The development of village-owned enterprises: Lessons learned from Ponggok Village (original) (raw)
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International Journal of Advances in Scientific Research and Engineering, 2022
The management of the Kertoraharjo Village-Owned Enterprises in Sanankerto Village, Turen District, Malang Regency is an effort to realize village independence through the management of business units that bring economic benefits. This Village-Owned Enterprises or commonly called Bumdes has successfully transformed quickly with a significant contribution to the Village Original Income. However, the success of Bumdes Kertoraharjo still encountered some fundamental problems, such as the problem of the quality of human resources for implementing Bumdes operations and the benefits of all village communities have not felt. The research method used is descriptive qualitative survey to provide a comprehensive description related to the Management of Kertoraharjo Village Owned Enterprises and describe the problems that hinder the management of Bumdes. Data collection techniques used are observation, interviews, and documentation. Bumdes Kertoraharjo cooperates with several stakeholders in the management of bumdes, namely Bank BNI and universities, for business unit development and human resource development. Bumdes also optimizes existing potentials to be developed into new business units. Vertical coordination is also routinely carried out through the Office of Community and Village Empowerment, both from the Regency and Province. The delegation of authority for the Bumdes implementing apparatus has been structured but not balanced with sound capabilities. The solution offered to overcome problems in the management of Bumdes Kertoharjo is to increase efforts to develop human resources by cooperating with several educational institutions that focus on the main tasks and functions of each implementing apparatus of Bumdes.
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Investigating The Governance Practices of Village-Owned Enterprises in Indonesia
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This study aim to investigate the practice of implementing governance of village-owned enterprises in Indonesia. In recent years, village-owned enterprises in Indonesia have experienced significant growth in terms of numbers. However, this significant growth was not accompanied by growth in assets and profits managed by the village-owned enterprises. This study was an interpretive qualitative study conducted at the village-owned enterprise Sumber Sejahtera in Malang regency, East Java and village-owned enterprise Zigiran Mandiri in Lima Puluh Kota regency, West Sumatra. Retrieval of data through in-depth interviews, observations and documentations. This study found several factors that influence the success of village-owned enterprise governance in indonesia namely ; the village owned enterprise ability to discover the potential and local wisdom of the village ; village head leadership, and ; the youth involvement
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The enactment of the Village Law marks the beginning of the rural development transformation through Village Owned Enterprise (VOE) implementation. In Indonesia, 45,549 VOEs have been established in 83,931 villages. VOEs are developed with a social business model to provide economic and social benefits to the community. Unfortunately, VOEs demonstrating satisfying performance in Indonesia have not reached 600. This research focused on discovering significant factors influencing VOEs’ ability to accomplish their best economic and social performance and proposed a success pattern that other VOEs could adapt to their natural and human assets. This study adopted a qualitative mono-method with 24 sources, varying from village government officers, directors and personnel of VOEs, academicians, and other parties, focusing on exploring three VOEs with accomplishments. The findings uncovered six propositions that must be fulfilled for VOEs to attain the necessary success concerning social an...
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Asia-Pacific Management Accounting Journal
This research explains how Village-owned Enterprise (VOE) in Indonesia underwent institutional changes as a response to the institutional context changes and local village responses. The objective of this research was to provide evidence if any village has the capacity to interpret and formulate responses to institutional context changes. A detailed case study of VOE Panggung Lestari in Panggungharjo Village, Yogyakarta, Indonesia was documented by interviewing local leader and key actors in the process of VOE establishment and development. In depth interview with the key person in the Ministry of Village was done to understand the context and issues regarding the institutional context changes in VOE. This research provides a conceptual framework to demonstrate how institutional context changes of regulations, social, market failure and culture might trigger the Panggungharjo Village to provide local solutions to the waste problem by implementing the social enterprise business model...
