Title: FORMATION OF CAUSAL AMBIGUITY IN TRANS MEDIA.
Author: Rr. ROOSWANTI PRINCESS ADI AGUSTINI
Item Type : Thesis (Thesis)
Affiliations: Doctoral Study Program in Management Science, Faculty of Economics and Business, Universitas Airlangga , Surabaya, Indonesia
Publisher: Universitas Airlangga
Abstract
Causal ambiguity is an important element in the formation of imperfectly imitable and is core to the Resource-Based View (RBV) perspective. Even though it is an important element, there is still little research that discusses the process of forming causal ambiguity. Choosing a case study of a commercial television station in the Indonesian television industry, Trans Media, in this research an attempt was made to open the black box on how the process of causal ambiguity is formed. The sustainable competitive advantage achieved by the Trans Media organization after experiencing various hijackings of its human resources is an interesting phenomenon of causal ambiguity to study. The occurrence of causal ambiguity is indicated by differences in beliefs between competing organizations regarding the contribution of organizational resources, physical resources and human resources to organizational performance. Using a qualitative inductive theory building approach through a single case study, in this research a Spiral Model of Causal Ambiguity Formation was built and propositions were prepared to understand how the process of causal ambiguity is formed. Causal ambiguity is formed from Militant Culture, Transformational Human Resource Management Practices, and Militant Leadership. The interaction of the three components must maintain one or a combination of the characteristics of tacitness, complexity and specificity so that it remains a source of causal ambiguity. The interaction of components that form causal ambiguity occurs at every stage in the organizational life cycle, namely the entrepreneurial stage, collectivity stage, formalization stage and elaboration stage. The findings of this study provide interesting implications for theory development. First, the main research findings expand the RBV concept, how to create causal ambiguity in organizational management to achieve sustainable competitive advantage. Second, the natural approach in this research analysis is an update and development of the concept of the organizational life cycle in organizational theory. The natural approach to this research assumes that each stage in the organizational life cycle is a subcycle that allows for stopping and not moving on to the next stage. Third, the Militant Leadership proposed in this research is in line with Complexity Leadership Theory but differs in the elements of authority and flexibility. Militant Leadership has full authority and permanent capacity to create adaptive systems to deal with complex business environments and dynamic markets. The Spiral Model for the Formation of Causal Ambiguity and the resulting propositions are useful for television industry management in making operational and strategic decisions. The formation of causal ambiguity is important for management actors because causal ambiguity is a source of sustainable competitive advantage. Efforts to establish causal ambiguity require direct involvement of founders and owners who act as militant leaders (characterized by tacitness, specificity, and complexity) to build an organizational culture that has militant elements (characterized by tacitness, specificity, and complexity). Company owners, especially companies operating in Indonesia, need to increase their direct involvement in organizational management. Further research is needed on organizations that have been around for a long time so that the evolution of the Spiral Model of Causal Ambiguity Formation can be known from time to time in various generations of leadership. Further research is also needed involving organizations and industries that are different from the organizations and industries in this research so that the components and interactions between components that occur in the process of forming causal ambiguity can be compared. The propositions formulated in this research can be used as a starting point to form hypotheses that can be tested empirically in further research so that the weight of each concept and category can be obtained which shows which variables and indicators are the strongest.
Keywords: Resource-Based View, causal ambiguity, Indonesian television industry, militant culture, transformational human resource management practices, militant leadership
Sources: http://repository.unair.ac.id/66659/
