RESPONSE PERFORMANCE UMKM PROVINSI DAERAH ISTIMEWA YOGYAKARTA: IMPLIKASI SURVEI COVID-19

Joko Kumoro, Universitas Negeri Yogyakarta, Indonesia
Chusnu Syarifa Diah Kusuma, Universitas Negeri Yogyakarta, Indonesia
Mochamad Hanafi, ORCID ID: 0000-0002-7246-0378 Google Scholar: 0000-0002-7246-0378 Sinta: 6022758 Universitas Negeri Yogyakarta, Indonesia
Suhartanto Suhartanto, Universitas Negeri Yogyakarta, Indonesia

Abstract


Abstrak: Response Performance UMKM Provinsi Daerah Istimewa Yogyakarta: Implikasi Survei Covid-19. Coronavirus disease (Covid-19) menimbulkan tantangan besar bagi masyarakat yaitu kelangsungan hidup dan perekonomian. UMKM merupakan salah satu sektor usaha terdampak cukup hebat karena pandemi covid-19 di Indonesia. Pemerintah telah membuat kebijakan untuk penyelamatan UMKM dari dampak pandemi. Selain itu perlu didukung dengan strategi jangka pendek dan strategi jangka panjang untuk menjaga kesinambungan UMKM. Perekonomian Provinsi Daerah Istimewa Yogyakarta salah satunya digerakkan oleh UMKM. Selama masa pandemic tidak ada penambahan jumlah usaha, jumlah tenaga kerja, dan nilai omset dalam 1 tahun. Penelitian ini menyelidiki hubungan antara digitalisasi, respons krisis publik, dan kinerja UMKM dalam konteks wabah COVID-19. Penelitian dilakukan dengan metode survei dan analisis data. Hasil survei menunjukkan bahwa upaya UMKM menuju digitalisasi, yang diwujudkan dengan tingkat digitalisasi, adopsi teknologi digital, dan model bisnis, dapat membantu mereka merespons krisis publik dengan lebih baik. Selanjutnya, digitalisasi berkontribusi pada peningkatan kinerja UMKM melalui penerapan strategi respons krisis publik.

 

Kata kunci: response performance; UMKM; Yogyakarta

 

Abstract: Response Performance of MSMEs in the Special Region of Yogyakarta: Implications of the Covid-19 Survey. Coronavirus disease (Covid-19) poses a major challenge to society, namely survival and the economy. MSMEs are one of the business sectors that have been severely affected by the COVID-19 pandemic in Indonesia. The government has made a policy to save MSMEs from the impact of the pandemic. In addition, it needs to be supported by short-term strategies and long-term strategies to maintain the sustainability of MSMEs. The economy of the Special Region of Yogyakarta is one of which is driven by MSMEs. During the pandemic there is no increase in the number of businesses, the number of workers, and the value of turnover in 1 year. This study investigates the relationship between digitalization, public crisis response, and MSME performance in the context of the COVID-19 outbreak. The research was conducted using survey methods and data analysis. The survey results show that MSMEs' efforts towards digitization, manifested by the level of digitization, adoption of digital technology, and business models, can help them better respond to public crises. Furthermore, digitalization contributes to improving the performance of MSMEs through the implementation of a public crisis response strategy.

 

Keyword: response performance; MSMEs; Yogyakarta

Keywords


response performance; UMKM; Yogyakarta

Full Text:

PDF

References


Andriole, S. J. (2017). Five myths about digital transformation. MIT Sloan Management Review, 58(3). https://doi.org/10.7551/mitpress/11633.003.0005

Autio, E., Nambisan, S., Thomas, L. D. W., & Wright, M. (2018). Digital affordances, spatial affordances, and the genesis of entrepreneurial ecosystems. Strategic Entrepreneurship Journal, 12(1). https://doi.org/10.1002/sej.1266

Ballesteros, L., Useem, M., & Wry, T. (2017). Masters of Disasters? An Empirical Analysis of How Societies Benefit from Corporate Disaster Aid. Academy of Management Journal, 60(5). https://doi.org/10.5465/amj.2015.0765

Bennett, N., & Lemoine, G. J. (2014). What VUCA really means for you. In Harvard Business Review (Issue JAN-FEB).

Donaldson, L. (1991). Coping with Crises: The Management of Disasters, Riots and Terrorism. In Australian Journal of Management (Vol. 16, Issue 1). https://doi.org/10.1177/031289629101600108

Fitzgerald, M. (2014). How Digital Acceleration Teams Are Influencing Nestles 2000 Brands. MIT Sloan Management Review, 55(2).

George, G., Haas, M. R., & Pentland, A. (2014). Big Data and Management. Academy of Management Journal, 57(2). https://doi.org/10.5465/amj.2014.4002

Hanafi, M. (2019). Peranan Administrasi Kepegawaian Pada Sekolah Menengah Kejuruan Di Daerah Istimewa Yogyakarta. EFISIENSI - KAJIAN ILMU ADMINISTRASI, 15(1). https://doi.org/10.21831/efisiensi.v15i1.24486

Hanafi, M. (2020). PELAYANAN PUBLIK PEMERINTAH PROVINSI DAERAH ISTIMEWA YOGYAKARTA MELALUI EFEKTIVITAS CONTENT WEBSITE. EFISIENSI - KAJIAN ILMU ADMINISTRASI. https://doi.org/10.21831/efisiensi.v17i2.30486

Hardilawati, W. laura. (2020). Strategi Bertahan UMKM di Tengah Pandemi Covid-19. Jurnal Akuntansi Dan Ekonomika. https://doi.org/10.37859/jae.v10i1.1934

Kane, G. C., Palmer, D., Philips Nguyen, A., Kiron, D., & Buckley, N. (2015). Strategy, Not Technology, Drives Digital Transformation. MIT Sloan Management Review & Deloitte, 57181.