seybold Report, 2022
The purpose of the study is to examine the impact of performance on Village-Owned Enterprises on the original revenue of the village in order to improve the well-being of the village community. Methodology of Study - the sort of research employed is quantitative research. The data utilized were the findings of a questionnaire issued to the management of village-owned businesses and village chiefs in West Bandung Regency, a total of 117 samples. To test hypotheses, data analysis use partial least squares structural equation modeling. Results indicate that the performance of Village-Owned Enterprises has a favorable effect on the income of villages. Original Village Income has a favorable impact on the well-being of the community. The influence of performance on community wellbeing is favorable but insignificant. Through local income, the performance of village-owned businesses has a favorable impact on community welfare. Implications for Practice the research indicates that the presence of Village-Owned Enterprises in West Bandung Regency can boost the village's original income. If the village's initial income raises its contribution, the villagers' welfare will improve. Keywords: Performance, Village-Owned Enterprises, Original Village Income, Welfare.
CERN European Organization for Nuclear Research - Zenodo, 2022
The purpose of the study is to examine the impact of performance on Village-Owned Enterprises on the original revenue of the village in order to improve the well-being of the village community. Methodology of Study-the sort of research employed is quantitative research. The data utilized were the findings of a questionnaire issued to the management of village-owned businesses and village chiefs in West Bandung Regency, a total of 117 samples. To test hypotheses, data analysis use partial least squares structural equation modeling. Results indicate that the performance of Village-Owned Enterprises has a favorable effect on the income of villages. Original Village Income has a favorable impact on the well-being of the community. The influence of performance on community wellbeing is favorable but insignificant. Through local income, the performance of village-owned businesses has a favorable impact on community welfare. Implications for Practice the research indicates that the presence of Village-Owned Enterprises in West Bandung Regency can boost the village's original income. If the village's initial income raises its contribution, the villagers' welfare will improve.
research , 2019
A Village-Owned Enterprise (VOE) is a commercial institution established for the service of rural communities. This business entity involves a number of people with one common goal. The sustainability of such an institution at the rural level is influenced by many factors, including good relations between government and business entity managers based on strong social capital. This study aims to analyse social capital in the management communications of the VOE in Cangkudu Village, Banten. The results show that the VOE in Cangkudu Village was frozen due to several things, namely: (1) the trust between the management and the village government is low, so institutionally there was a disconnect between the communication and coordination networks in Cangkudu Village; (2) The VOE managers tried to free themselves from the intervention of the Cangkudu Village government; (3) There was a violation of the norm by the manager, especially regarding the loss of communication and coordination or reporting of the VOE activities to the Village Head as the commissioner of the business entity. Thus, the stagnation of the VOE in Cangkudu Village is due to the lack of social capital existing between the village manager and the government.
Success Factors of Village-Owned Enterprises (BUMDes) Performance in Indonesia: An Exploratory Study
Journal of Accounting and Investment
The full autonomy given to village governments by the Indonesian government coming with the demand to establish Village-Owned Enterprises (BUMDes) brings both opportunities and challenges. The reason is that not all BUMDes which have been established could perform satisfactorily. In fact, out of 3900 existing BUMDes, only a small percentage showed satisfactory performance. Based on this background, this research aims to investigate key success factors which drive the performance of BUMDes. The research was conducted from November to December 2018. The research subjects were BUMDes Amarta, Srimartani Makmur, and Tirtonirmolo, which are located in the Special Region of Yogyakarta, Indonesia. These three BUMDes were chosen because they serve as a benchmark for how BUMDes in Indonesia should be managed. The research informants were directors and employees of these BUMDes where each BUMDes was represented by one director and one employee. The data were obtained from direct interviews and documentation. The data were analyzed using a qualitative approach, consisting of such steps as data reduction, data display and conclusion drawing. The results indicated that the factors that drive the performance of BUMDes were BUMDes employees' patriotism and passion, skills, training, level of education, experience, honesty (ethical behavior), having a sense of responsibility, sincerity, seriousness, caring for the environment and society, being resilient, cohesiveness of teamwork, transparent communication between BUMDes managers, never-give-up attitude in trying to achieve the performance targets, religiosity, work satisfaction, visionary (transformational) leadership style, and the presence of incentive mechanisms.