DOI: https://doi.org/10.14710/politika.13.2.2022.185-205

Status-Quo dan Inovasi: Respon Strategis Badan Usaha Milik Desa Menghadapi Krisis Pandemik Covid-19

1Department Politics, Universitas Airlangga, Indonesia

2Departemen Politik, Universitas Airlangga, Indonesia

3South Asia Studies Program, Wellesley College, United States

Open Access Copyright (c) 2022 Politika: Jurnal Ilmu Politik under https://creativecommons.org/licenses/by-sa/4.0/.

Citation Format:
Abstract

Keberadaan Badan Usaha Milik Desa (BUM Desa) di Jawa Timur telah menjelma menjadi lembaga sosial ekonomi yang turut berkontribusi meningkatkan kesejahteraan masyarakat desa. Namun krisis pandemik Covid-19 telah menghantam hampir seluruh kegiatan bisnis BUM Desa. Dalam kajian managemen krisis organisasi, pilihan-pilihan respon strategis saat krisis berperan signifikan dalam proses adaptasi dan pemulihan pasca krisis. Penelitian kualitatif ini mengungkap spektrum pertimbangan pilihan utama respon strategis BUM Desa dalam menghadapi krisis. Analisis atas data wawancara semi-terstruktur pemangku kepentingan menunjukan sebagian besar BUM Desa memilih tetap menjalankan bisinisnya (status quo) meskipun merugi. Temuan penelitian ini berbeda dengan pilihan respon strategis perusahaan swasta dan perusahaan negara dalam menghadapi krisis yang lebih memilih berhemat dan berinovasi. Penilaian atas opsi respon strategis menjadi asupan pemerintah daerah merumuskan kebijakan pemulihan BUM Desa pasca krisis.  

Fulltext View|Download
Keywords: BUM Desa; respon strategis; tatakelola desa; ketahanan organisasi

Article Metrics:

