Journal of Business and Management Inaba (JBMI) E-ISSN 2829-5331.
P-ISSN 2829-6559 VOLUME 01.
NO.
02 December 2022
ORGANIZATIONAL CULTURE OF NON-FRANCHISE LOCAL COFFEE SHOP AS A
FORM OF SOCIAL ENTREPRENEURSHIP FOR MILENIALS
Aldinel Fikri1 Universitas Indonesia Membangun (INABA) Kota Bandung.
Jawa Barat.
Indonesia fikri@inaba.
ABSTRACT
The increasing number of non-franchise local coffee shops is a good sign for the social entrepreneurship sector.
Their endeavor in opening jobs opportunity and improving social welfare are highly respected.
During the Covid-19 pandemic, various non-franchise local coffee shops tried to maintain their business sustainability.
Knowing the organizational culture could be one of them.
In this study, the Organizational culture of non-franchise local coffee shops has measured by the Organization Culture Inventory (OCI) instrument, which involved 43 millennial employees and three owners of seven MSMEs of local non-franchise coffee shops in Bandung.
West Java.
The results indicate that generally, non-franchise local coffee shops in Bandung has dominated by the Constructive dimension which consists of the following aspects: Humanistic/Encouraging = 82.
Affiliative = 83.
Achievement = 79.
9% and Self-Actualizing = 75.
The statement indicates that the various non-franchise coffee shops support each employee to interact with each other, both among employees and the customers as well.
In completing their tasks, they prioritize a mutual assistance approach that somehow could support employees' enthusiasm and self-actualization at work.
Keywords: Organizational Culture.
MSME.
Social Enterpreneurship
INTRODUCTION
Every organization, whether it's a researchers can see how the values of an company, agency or even a community, organization can be internalized by its always has uniqueness or characteristics that members or employees.
have been delegated since the organization's The fundamental problem in measuring In its journey, the various values or identifying organizational cultural values that are used as a guideline .
become is their invisible nature.
Roger Harrison was guidelines for the ongoing operation of an one of the first to develop a method for Organizational culture can be identifying organizational culture.
In 1972, studied through logos, slogans/jargon and Harrison developed an instrument known as narratives about the history behind the Harrison's founding of the organization or company.
Questionnarie The history that has been inscribed by the measures the ideology of an organization in founders will be manifested as roots or terms of orientation towards powers, roles, culture that will emerge through the behavior tasks, and individuals.
The advantages of this of its members or employees.
By measuring method are the good level of validity and can Organizational Ideology Journal of Business and Management Inaba (JBMI) E-ISSN 2829-5331.
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02 December 2022 show the existing organizational culture and In 1987 Glazser.
Zamanou, & Hacker developed an Organizational Culture Survey Meanwhile, the weakness is the limited which measured 6 empirical factors, namely number of cultural types that can be teamworks and conflict, climate and morale, information flow, involvement, supervisions.
Furthermore.
Kilmann & Saxton .
and meetings.
The advantages of this method are that it is easy to use and has a organizational culture based on two cultural Meanwhile, the drawback of this method is organizations (Kilmann Saxton Culture Gap that it only discusses things that are visible on Survey Ae KSCGS), namely: .
Technical the surface.
Orientation and Human Orientation, and .
Further developments occurred in 1989.
Short Term Orientation and Long Term Cooke & Lafferty also developed a method Orientation.
Thus, in this measurement tool for identifying organizational culture known as the Organizational Culture Inventory .
Short Term Technical (OCI).
This measurement tool was developed Orientation Ae Task Support, .
Long Term in response to the demand for a reliable and Technical Orientation Ae Task Innovation, .
valid method of measuring organizational Short Term Human Orientation Ae Social Relationships and .
Orientation Long Term effective and less effective organizations.
Man Ae Personal Freedom.
The advantage of The cultural impact and gaps between the the KSCGS instrument is that it can predict current and ideal cultural profiles can provide cultural gaps within an organization.
While a reference for strengthening effectiveness in the weakness of the KSCGS measurement developing an organization's long-term plans.
tool is the lack of cultural domains or aspects OCI can be used to assess both an that are measured so that there are several organization's existing operating culture .
organizational cultures that should be able to behavioral norm.
and its idealized internal be measured independently but are measured culture .
, espoused value.
The results of in an integrated manner.
measuring organizational culture through OCI are displayed on a pie chart known as the Journal of Business and Management Inaba (JBMI) E-ISSN 2829-5331.
P-ISSN 2829-6559 VOLUME 01.
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02 December 2022 circumplex, which is used to describe the ideal operating culture and what has management style as well as team culture and happened at this time.
