Teori Faktor Daya Tarik Investasi

Perbaikan iklim investasi menjadi salah satu tantangan terpenting yang dihadapi oleh Pemerintahan baru. Besaran investasi yang masuk dalam suatu daerah sangatlah ditentukan sebarapa besar daya saing daerah relative terhadap daerah lain di wilayahnya. Daya saing investasi suatu daerah dipengaruhi banyak faktor yang membentuknya. Menurut Panjaitan (2003) bahwa terdapat tiga faktor yang mempengaruhi investasi investasi di Indonesia:
1. Faktor politik, faktor ini sangat berpengaruh terhadap iklim usaha yang kondusif. Kondisi politik yang kurang stabil dan tidak menentu dapat berpengaruh pada menurunnya kegairahan investasi.
2. Faktor ekonomi, faktor politik dan faktor ekonomi sangatlah saling terkait dan saling mempengaruhi. Kondisi ekonomi yang mengkhawatirkan akan berdampak pada kekhawatiran para investor untuk berinvestasi. Sebagai bagian dari ekonomi, kebijakan fiscal dan moneter sangat mempengaruhi minat investasi.
3. Faktor hukum, hal ini berkaitan dengan perlindungan yang diberikan oleh pemerintah bagi kegiatan investasi. Sistem hukum harus menciptakan kepastian, keadilan dan efisiensi.
Sedangkan menurut Harjono (2007), faktor yang mempengaruhi investasi suatu negara terbagi menjadi dua kelompok besar yaitu faktor dalam negeri dan faktor luar negeri. Faktor dalam negeri dijelaskan lebih lanjut antara lain: 1). Stabilitas politik dan ekonomi, 2). Kebijakan dalam bentuk sejumlah deregulasi dan debirokrasi, 3). Pembebasan dan pelonggaran terhadap beberapa pajak (insentif), 4). Tersedianya sumber daya alam yang melimpah, 5). Iklim dan letak geografis serta kebudayaan dan keindahan alam, 6). Sumber daya manusia dengan upah yang cukup kompetitif.
Harjono (2007), menjelasakan beberapa faktor luar negeri yang mempengaruhi kondisi investasi di dalam negeri, antara lain:
1. Apresiasi mata uang dari negara asal investasi. Terlebih bagi negara-negara maju seperti Jepang, Korea, Hongkong , dan Taiwan.
2. Pencabutan GSP (sistem Prefensi Umum) terhadap empat negera industri baru di Asia seperti: Korea Selatan, Singapura, Hongkong , dan Taiwan.
3. Meningkatkan biaya produksi di luar negeri, terlebih pada faktor tenaga kerja dan kesediaan sumberdaya alam.
Daya saing menjadi hal penentu iklim investasi di daerah. Beberapa indicator yang sering digunakan dalam melihat besaran daya saing investasi daerah antara lain Institusi (kelembagaan), ekonomi daerah, sosial budaya politik keamanan (sosbudpolkam), infrastruktur fisik, dan tenaga kerja (BKPM, 2007). Indicator institusi (kelembagaan) dapat dilakukan pendekatan melalui pendekatan umum di tingkat negara, juga dapat dilakukan pendekatan perilaku otoritas dalam ruang lingkup lokal dan regional. Daya saing investasi didukung oleh tingginya perolehan skor pada kategori keamanan, sosial budaya dan basis ekonomi daerah yang kuat. Indicator ekonomi dapat didekati melalui iklim usaha secara kewilayahan. Sedangkan indicator ketenaga kerjaan dapat dilihat pada ketersediaan, kualitas dan sistem ketenaga kerjaan di tingkat regional.

Rujukan:
Harjono, DK. 2007. Hukum Penanaman Modal. PT. Raja Grafindo Persada. Jakarta.

Sustainable Development

Competitive Advantage of Nations

In the mid-1980s, Professor Michael Porter of Harvard Business School developed a framework to assess the competitiveness of regions, states and nations.

In the early 1980s, U.S. industry saw its economic competitiveness eroded by Japanese and European competitors. Porter concluded that classical international trade theories, which mainly focused on slowly changing, “inherited” variables such as natural resources, climate, size of working population, etc., could only partially explain why nations gain competitive advantage in a given industry. This observation initiated a four year study of ten major trading nations and 100 industries that covered 50% of total world exports in 1985.

Successful international industries tend to be located within particular cities and regions. Geographic concentration is vital for firms to efficiently draw on each others resources and capabilities and to benefit from a shared culture and learning experience, supply capabilities and local infrastructure. Industry clusters are geographical concentrations of interconnected businesses, suppliers, and associated institutions in a particular field. Clusters lead to productivity increases, higher innovation rates and faster new business developments. Porter argued that productivity is the main factor for international competitiveness and that the standard of living of a country’s population can be improved as a direct result of increases in that factor. Clusters may take different forms between firms producing different products across value-added chains or between firms producing similar products at different stages of the same chain. Examples are banking in London and New York, chemical transport in Rotterdam, Houston and Singapore, film in Mumbai and Hollywood and Internet/Software in Silicon Valley and Bangalore.

Porter’s Diamond of competitive advantage model of nations consists of four main attributes that shape the national environment in which local, connected firms compete:

1. FACTOR CONDITIONS
The nation’s relative position in vital industrial production factors such as skilled labour or infrastructure, are important determinants of national competiveness. Both the level of individual factors and the overall composition of the resource mix must be considered. Factors can be country specific or industry specific. For example, Japan’s large pool of engineers -- reflected by a much higher number of engineering graduates per capita than almost any other nation -- has been vital to Japan’s success in many manufacturing industries.

