Praktik Strategic Leadership Dalam Pembentukan Employee Resilience Generasi Milenial Sebagai Microfoundation Kapabilitas Organisasi: Perspektif Resource-Based View (Studi Pada PT Multicrane Perkasa)

SUZANA CAROLINA, Prof. Gugup Kismono, M.B.A., Ph.D.

2026 | Tesis | S2 MANAJEMEN (MM) JAKARTA

Lingkungan bisnis BANI (rapuh, mencemaskan, nonlinear, dan sulit dipahami) menuntut kapasitas SDM untuk bertahan dan beradaptasi. Di PT Multicrane Perkasa (MCP), karyawan milenial mencakup 51,9% tenaga kerja namun menyumbang 59% kasus pengunduran diri. Penelitian ini bertujuan: (1) mengidentifikasi praktik kepemimpinan strategis yang membentuk resiliensi karyawan milenial; (2) memahami pemaknaan dan respons karyawan terhadap praktik tersebut; dan (3) memaknai resiliensi karyawan sebagai microfoundation kapabilitas organisasi dalam kerangka Resource-Based View (RBV). Penelitian kualitatif ini menggunakan desain embedded single case study dengan wawancara mendalam terhadap 22 partisipan (8 pemimpin, 12 karyawan milenial, 2 subject matter experts) yang dianalisis secara abduktif melalui thematic analysis (Braun & Clarke, 2006, 2022) dan coding (Corbin & Strauss, 2015).

Hasilnya, resiliensi karyawan terbentuk melalui lima praktik kepemimpinan strategis: penyampaian visi strategis, pendayagunaan karyawan, dukungan pengembangan individu, penciptaan rasa aman psikologis, dan respons pemimpin terhadap tekanan dan perubahan. Pemaknaan karyawan atas praktik tersebut (dukungan personal atau instruksi formal) memengaruhi respons mereka terhadap tekanan kerja. Resiliensi karyawan menjadi microfoundation ketika terakumulasi melalui tindakan, interaksi, pembelajaran, dan koordinasi menjadi kapabilitas kolektif berkriteria VRIN. Ketiga proposisi didukung secara empiris dengan kekuatan bervariasi.

A Brittle, Anxious, Nonlinear, and Incomprehensible (BANI) business environment demands human resource capacity to endure and adapt. At PT Multicrane Perkasa (MCP), Millennials make up 51.9% of the workforce yet account for 59% of resignations. This study aims to: (1) identify strategic leadership practices that shape Millennial employee resilience; (2) understand how employees interpret and respond to these practices; and (3) examine employee resilience as a microfoundation of organizational capabilities within the Resource-Based View (RBV). This qualitative study uses an embedded single-case design, drawing on in-depth interviews with 22 participants (eight leaders, 12 Millennial employees, and two subject matter experts), analyzed abductively through thematic analysis (Braun & Clarke, 2006, 2022) and systematic coding (Corbin & Strauss, 2015).

The findings show that employee resilience is shaped by five strategic leadership practices: communicating strategic vision, empowering employees, supporting individual development, fostering psychological safety, and leaders’ responses to pressure and change. Whether employees interpret these practices as personal support or formal instruction influences how they respond to workplace pressure. Employee resilience becomes a microfoundation when aggregated through actions, interactions, learning, and coordination into collective capabilities that meet the VRIN criteria. All three propositions received empirical support of varying strength.

Kata Kunci : Generasi Milenial, Kepemimpinan Strategis, Microfoundations, PT Multicrane Perkasa, Resiliensi Karyawan, Resource-Based View, Studi Kasus Kualitatif / Employee Resilience, Microfoundations, Millennial Generation, PT Multicrane Perkasa, Qualitative Case St