(Cooke Lafferty, 1.
Some of its advantages are a good level of validity, used by many experts around the world today and the results are shown in graphic illustrations.
Organizational culture will depend heavily on the type of industry.
As the fourth most populous country in the world, the food and beverage industry in Indonesia plays an important role in economic growth.
The food Figure 1.
Circumplex OCI Diagram OCI defines organizational culture as a number of moral concepts that reflect and beverage industry that is currently in great demand, especially in the city of Bandung, is a coffee shop.
behavioral expectations, both directly and The number of coffee shops .
offee indirectly, on a scientific .
that are currently developing in the The main question from OCI is: "How should city of Bandung is due to changes in the an employee or member of an organization lifestyle of the people themselves.
Coffee behave according to expectations and fit into shops no longer only act as a place to meet the organization where they work?" The food needs, but also act as a place to meet essence of this approach is the circumplex social needs and even work.
During the which shows the expected behavior in twelve easing of PPKM levels, coffee shops became categories in an easy-to-understand and the choice of employees and students to practical way .
ee figure 1.
OCI Circumplex complete assignments online.
Diagra.
In the city of Bandung itself, there are Circuplex describes which behavior already many coffee shops that stand with expectations are relatively typical for a their own uniqueness.
There are two types of company, compared to other organizations.
coffee shops that are rife in Bandung.
The Through this description.
OCI can be used as first type is chain coffee shops/franchises and Journal of Business and Management Inaba (JBMI) E-ISSN 2829-5331.
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02 December 2022 coffee shops that are managed independently organizational culture in members of the or non-franchised by local entrepreneurs.
The organization or employees will be divided visible difference that can be seen between into actual .
conditions and ideal the two types of coffee industry is that in .
In order to measure partnership coffee shops, there are special whether or not there is a gap between the characteristics that make the atmosphere actual and ideal conditions and the extent of between one shop and another in a the gap, it is necessary to develop an partnership look similar.
Whereas in local Organizational-Culture coffee shops, the atmosphere is very measuring tool that is appropriate to the distinctive, adapting to the culture of each subject of this study.
The heart of this coffee shop.
approach is a pie chart that shows behavior Inventory (OCI) The enthusiasm in establishing a non- expectations in twelve categories in a way franchise local coffee shop business by that is easy to understand and practicable empowering young people as employees is a (Cooke & Lafferty, 1.
manifestation of social entrepreneurship or Individual better known as Socio-preneurship.
Based on Organizational-Culture Inventory (OCI) the local wisdom values that exist in non- franchise coffee shops, researchers are organizational level which are then plotted on interested in measuring the ideal and actual the circuit .
ee figure 1.
OCI Circumplex values of organizational culture in non- Diagra.
Cultural styles that are located franchise local coffee shops in the city of next to each other in the circumplex .
g Bandung.
Achievement and Self-actualizatio.
are Organizational Culture in the Perspective Organizational Culture Inventory more closely related than typical cultures that are located separately .
g Achievement and Conventiona.
The following is a description Organizational of the components that make up the interesting research topic to study because the Organizational-Culture values that exist in an organization's culture circumplex (Cooke & Lafferty, 1.
will affect the dynamics of an organization.
Inventory Constructive Style Journal of Business and Management Inaba (JBMI) E-ISSN 2829-5331.
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02 December 2022 In this dimension, each member is Local Non-Franchise Coffee supported to interact with others and Shops for Micro.
Small and Medium take a task completion approach that Enterprises (MSME.
will help them meet individual The criteria for MSMEs according to Law satisfaction needs.
This dimension Number 20 of 2008, namely:
measures aspects of achievement.
A Micro Business: A business can be self-actualization, active contribution said to be a micro business if it has a .
umanistic-encouragin.
, net worth .
of no more than 50 Interpersonal Relations (Affiliativ.
million and a turnover of no more Passive/Defensive Style than 300 million.
The calculated Members believe they should interact assets do not include land and with people in defensive ways that buildings for business premises.
will not threaten their own existence.
Small business: This is a business This cultural style includes, approval group with a net worth of at least 50 culture which is synonymous with million to 500 million and has a sales agreement or avoidance of conflict, value of at least 300 million to 2.
conventional culture .
, hierarchical/non-participative culture businesses, assets that are calculated .
, and culture of strict do not include land and buildings for sanctions .
business premises.
Aggressive/Defensive Style Medium business: This is a business In this component, members are group with assets ranging from 500 expected to carry out tasks with million to 10 billion, and sales of 2.
strong commitment .
ncluding a billion to 50 billion.
As with other culture of confrontation & negativism business groups, the calculated assets .
