Membangun Keunggulan Bersaing untuk Perusahaan Konstruksi, Suatu Pendekatan Sumberdaya dan Kapabilitas

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This document discusses approaches to achieving competitive advantage for construction companies using a resource-based and capabilities approach. It outlines key theories on competitive advantage including resource-based view (RBV), dynamic capabilities framework, and the VRIO framework. It argues that construction companies need to build valuable, rare, inimitable, and organized (VRIO) resources and capabilities to achieve competitive advantage and better economic performance. This includes capabilities in sensing opportunities, seizing opportunities, and transforming to manage threats.

MEMBANGUN KEUNGGULAN BERSAING UNTUK PERUSAHAAN KONSTRUKSI,
SUATU PENDEKATAN SUMBERDAYA DAN KAPABILITAS
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Muhammad Sapri Pamulu, Ph.D.
Manager Strategi PT Wiratman, Jakarta.

KONSOLIDASI INDUSTRI KONSTRUKSI INDONESIA
GUNA MEMENANGKAN PASAR KONSTRUKSI ASEAN DAN GLOBAL
MEMBANGUN KEUNGGULAN BERSAING UNTUK PERUSAHAAN KONSTRUKSI,
SUATU PENDEKATAN SUMBERDAYA DAN KAPABILITAS
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Mistake
Market Power
Capabilities
Williamson (1975; 1985),
Jensen and Meckling (1976),
Kogut (1991)
Saphiro (1986)
Porter (1980; 1985)
Barney (1986; 1991);
Teece (1997)
Transactions cost;
Agency theory;
Real options
Game theory: SCP models
Resource-base
Dynamic capabilities
No Approach
Tabel 1 Pendekatan-Pendekatan Keunggulan Bersaing (Barney, 2008)
Key Authors Theory Managerial Prescription
Don’t make mistakes!
If you have market power, use it
and protect it wisely
Imitate what you can to gain
competitive parity; Exploit your
unique assets to gain advantage
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Gambar 1 The RBV-VRIO Framework (Barney, 1991)
Competitive Implications:
Disadvantage
Competitive Advantage
Competitive Advantage
Economic Performance:
PerformanceCompetitive AdvantageResources
Resource / Capabilities:
Valuable?
organisation
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Seizing
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Analytical systems (and individual
capabilities) to learn and to
opportunities.
Enterprise structures, procedures,
designs, and incentives for seizing
opportunities
Continuous alignment and
and intangible assets
Dynamic
Table 2 Dynamic Capabilities Framework (Teece, 2007)
Foundations Micro-foundations
Processes to direct internal R&D and select new technologies
Processes to tap supplier and complementor innovation
Processes to tap developments in exogenous science and
technology
Processes to identify target market segments, changing
customer needs and customer innovation
Delineating the customer solution and the business model
Selecting decision-making protocols
Selecting enterprise boundaries to manage complements and
“control”
Building loyalty and commitment
Decentralization and near decomposability
Governance
Cospecialization
Knowledge management

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