Article Sidebar

Download
PDF
Statistic
Read Counter : 123 Download : 109

Main Article Content

Abstract

This study aims to build a development model for KSP Balo'ta based on the philosophy of “Balo'ta” as a guide in building core values ​​into strengths that “animate” all aspects of good co-operative governance of KSP Balo'ta. This research offers the potential to understand the philosophy of “balo'ta” which is expected to play a role in value-based communication and management. Cooperatives are organizations that have the potential and great possibility to drive social change. In facing economic difficulties, cooperatives are an option to utilize existing productive resources in the face of economic instability and efforts to improve people's welfare. The Balo'ta Savings and Loan Cooperative (KSP) is one of the pillars of the economy, especially in Toraja (Tana Toraja and North Toraja). Membership-based characteristics of KSP Balo'ta indicate that strength must be built “from the inside”. Besides that, collegiate leadership demands the same values ​​among all organizational components. One important aspect is building the basic values ​​or virtues of cooperatives (co-operative core values) as the foundation. The results of this study indicate that the process of inheritance and internalization of values ​​can be built based on history, the meaning attached to the word "balo" and culture (tongkonan and alang). For cooperatives that are aware of the importance of co-operative values, the values ​​that exist and are believed to be the norms that apply in the organization will be stated explicitly and used as guidelines for all individual behavior in KSP Balo'ta.

Keywords

Savings and Loan Cooperatives Core Values Good Cooperative Governance Local Culture

Article Details

Creative Commons License

This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License.

By exercising the Licensed Rights, You accept and agree to be bound by the terms and conditions of this Creative Commons Attribution-NonCommercial 4.0 International Public License.

How to Cite
Pasoloran, O., & Matasik, A. L. (2023). Development Model for the Balo’ Toraja Savings and Loans Cooperative (KSP Balo’ta): Building a Core Value Based on the ’Balo’ta’ Philosophy in Organizational Management. Kontigensi : Jurnal Ilmiah Manajemen, 11(1), 214-224. https://doi.org/10.56457/jimk.v11i1.345

References

  1. Barrett, R. (2006). Building a value-driven organization: a whole system approach to cultural transformation. Oxford: Butterworth-Heinemann.
  2. Blanchard, K., & O'Connor, M. (1998). Normen en waarden [Managing By Values]. Amsterdam: Uitgeverij Contact.
  3. Cameron, KS, & Quinn, RE (1999). Diagnosing and changing organizational culture. Reading: Addison-Wesley.
  4. Chatman, JA (1989). Improving interactional organizational research: a model of person-organizational fit. Academy of Management Reviews. 14, 333-349.
  5. Collins, JC, & Porras, JI (1995). Built to last: successful habits of visionary companies. London: Random House Business Books.
  6. Collins, JC, & Porras, JI (1996). Building your company's vision. Harvard Business Reviews. 74(5), 65-77.
  7. Deal, TE, & Kennedy, AA (1984). Corporate culture: the rites and rituals of corporate life. Amsterdam: Addison-Wesley Publishing Company.
  8. Enz, CA (1986). Power and shared values in the corporate culture. Michigan: UMI research Press.
  9. Furnham, A., & Gunter, B. (1993). Corporate Assessment: Auditing a Company's Personality. London: Routlegde.
  10. Gróf, A. (2001). Communication in the creation of corporate values. Corporate Communications: An international Journal. 6(4), 193-198.
  11. Hofstede, G. (1991). Cultures and organizations: software of the mind. London: McGraw-Hill Book Company.
  12. Kinds, EL (2000). De Hearthunter: gids voor waardengedreven leiderschap [The Hearthunter: Guide for value-driven management]. Schiedam: Scriptum.
  13. Klamer, A., Thung, R., & de Jeu, M. (2001). Waarden doen ertoe voor een bedrijf [Values matter for a company]. Philosophy in Bedrijf. 3, 27-34.
  14. Lundy, O., & Cowling, A. (1996). Strategic Human Resource Management. London: Routlegde.
  15. Martins, EC, & Terblanche, F. (2003). Building an organizational culture that stimulates creativity and innovation. European Journal of Innovation Management. 6(1), 64-74.
  16. McCoy, CS (1985). Management of values: the ethical difference in corporate policy and performance. Boston: Pitman Publishers.
  17. Miller, K. (2006). Organizational Communication: Approaches and Processes. Belmont, CA [etc.]: Thomson Wadsworth
  18. Murphy, MG, & Davey, KM (2002). Ambiguity, ambivalence and indifference in organizational values. Human Resource ManagementJournal. 12(1), 17-32.
  19. Oppenhuisen, J. (2000). Een schaap in de bus: onderzoek naar waarden van de Nederlander [A Method of Inventory Values and Value Dimensions: Values of the Dutch]. Amsterdam: Philip Stroomberg.
  20. Pant, PN, & Lachman, R. (1998). Value incongruity and strategic choice. The Journal of Management Studies. 35(2), 195-197.
  21. Peters, TJ, & Waterman, RH (1982). In search of excellence: Lessons from America's Best running Companies. New York: Harper & Row.
  22. Robbins, SP (1996). Organizational Behavior: Concepts, Controversies, Applications. New York: Prentice-Hall Englewood Cliffs.
  23. Schein, EH (1985). Organizational culture and leadership. San Francisco: Joshey-Bass Publishers.
  24. Soyer, A., Kabak, O., & Asan, U. (2006). A fuzzy approach to value and culture assessment and an application. International Journal of Approximate Reasoning. 44, 182-196.
  25. Urde, M. (2001). Core value-based corporate brand building. European Journal of Marketing. 37 (7/8), 1017-1040.
  26. Van der Wal, D. (2004). HRM moet rol opeisen bij bepalen van kernwaarden [HRM should claim its role in the establishment of core values]. Gids for personel management. 12 , 32-35.
  27. Van Deth, JW, & Scarbrough, E. (1995). The impact of values. Oxford: Oxford University Press.
  28. Van Luijk, HJ, & Schilder, A. (1997). Ethiek en corporate governance: patronen en verantwoordelijkheid [Ethics and corporate governance: patterns and responsibility]. Schoonhoven: Academic Services.
  29. Van Rekom, J., Van Riel, CBM, & Wierenga, B. (2006). A Methodology for assessing organizational Core Values. Journal of Management Studies. 43(2) 175-201.