, orientation to power do not include land and buildings.
, a culture of beating each Non-franchised local coffee shops are managed independently by individuals or .
, perfectionism .
groups who have an interest in local Journal of Business and Management Inaba (JBMI) E-ISSN 2829-5331.
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02 December 2022 Indonesian coffee, not from large corporate able to balance social activities and Social Entrepreneurship (Sociopreneu.
economic activities are developed to The simple definition of a social entrepreneur is someone who understands social problems sustainability of the organization's and uses entrepreneurial skills to make Business/ changes to social change, especially in the areas of welfare, education and health (Cukier, 2.
METHOD
This study examines the ideal and A further definition was conveyed by actual norm variables for non-franchise local Palesangi .
that social entrepreneurship coffee shop employees in the city of consists of four main elements, namely social Bandung based on the Organizational Culture Inventory (OCI) measurement tool economic activity.
which is presented descriptively based on 3 Social Values.
This is the most contained therein, namely Constructive entrepreneurship, namely creating Cultures Style as the first dimension which real social benefits for the community consists of 4 sub-dimensions namely and the surrounding environment.
Achievement.
Self-actualization.
Human Civil Social Encouraging and Affiliative.
the second dimension is Passive/Defensive Style which from the initiative and participation of consists of 4 sub-dimensions, among others, civil society by optimizing existing Approval.
Conventional.
Dependent and social capital in society.
Avoidance.
and the third dimension is Innovations.
Social entrepreneurship Aggressive/Defensive Style which consists solves social problems in innovative of 4 sub-dimensions namely.
Oppositional, ways, including by combining local Power.
Competitive and Perfectionistic.
wisdom and social innovation.
According to Riadi, .
6: .
population is Economic Successful an area or place of object or subject under social entrepreneurship is generally study, such as people, objects, events, values Society.
Activities.
Journal of Business and Management Inaba (JBMI) E-ISSN 2829-5331.
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02 December 2022 and other things that have certain quantities Cook (Che.
Cashier and Shop Manager or and characteristics to obtain information.
Supervisor.
The population in this study were employees Ideal and Actual Norms in the and local coffee shop owners in the city of Organizational Culture of Coffee Shops in Bandung.
the city of Bandung, measured through the According to Sugiyono .
the of the Organizational Culture Inventory (OCI) instrument by (Cooke & Lafferty, 1.
characteristics possessed by the population.
This The sampling method in this study was the respondents in pairs (Ideal and Actua.
sampling technique used, namely non- consisting of 96 items on 3 dimensions, accidental/incidental sampling techniques.
Sugiyono Constructive Cultures .
onsisting of 32 items divided into 4 subdimensions Achievement.
Self- accidental/incidental sampling as a sampling actualization.
Human Encouraging and technique based on coincidence, namely Affiliativ.
anyone who happens to meet a researcher .
onsisting of 32 items divided into 4 sub- and can be used as a sample if it is deemed dimensions of Approval.
Conventional, that the person who happened to be met is Dependent suitable as a data source.
Aggressive/Defensive .
onsisting of 32 Data collection was carried out by researchers on 43 employees and 3 owners Oppositional, of seven local coffee shops in the city of Perfectionistic.
Power.
Passive/Defensive Avoidanc.
sub-dimensions Competitive Bandung where researchers observed for 1 The statement item measurement week, namely: Coffee Shop X1.
Coffee scale used in this instrument, both for Shop X2.
Coffee Shop X3.
Coffee Shop X4, measuring Current culture and Ideal culture.
Coffee Shop X4 and Coffee Shop Coffee is a five-points Likert scale.
The scale for X5.
Researchers determine employees who measuring Current culture, starting from 1 can fill out the questionnaire form are those which refers to "not at all applied" to 5 which who are positioned as Barista.
Waitress, refers to "very applied".
Likewise for the ideal culture measurement scale starting Journal of Business and Management Inaba (JBMI) E-ISSN 2829-5331.
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02 December 2022 from 1 which refers to "absolutely not RESULT AND DISCUSSION hoping to be implemented" to 5 which refers The table below shows an overview of the to "very much hoping to be implemented".
demographic data of the respondents:
The gap between the current culture Tabel.
1 Participant Data .
measurement scores and the ideal culture can follow the following guidelines (Cooke & Lafferty, 1.
The current culture percentile value is obtained, then reduced by the ideal culture value.
The greater the distance or value resulting from reducing the current culture value with the ideal culture value .
an be - or ), indicating a cultural gap.
Between the actual culture and the expected culture.
