PENGARUH KEPEMIMPINAN PEMBERDAYAAN TERHADAP INBOUND OPEN INNOVATION DAN OUTBOUND OPEN INNOVATION PERSEPSIAN DENGAN IKLIM KETERLIBATAN KARYAWAN SEBAGAI PEMEDIASI STUDI PADA INDUSTRI EKONOMI KREATIF DIGITAL DAERAH ISTIMEWA YOGYAKARTA

ANDRIAN PUTRA NASRI, Rr. Tur Nastiti, M.Si., Ph.D

2020 | Tesis | Magister Manajemen

Pertumbuhan industri ekonomi kreatif digital saat ini juga diiringi hambatan akan proses menghadirkan inovasi, termasuk perusahaan startup di Daerah Istimewa Yogyakarta. Inovasi dapat hadir dikarenakan proses kerja oleh karyawan yang mampu berperilaku inovatif. Peran pemimpin pada perusahaan akan menentukan proses kerja karyawan. Permasalahan sumber daya manusia merupakan salah satu hambatan yang dihadapi perusahaan startup terutama di Daerah Istimewa Yogyakarta. Kurangnya perhatian perusahaan melalui pemimpinnya pada proses kerja karyawan dapat menghambat inovasi tersebut hadir. Inovasi tersebut dapat hadir dari berbagai cara, salah satunya ialah melalui strategi inovasi terbuka yang terbagi menjadi tiga yakni inbound open innovation, outbound open innovation, dan melakukan keduanya (Gassman dan Enkel, 2004). Agar karyawan mampu menjalankan strategi inbound open innovation persepsian dan outbound open innovation persepsian diperlukan peran kepemimpinan pemberdayaan. Kepemimpinan pemberdayaan merupakan gaya kepemimpinan yang mendorong bawahannya agar mampu berkembang (Kim dan Beehr, 2018). Kepemimpinan pemberdayaan juga mampu memenuhi unsur-unsur iklim keterlibatan karyawan yang dapat mendorong karyawan untuk berperilaku inovatif. Penelitian ini berfokus pada pengujian hipotesis dan bertujuan untuk menganalisis pengaruh kepemimpinan pemberdayaan terhadap inbound open innovation persepsian dan outbound open innovation persepsian dengan iklim keterlibatan karyawan sebagai pemediasi. Data pada penelitian ini merupakan data primer yang diperoleh melalui penyebaran kuesioner pada karyawan perusahaan startup di Daerah Istimewa Yogyakarta dengan sampel sebanyak 145 orang. Pengujian hipotesis dilakukan dengan metode SEM-PLS. Berdasarkan penelitian yang dilakukan diperoleh kesimpulan berupa: 1) kepemimpinan pemberdayaan berpengaruh positif terhadap inbound open innovation persepsian; 2) kepemimpinan pemberdayaan berpengaruh positif terhadap outbound open innovation persepsian; 3) iklim keterlibatan karyawan memediasi secara parsial pengaruh positif kepemimpinan pemberdayaan terhadap inbound open innovation persepsian dan 4) iklim keterlibatan karyawan memediasi secara parsial pengaruh positif kepemimpinan pemberdayaan terhadap outbound open innovation persepsian.

The growth of the digital creative economy industry now is also characterized by barriers in the process of presenting innovation, including startup companies in the Special Region of Yogyakarta. Innovation can arise from work processes by employees who have innovative behavior. The role of the leader in the company will determine the work process of employees. Human resources is become one of many obstacles faced by startup companies, especially in the Special Region of Yogyakarta. Lack of corporate recognition through its leader in the work process of employees can restrain the innovation present. Innovations can come in various ways, one of which is through an open innovation strategy which are divided into three, namely inbound open innovation, outbound open innovation, and doing both (Gassman and Enkel, 2004). So that employees be able to perform inbound open innovation and outbound open innovation strategies, require an empowerment leadership role. Empowerment leadership is a style of leader that encourages subordinates to be able to develop (Kim and Beehr,2018). Empowerment leadership also able to meet the elements of an employee engagement climate that can encourage employees to behave innovative. This research focuses on testing hypotheses and aims to analyze the effect of leadership empowerment on inbound open innovation perceived and outbound open innovation perceived with an employee involvement climate as a mediator. The data in this research are primary data obtained through the distribution of the questionnaire to startup company employees in Special Region of Yogyakarta with a sample of 145 people. Hypothesis tested by the SEM-PLS method. The growth of the digital creative economy industry now is also characterized by barriers in the process of presenting innovation, including startup companies in the Special Region of Yogyakarta. Innovation can arise from work processes by employees who have innovative behavior. The role of the leader in the company will determine the work process of employees. Human resources is become one of many obstacles faced by startup companies, especially in the Special Region of Yogyakarta. Lack of corporate recognition through its leader in the work process of employees can restrain the innovation present. Innovations can come in various ways, one of which is through an open innovation strategy which are divided into three, namely inbound open innovation, outbound open innovation, and doing both (Gassman and Enkel, 2004). So that employees be able to perform inbound open innovation and outbound open innovation strategies, require an empowerment leadership role. Empowerment leadership is a style of leader that encourages subordinates to be able to develop (Kim and Beehr,2018). Empowerment leadership also able to meet the elements of an employee engagement climate that can encourage employees to behave innovative. This research focuses on testing hypotheses and aims to analyze the effect of leadership empowerment on perceived inbound open innovation and perceived outbound open innovation with an employee involvement climate as a mediator. The data in this research are primary data obtained through the distribution of the questionnaire to startup company employees in Special Region of Yogyakarta with a sample of 145 people. Hypothesis tested by the SEM-PLS method. The conclusion the research are: 1) empowerment leadership had a positive impact on perceived inbound open innovation; 2) empowerment leadership had a positive impact on perceived outbound open innovation; 3) employee involvement climate partially mediated the positive influence of empowerment leadership on the perceived inbound open innovation; 4) employee involvement climate partially mediated the positive influence of empowerment leadership on the perceived outbound open innovation.

Kata Kunci : inbound open innovation persepsian, outbound open innovation persepsian, kepemimpinan pemberdayaan, iklim keterlibatan karyawan / perceived inbound open innovation, perceived outbound open innovation, empowerment leadership, employee involvement climate.