Keyim, P. (2016). Tourism and rural development in western China: A case from Turpan. Community Development Journal, 51(4). https://doi.org/10.1093/cdj/bsv046

Martinelli, E., Tagliazucchi, G., & Marchi, G. (2018). The resilient retail entrepreneur: dynamic capabilities for facing natural disasters. International Journal of Entrepreneurial Behaviour and Research, 24(7). https://doi.org/10.1108/IJEBR-11-2016-0386

Mayr, S., Mitter, C., & Aichmayr, A. (2017). Corporate Crisis and Sustainable Reorganization: Evidence from Bankrupt Austrian SMEs. Journal of Small Business Management, 55(1). https://doi.org/10.1111/jsbm.12248

Nylén, D., & Holmström, J. (2015). Digital innovation strategy: A framework for diagnosing and improving digital product and service innovation. Business Horizons, 58(1). https://doi.org/10.1016/j.bushor.2014.09.001

Ofek, E., & Wathieu, L. (2010). Are you ignoring trends that could shake up your business? Harvard Business Review, 88(7–8).

Pagani, M. (2013). Digital business strategy and value creation: Framing the dynamic cycle of control points. MIS Quarterly: Management Information Systems, 37(2). https://doi.org/10.25300/MISQ/2013/37.2.13

Rindfleisch, A., O’Hern, M., & Sachdev, V. (2017). The Digital Revolution, 3D Printing, and Innovation as Data. Journal of Product Innovation Management, 34(5). https://doi.org/10.1111/jpim.12402

Safi’i, I., Widodo, S. R., & Pangastuti, R. L. (2020). Analisis Risiko pada UKM Tahu Takwa Kediri terhadap Dampak Pandemi COVID-19. Jurnal Rekayasa Sistem Industri. https://doi.org/10.26593/jrsi.v9i2.4003.107-114

Sambamurthy, V., Bharadwaj, A., & Grover, V. (2003). Shaping agility through digital options: Reconceptualizing the role of information technology in contemporary firms. MIS Quarterly: Management Information Systems, 27(2). https://doi.org/10.2307/30036530

Sebastian, I. M., Moloney, K. G., Ross, J. W., Fonstad, N. O., Beath, C., & Mocker, M. (2017). How big old companies navigate digital transformation. MIS Quarterly Executive, 16(3). https://doi.org/10.4324/9780429286797-6

Smart, C., & Vertinsky, I. (1984). Strategy and the environment: A study of corporate responses to crises. Strategic Management Journal, 5(3). https://doi.org/10.1002/smj.4250050302

Smith, D., & Sipika, C. (1993). Back from the brink-post-crisis management. Long Range Planning, 26(1). https://doi.org/10.1016/0024-6301(93)90230-D

Snyder, P., Hall, M., Robertson, J., Jasinski, T., & Miller, J. S. (2006). Ethical rationality: A strategic approach to organizational crisis. Journal of Business Ethics, 63(4). https://doi.org/10.1007/s10551-005-3328-9

Sugiri, D. (2020). Menyelamatkan Usaha Mikro, Kecil dan Menengah dari Dampak Pandemi Covid-19. Fokus Bisnis : Media Pengkajian Manajemen Dan Akuntansi. https://doi.org/10.32639/fokusbisnis.v19i1.575

Tambunan, T. (2009). UMKM di Indonesia. In Ghalia Indonesia.

Vial, G. (2019). Understanding digital transformation: A review and a research agenda. In Journal of Strategic Information Systems (Vol. 28, Issue 2). https://doi.org/10.1016/j.jsis.2019.01.003

von Briel, F., Davidsson, P., & Recker, J. (2018). Digital technologies as external enablers of new venture creation in the it hardware sector. Entrepreneurship: Theory and Practice, 42(1). https://doi.org/10.1177/1042258717732779

Warner, K. S. R., & Wäger, M. (2019). Building dynamic capabilities for digital transformation: An ongoing process of strategic renewal. Long Range Planning, 52(3). https://doi.org/10.1016/j.lrp.2018.12.001

Wei, J., Ouyang, Z., & Chen, H. A. (2017). Well Known or Well Liked? The Effects of Corporate Reputation on Firm Value at the Onset of a Corporate Crisis. Strategic Management Journal, 38(10). https://doi.org/10.1002/smj.2639

Yoo, Y. (2010). Computing in everyday life: A call for research on experiential computing. MIS Quarterly: Management Information Systems, 34(SPEC. ISSUE 2). https://doi.org/10.2307/20721425




DOI: https://doi.org/10.21831/efisiensi.v18i2.53452

Refbacks

  • There are currently no refbacks.


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

                            
  
 
Editorial team address :
Department of Administration Education, Faculty of Economics, Universitas Negeri Yogyakarta 
Karangmalang Campus, Yogyakarta, Postal Code 55281
Phone (0274) 586168 line. 1583
 
 

Creative Commons License
This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License. read more...