Title: Intangible Resources Management in Alliance Companies at CNN Indonesia (Study with a Single-Case Study Approach )
Authors: Juliani Dyah Trisnawati
Item Type : Thesis (Thesis)
Affiliations: Doctoral Study Program in Management Science, Faculty of Economics and Business, Universitas Airlangga , Surabaya, Indonesia
Publisher: Universitas Airlangga
Abstract
This study aims to explore the role of leaders in orchestrating intangible resources in global alliance companies. Orchestration of intangible resources from companies and partners includes how leaders integrate the cultures of both companies in order to manage dynamic relationships with partners (relational resources), which together develop alliance governance (organizational resources), improve human resource competencies through knowledge transfer (informational resources) in the creation of innovative and competitive products and services. A single case study approach was conducted on a television news media company (PT Trans Media) that entered into a strategic alliance with a foreign partner (CNN International). The case study approach was conducted to explore the complex phenomenon of how the role of company leaders integrates the work cultures of both organizations, synchronizing and harmonizing in the management of intangible resources in every activity with partners. This study uses semi-structured interviews with several company informants, conducting workplace observations and searching for secondary company data related to alliance activities in order to obtain a new model for orchestrating intangible resources in global alliance companies by considering the blending of the work cultures of both organizations. The data analysis used a case study method approach by Gioia, which began by searching for conceptual patterns from interview transcripts, developing themes from emerging concepts, and forming aggregate dimensions from themes that were dialogued with a number of existing and related literature. Next, a series of relationships between concepts, themes, and aggregate dimensions were structured into a data structure, which then became input in model development. The results of the study indicate that the success of intangible resource orchestration in global alliance companies is influenced by aspects: the leader's ability to sense external and internal issues, seeking alliance partners with synergistic motives, ingenuity in overcoming existing obstacles to the company's survival, facilitating a work environment conducive to the development of cultural compatibility (referred to as ambiculture) in the implementation of work with partners. This ambicultural development can be identified starting from the joint use of partner brands, joint activities with partner experts in knowledge transfer and mentoring, team collaboration activities in creating quality and innovative news content. The success of leaders in orchestrating intangible resources is manifested in the company's success in its business performance. This study also develops a more general conceptual model of intangible resource orchestration by considering cultural blending (ambiculture). The model consists of aspects of visionary leadership, ambiculture-based intangible resource orchestration for the creation of innovative products/services, and the achievement of corporate business performance. The developed model can be used by top management of companies as a guideline on aspects to consider when they decide to enter into strategic alliances with foreign partners in order to achieve common goals.
Keywords: Orchestration of Intangible Resources, Ambicultural, Innovative Products and Services, Company Operational Performance.