A negative value (-) indicates that the average person who fills in the survey expects efforts to increase current culture so that it can achieve the ideal Conversely, a positive value ( ) indicates that the average person who fills out the survey expects efforts to reduce current culture so as to achieve Category Sex Man Woman Age Education High School Diploma Bachelor Degree Master Degree Others Position Owner Barista Waitress Chef Cashier Manager/Supervisor Years of Service 1Ae3 4Ae6 Total 39 people 7 people 30 people 13 people 2 people 1 people 30 people 2 people 11 people 1 people 2 people 3 people 26 people 4 people 2 people 4 people 7 people 16 people 19 people 11 people the ideal culture It is important to remember that the Based on the demographic data of the ideal culture is a benchmark against research sample, all employees and owners of which the current culture needs to be local non-franchise coffee shops who are the improved or lowered.
subject of this study are millennials.
Generation Y or Millennial Generation Journal of Business and Management Inaba (JBMI) E-ISSN 2829-5331.
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02 December 2022 classification is formed for those born in 1980 - 1990, or in early 2000.
The results of the analysis of the current culture experienced by local coffee shop employees in the city of Bandung .
ee Graph Circumplex Current Cultur.
show that the analysis of current culture is a condition that is actually being experienced by employees in the form of a circumplex.
The results of the circumplex in the form of percentages are shown in table 2 which shows that in general, the Constructive dimension occupies the top position with Affiliative .
6%) as the highest subdimensional and Self-actualizing .
8%) as the lowest.
This indicates that around 35 local coffee shop employees agree that they are happy to work together, are tactful, think about group satisfaction, motivate coworkers, and are open and warm .
ubdimension Affiliativ.
While the lowest position is in the Aggressive Style dimension, where the percentage with the smallest value is in the Graphic 1.
Circumplex Current Culture Tabel.
2 Current Culture Percentage Style
Persentase Humanistic / 75,4% Encouraging Affiliative 77,6% Achievement
73,6%
Self-Actualizing 71,8% Approval
68,5%
Conventional 64,6% Dependent 63,4% Avoidance 46,6% Oppositional 49,8% Power
37,5%
Competitive 49,8% Perfectionistic 61,6% Power dimension .
5%).
This shows that The results of the analysis of ideal only about 16 employees think that they like conditions .
deal cultur.
as shown in the to force, attack, take advantage of power, 2 and Table 3, shows that in general, don't like to be questioned, are tough, prefer the Constructive dimension dominates the to do everything themselves and play politics expectations of employees, where the in the workplace in order to have power.
primary ideal culture is in the Affiliative sub105 Journal of Business and Management Inaba (JBMI) E-ISSN 2829-5331.
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5%) and the secondary Ideal culture is in the Humanistic Encouraging subdimensional .
3%).
This indicates that in addition to expecting an increase in the Affiliative subdimensional, coffee shop workers also have expectations of being able to show more concern for the needs of coworkers, involve coworkers in decision making, encourage and appreciation and learn.
resolve conflicts in a Style Approval Conventional Dependent Avoidance Oppositional Power Competitive Perfectionistic Persentase 70,8% 66,3% 63,7% 44,4% 49,3% 35,7% 51,1% 65,1% Furthermore, the gap between the actual conditions .
urrent cultur.
and the expected ideal conditions .
deal cultur.
can be seen in the following diagram:
constructive way.
Figure 2.
Circumplex Ideal Culture Tabel.
2 Ideal Culture Analysis Result
Style
Persentase Humanistic / 82,3% Encouraging Affiliative 83,5% Achievement
79,9%
Self-Actualizing 75,1% Graphic 3.
Circumplex of Current and Ideal Culture Gap Tabel 4.
Analysis of Actual and Ideal Culture Gaps.
Curre Idea Style Gap Humanistic / 75,4% Encouraging Journal of Business and Management Inaba (JBMI) E-ISSN 2829-5331.
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Curre Style
Affiliative 77,6% Achievement
73,6%
Self-Actualizing 71,8% Approval
68,5%
Conventional 64,6% Dependent 63,4% Avoidance 46,6% Oppositional 49,8% Power
37,5%
Competitive 49,8% Perfectionistic 61,6% Idea Gap employees in the city of Bandung expect them to be able to think more advanced and planned, are challenged to set more difficult .
, more daring to take risks, explore, and work to achieve success.
Meanwhile, the very small gaps are in the Dependant (-) .
24%) and Oppositional .
sub-dimensions.
This interpreted that in general, with a very small gap in the value of the Dependent aspect, non-franchise local coffee employees do not have a tendency not to take initiative, on the contrary they are adaptive, spontaneous, and flexible in making decisions.