Article Info
Section: Articles
Language : ID
Recent articles
Nationalist-Islamist Party in a Liberal Ecosystem: The Solidity and Campaign Strategy of the Prosperous Justice Party (PKS) during the 2014 and 2019 Elections Jokowi’s Sneakers Politics: Personal Branding, Politics of Imaging and Millenial Votes The 2019 Presidential Election Negara, Gerakan Islam Pasca-Fundamentalis dan Masa Depan Demokrasi di Indonesia: Kekuasaan Simbolik dan Upaya Konsolidasi More recent articles
Most cited articles
MANAJEMEN TATA KELOLA SUMBER DAYA ALAM BERBASIS PARADIGMA EKOLOGI POLITIK KONFLIK IDENTITAS SOSIAL MASYARAKAT TEMANGGUNG (Kajian Kekerasan Sosial di Temanggung Tahun 2011) PEREMPUAN DAN KORUPSI PADA RANAH PUBLIK (Ditinjau dari Gaya Kepemimpinan, Politik, Agama, Psikologi dan Budaya Ketimuran) FENOMENA POLITIK UANG DALAM PILKADA FAKTOR DETERMINAN KEMENANGAN KANDIDAT PADA PEMILUKADA KABUPATEN BATANG 2011 More cited articles
  1. Antlöv, H. (2003). Village Government and Rural Development in Indonesia: The New Democratic Framework. Bulletin of Indonesia Economic Studies, 39(2), 193-214
  2. Aspinall, E., & As’ad, M. U. (2015). The Patronage Patchwork: Village Brokerage Networks and the Power of the State in an Indonesian Elections. Bijdragen tot de Taal-, Land- en Volkenkunde, 171(2/3), 165-195
  3. Barker, V. L., & Duhaime, I. M. (1997). Strategic change in the turnaround process: Theory and empirical evidence. Strategic Management Journal, 18(1), 13–38
  4. Bebbington, A., Dharmawan, L., Fahmi, E., & Guggenheim, S. (2006). Local Capacity, Village Governance, and the Political Economy of Rural Development in Indonesia. World Development Vol. 34, No. 11, 958–1976
  5. Beck, U. (1992). Risk Society: Toward a New Modernity. London: Sage Publication
  6. Beck, U. (1999). World Risk Society. Cambridge: Polity Press
  7. Benner, M. J., & Zenger, T. (2016). The lemons problem in markets for strategy. Strategy Science, 1(2), 71–89
  8. Berenschot, W. (1563–1593). The Political Economy of Clientelism: A Comparative Study of Indonesia’s Patronage Democracy. Comparative Political Studies. Vol. 51(12), 2018
  9. BPS Jawa Timur. (2022). Provinsi Jawa Timur dalam Angka 2022. Surabaya: BPS Jawa Timur
  10. BPS Kabupaten Banyuwangi. (2022). Berita Resmi Statistik: Pertumbuhan Ekonomi Banyuwangi 2021 No. 07/03/3510/Th. I, 1 Maret 2022. https://banyuwangikab.bps.go.id/pressrelease/2022/03/01/122/pertumbuhan-ekonomi-banyuwangi-2021.html
  11. BPS Kabupaten Gresik. (2022). Kabupaten Gresik dalam Angka 2022. Retrieved from BPS Kabupaten Gresik: https://gresikkab.bps.go.id/publication/
  12. BPS Kabupaten Trenggalek. (2022). Kabupaten Trenggalek dalam Angka 2022. https://trenggalekkab.bps.go.id/publication/2022/02/25/4fb8acd57eb1c890be15a518/kabupaten-trenggalek-dalam-angka-2022.html
  13. Brinckmann, J., Villanueva, J., Grichnick, D., & Singh, L. (2019). Sources of strategic flexibility in new ventures: An analysis of the role of resource leveraging practices. Strategic Entrepreneurship Journal, 13(2), 154–178
  14. Bruton, G. D., Ahlstrom, D., & Wan, J. C. (2003). The turnaround in East Asian firms: Evidence from ethnic Overseas Chinese communities. Strategic Management Journal, 24(6), 519–540
  15. Chadwick, C., Hunter, L. W., & Walston, S. L. (2004). Effects of downsizing practices on the performance of hospitals. Strategic Management Journal, 25(5), 405–427
  16. Do, B., Nguyen, N., D'Souza, C., Bui, H. D., & Hong Nguyen, T. (2022). Strategic responses to Covid-19: The case of tour operators in Vietnam. Tourism and Hospitality Research, Vol 22(1), 5-17
  17. Fidaus, S. (2018). Fenomena Elite Capture dalam Pengelolaan Badan Usaha Milik Desa (BUMDesa). Politik: Jurnal Ilmu Politik, Vol. 9, no. 2, 20-37
  18. Giddens, A. (1990). The Consequences of Modernity. Cambridge: Polity Press
  19. Giddens, A. (1991). Modernity and Self-Identity: Self and Society in the Late Modern Age. Cambridge: Polity Press
  20. Hällgren, M., Rouleau, L., & de Rond, M. (2018). A matter of life and death: How extreme context research matters for management and organization studies. Academy of Management Annals, 12(1), 111-153
  21. Hirst, P. (1997). The Global Economy-Myths and Realities. International Affairs (Royal Institute of International Affairs 1944-), 409-425
  22. Howei, W., & Bin, X. (2021). Did state-owned enterprises do better during COVID-19? Evidence from a survey of company executives in China. Journal of Economics and Business 115, 1-9
  23. Kativhu, S., Mwale, M., & Francis, J. (2018). Approaches. Problems and Perspectives in Management, 16(4), 275-284
  24. Kemenkeu.go.Id. (2020).The Government Maintains the Sustainability of SoEs during the Covid-19 Pandemic with 4 Modalities. https://www.kemenkeu.go.id/en/publications/news/the-government-maintains-the-sustainability-of-soes-during-the-covid-19-pandemic-with-4-modalities/