2. DEMAND CONDITIONS
The nature of home demand for an industry’s products and services requires considering both the quantity and quality of the demand. For example, Japan’s sophisticated and knowledgeable buyers of cameras helped stimulate the Japanese camera industry to improve product quality and to launch new, innovative models.

3. RELATED AND SUPPORTING INDUSTRIES
The presence or absence in the nation of internationally competitive supplier and related industries is a key factor. Until the mid-1980s for example, the technological leadership in the U.S. semiconductor industry provided the basis for U.S. success in personal computers and several other technically advanced electronic products. Adoption of the automobile took off in the USA after the construction of a national system of highways and gas stations.

4. FIRM STRATEGY, STRUCTURE, AND RIVALRY
The national conditions that determine how companies are created, organised and managed, as well as the nature and extent of domestic rivalry. For example, the predominance of engineers on the top-management teams of German and Japanese firms results in emphasising the improvement of the manufacturing processes and product design. Furthermore, domestic rivalry creates pressure to launch new products, to improve quality, to reduce costs and to invest in new, more advanced technologies.

Porter stated two additional variables that indirectly influence the diamond:

5. CHANCE EVENTS
Disruptive developments outside the control of firms and governments that allow in new players who exploit opportunities arising from a reshaped industry structure. For example, radical innovations, unexpected oil prise rises, revolutions, wars, etc.

6. GOVERNMENT
Government choice of policies can influence each of the four determinants. Successful government policies work in those industries where underlying determinants of national advantage are present and reinforced by government actions. Government can raise the odds of gaining competitive advantage but lacks the power to create advantages on its own.

These six attributes promote or impede the creation of competitive advantages of firms, clusters, and nations. All conditions need to be present and favourable for an industry/company within a country to attain global supremacy.

Managers can use the diamond model during their internationalisation efforts to determine if the home market can support and sustain a successful internationalisation effort or to asses in which country to invest next. The model helps entrepreneurs decide where to start their next venture. Government officials can use the model for guidance on how to best build a supporting policy framework for a given industry.

Critical factors for organizational learning

Garvin (1993) cites three critical factors that are essential for organizational learning in practice: meaning, management, and measurement, each further defined as follows

Meaning. For learning to be a meaningful organizational goal, it must be widely understood, have application to the work being performed, and be supported by the organizational leadership. A key means of support is the tolerance of mistakes or failures. The organizational culture must embrace reasonable risk-taking such that mistakes or failures become learning opportunities that can be spread throughout the organization

Management. The generation of new ideas does not necessarily indicate an organization’s ability to learn. Until those new ideas, or knowledge, are accompanied by a change to the way an organization performs work, then only improvement is taking place. For an organization to learn, a change must take place and that newly gained knowledge must be intentional and managed. That is the learning must be by design, not by chance. Learning practices and policies must be the foundation of “managed” organizational learning. Garvin suggests five basic practices that organizations can manage to enable organizational learning: systematic problem solving, experimentation, the use of demonstration projects, experiential learning, and learning from others on the outside, e.g., benchmarking.

Measurement. There is an old management saying that “you get what you measure”. So, if you want to know whether your organization is indeed learning, how do you measure it? The earliest measurements, those developed in the 1920’s and 1930’s were learning curves and manufacturing progress functions. But these are not necessarily sufficient for the level of organizational learning we are looking to measure. Measurements must effectively gage the stages of organizational learning: cognitive -- where members are exposed to new ideas or knowledge; behavioral changes – where members actually alter their behavior based on new learning; and finally, performance improvement – where behavioral changes actual lead to positive business results in safety, quality, market share, and profitability (Garvin, 1993)

Tol Jagorawi Diperlebar

Pagi cerah, memulai dengan penuh semangat. Kali ini perjalanan menuju karawang tempat petani menghasil beras konsumsi penghuni jakarta. Perjalanan dimulai dari terminal Baranang siang melalui pinggiran kota menembus jakarta dan bekasi yang cerah.
Setelah sekian lama tak melintas di jalan penghubung bogor jakarta, terasa ada yang membuat perbedaan nampak di ujung mata.
Setelah sejenak terdiam, akhir nya menemukan jawaban. Tol jagorawi direncanakan untuk diperlebar.

Mudah mudahan ini pertanda baik bagi pembangunan di kedua wilayah. Insfrastruktur jalan dan jembatan merupakan penunjang utama dalam pembangunan melalui distribusi barang.

*kramat djati bogor-ps.rebo

PNS Naik Gaji

Angin segar seakan berhembus semilir ke tubuh PNS, pasalnya pada tahun 2011 ini akan ada kenaikan gaji pokok yang akan diterima oleh PNS. Terhitung pada 1 April 2011 pemerintah akan menaikkan gaji PNS sebesar 10-15%.

Kebijakan ini merupakan angin segar bagi PNS. Diharapkan dengan kebijakan ini terjadi peningkatan daya beli oleh masyarakat khususnya PNS. Walaupun kenaikan ini juga berimbang dengan inflasi yang terjadi setahun terakhir.

Berita gembira ini tidak lantas dijadikan sebagai berita yang benar-benar memuaskan hati. Kenaikan gaji atau secara simultan akan mempengaruhi daya beli tersebut juga akan berimbas pada psikologis perekonomian secara makro.

Menjadi wajar jika terjadi peningkatan daya beli masyarakaat akan berimbas pada pergerakan harga barang dan akibatnya pada inflasi.

Proses sederhana ini mestinya menjadi perhatian. Pengawasan dan intervensi negara menjadi keharusan untuk melakukan stabilitas perekonomian negara.

We always plan too much, always think too little