

“…In addition, customer and supplier integration fully improves operational and business performance by reducing time to market, while increasing customer integration with full operational performance by shortening time to market. Gatz EI allows companies to gain knowledge about the needs of consumers (Ragatz et al, 1997). Through the integration of the value chain upstream (Ettlie and Reza, 1992).…”

“…Through the integration of the value chain upstream (Ettlie and Reza, 1992). In addition EI support supplier involvement in new product development process (Ragatz et al, 1997;Koufteros et al, 2005), which allows the company to focus on digging new products and technological knowledge of the supplier (Petersen et al, 2005) that complements internal capabilities (Ragatz et al, 1997).…”

“…In the results, this study provides evidence that the most relevant things are cost savings, achievement in competitive advantage, increasing share in the market, increasing sales, increasing turnover, higher profits, better reputation, increased exports and higher productivity. According to Quang et al, (2016) from the perspective of supply chain management, the specific critical dimensions : procurement, internal logistics and distribution. Therefore, there is a need to change the thinking of today's organisations that focused on the enterprise, and develop it into an interorganisational behaviour involving customers, suppliers and other stakeholders.…”

“…Today, the knowledge economy more focused on developing integrated systems that been recognised as one of the most effective integration systems. In turn, the process, which is based on interdependence and cooperation from economic entities, enables stable economic relations, synergistic effects and CA growth (Pustynnikova & Uskova, 2017).…”