  25. Kemendesa.go.id. (2020). Masih Bertahan, 10.026 BUMDes tak Terdampak Covid-19. https://www.kemendesa.go.id/berita/view/detil/3350/masih-bertahan-10026-bumdes-tak-terdampak-covid-19
  26. Kraus, S., Clauss, T., Breier, M., Gast, J., Zardini, A., & Tiberius, V. (2020). The economics of COVID-19: initial empirical evidence on how family firms in five European countries cope with the corona crisis. International Journal of Entrepreneurial Behavior & Research, Vol 26 No. 5, 1067-1092
  27. News.detik. (2010). Menghidupkan Kembali Lumbung Desa. https://news.detik.com/opini/d-1450654/menghidupkan-kembali-lumbung-desa-
  28. Lee, A. V., Vargo, J., & Seville, E. (2013). Developing a Tool to Measure and Compare Organizations' Resilience. Natural Hazards Review 2013.14, 29-41
  29. Suaramerdeka. (2020). Menghidupkan Lumbung Desa. https://www.suaramerdeka.com/opini/pr-04133184/menghidupkan-lumbung-desa
  30. Malik, T. D., & Purwanto, E. A. (2020). Industri di Era Covid-19: Respons BUMN Sektor Farmasi dan Transportasi. In W. Mas'udi, & P. S. Winanti, Tata Kelola Penanganan Covid-19 di Indonesia: Kajian Awal (pp. 143-163). Yogyakarta: Gadjah Mada University Press
  31. Martin, S. (2015). A Short History of Disease: Plagues, Poxes, and Civilisations. Herts: Pocket Essentials
  32. Mitroff, I. I. (2005). Why Some Companies Emerge Stronger and Better from a Crisis: 7 Essential Lessons for Surviving Disaster. Ney York: AMACOM
  33. Mugasejati, N. P., & Martanto, U. (2006). Pendahuluan. In N. P. Mugasejati, & U. Martanto, Kritik Globalisasi dam Neoliberalisme (pp. 1-13). Yogyakarta: Fisipol UGM
  34. Pacheco-de-Almeida, G. (2010). Erosion, time compression, and self‐displacement of leaders in hypercompetitive environments. Strategic Management Journal, 31(13), 1498–1526
  35. Pearce, J. A., & Robbins, K. (1993). Toward improved theory and research on a business turnaround. Journal of Management, 19(3), 613–636
  36. Pearson, C. M., & Clair, J. A. (1998). Reframing crisis management. Academy of Management Review, 23(1), 59-76
  37. Peñarroya-Farell, M., & Miralles, F. (2022). Business Model Adaptation to the Covid-19 Crisis: Strategic Response of the Spanish Cultural and Creative Firms. Journal of Open Innovation: Technology, Market, and Complexity. 2022, 8, 39, 1-20
  38. Rosyadi, S., Setyoko, P. I., Kurniasih, D., Ramadhanti, W., Kusuma, A. S., & Atika, Z. R. (2021). Penguatan Kapasitas Peran Sosial BUMDes dalam Penanggulangan Dampak Ekonomi Covid-19. Wikrama Parahita: Jurnal Pengabdian Masyarakat, Volume 5 Nomor 1, 27-32
  39. Sanders, H. (1996). Multilateralism, Regionalism, and Globalisation: the Challenges to the World Trading System. In A. Inotai, & H. Sander, World Trade after the Uruguay Round: Prospects and Policy Options for the Twenty-First Century (p. 20). London: Routledge
  40. Sarantakos, S. (1993). Social Research. Melbourne: Macmillan Education Australia
  41. Satuan Tugas Covid-19. (2022). Data Sebaran. https://covid19.go.id/:
  42. Scholte, J. A. (2005). Globalization: A Critical Introduction (second edition). New York: Palgrave
  43. Setiawan, A. S., Widyartono, A., & Ony, J. G. (2021). Implementation of Business Strategy, Technology Usage, and Business Continuity during the Covid-19 Pandemic. Jurnal Akuntansi, Vol XXV No. 02, 186-200
  44. Pendampingdesa.com.(2021). Skema Bantuan Keuangan Khusus Berbasis Kinerja: Pemberdayaan BUM Desa, Jatim Puspa, Desa Berdaya. http://pendampingdesa.com/skema-bantuan-keuangan-khusus-berbasis-kinerja-pemberdayaan-bum-desa-jatim-puspa-desa-berdaya/
  45. Stieglitz, N., Knudsen, T., & Becker, M. C. (2016). Adaptation and inertia in dynamic environments. Strategic Management Journal, 37(9), 1854–1864
  46. Suartana, I. W., Yasa, W. G., Setyari, N. P., & Purnamawati, I. G. (2020). Resliensi Bisnis Badan Usaha Milik Desa pada Era Pandemi: Sebuah Pendekatan Studi Kasus. Matrik: Jurnal Managemen, Strategi Bisnis dan Kewirausahaan Vol 14 No. 2, 253-263
  47. Wardiyanto, B., Aminah, S., & Martanto, U. (2016). Percikan Pemikiran Tata Kelola dan Pembangunan Desa. Surabaya: Airlangga University Press
  48. Nasional.Contan.(2021).Sebanyak 35% BUMDes di Indonesia terdampak pandemi Covid-19. https://nasional.kontan.co.id/news/sebanyak-35-bumdes-di-indonesia-terdampak-pandemi-covid-19
  49. Wenzel, M., Cornelissen, J. P., Koch, J., Hartmann, M., & Rauch, M. (2020). (Un)Mind the gap: How organizational actors cope with an identity–strategy misalignment. Strategic Organization, 18(1), 212–244
  50. Wenzel, M., Stanske, S., & Lieberman, B. M. (2020). Strategic Responses to Crisis. Strategic Management Journal, Virtual Special Issue 2020;41, V7-V18
  51. Yeon, G., Hong, P., Elangovan, N., & Divakar, G. (2022). Implementing strategic responses in the Covid-19 market crisis: a study of small and medium enterprises (SMEs) in India. Journal of Indian Business Research

Last update:

No citation recorded.

Last update: 2024-11-20 05:52:37

No citation recorded.