While the gap in the value of the Oppositional aspect is the second lowest after In Graph 3 you can see the gap between the Dependant aspect, indicating that the the Ideal and the Current culture.
Table 4 research subjects greatly minimize conflict at displays information regarding the gap work, support each other's constructive ideas between the primary and secondary gap in from colleagues, and interact positively.
percentage form.
The biggest gap .
rimary ga.
in this study is in the Constructive CONCLUSION dimension, the Humanistic-encouraging sub- The Organizational-Culture dimensional (-6.
93%), which means that with Inventory (Cooke & Lafferty, 1.
is an a sign (-) this sub-dimensional is expected to instrument designed to measure normative be increased or increased in intensity.
Then, beliefs and behavioral expectations regarding the second gap .
econdary ga.
is in the the culture that exists within an organization.
Achievement sub-dimensional Normative beliefs are cognitions possessed (-6.
by an individual regarding the expectations of Journal of Business and Management Inaba (JBMI) E-ISSN 2829-5331.
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02 December 2022 others for his behavior as a member of a each other to fulfill common goals and particular group or organization (Fishbein & Ajzen, 1.
Meanwhile, expected behavior In this instrument, the biggest gap is a set of normative beliefs that exist in .
rimary ga.
and the second highest gap members and are ongoing within an .
econdary ga.
can be mapped.
From the organization (Homans, 1950.
Mills, 1.
results of the descriptive statistical analysis it As with expected behavior, applicable was found that the primary gap is in the standards or norms will serve as specific Humanistic-encouraging guidelines for members in working and which indicates that employees are expected interacting with one another.
to maintain and even show more concern for sub-dimensional These recommendations and rules for the needs of co-workers, help co-workers to behavior are generally seen as important grow and develop, resolve conflicts in a components in the form of culture that have been formed and reflected by members of the appreciation to colleagues.
organization (Homans, 1950.
Siehl & Martin.
Schein, 1985.
O'ReiIy, 1.
Give The high percentage in the Humanisticencouraging sub-dimensional (Actual:
The first contribution presented in this 4%.
Ideal: 82.
3%) indicates that local study is to show the gap between the Actual coffee shops in Bandung are a type of .
urrent cultur.
and Ideal (Ideal cultur.
norms of local coffee shop employees in participatory and humanity-centered manner.
Bandung.
The results of this study indicate Members are expected to be mutually supportive, constructive, and open and coffee shops based on the Organizational relationships with one another.
Humanistic Culture culture leads to effective organizational (OCI) organizational culture at Bandung local Inventory generally dominated by the Constructive Organizations with strengths in development and active involvement of this dimension support each member to members which in turn can result in high interact with fellow co-workers and other people in order to get work done by helping Journal of Business and Management Inaba (JBMI) E-ISSN 2829-5331.
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02 December 2022 The second gap .
econdary ga.
is in the Achievement sub-dimensional (-6.
and take a task completion approach that will help them meet job satisfaction.
which means that employees of local coffee They dare to set measurable targets, shops in the city of Bandung expect that they create open communication spaces, can serve can think more advanced and planned, are customers well and get pleasure from work, challenged to set more difficult targets, which leads them to loyalty and work pursue extraordinary standards , more daring Of course, this is in line with to take risks, explore, and work to achieve the spirit of Sociopreneurs and is one of the supporting factors that has made them able to The high percentage in the Achievement sub-dimensional (Actual:
Ideal:
9%) indicates that local coffee shops in Bandung survive through the pandemic, when many MSMEs were in a slump.
The Aggressive/Defensive aspect shows that the characteristics that can do things well and organizational culture of non-franchise local respect employees, so they are able to set and coffee shops is very far from Opposition, achieve their own goals .
Power.
Competitive, and Perfectionistic Organizational members .
n this case This means that both owners and coffee shop employee.
set challenging yet realistic goals, they develop plans to achieve confrontation, do not want to control/control the goals, and pursue these goals with each other, and do not support a culture of Achievement of organizational competition among themselves and provide goals achieved effectively.
problems are space for workers to learn from each other resolved appropriately, clients and customers and tolerate mistakes.
are served well, and the orientation of Various value gaps .
that have been members and the organization itself is in a described through research data can help healthy condition.
local non-franchise coffee shop business Thus, the organizational culture of non- re-evaluate franchise local coffee shops is dominated by Recalling that non-franchise local the Constructive Style aspect, in which each coffee shop MSMEs absorb more labor from member is supported to interact with others various SMK/SMA graduates, it is necessary Journal of Business and Management Inaba (JBMI) E-ISSN 2829-5331.
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02 December 2022 to pay attention to the sustainability of the feel challenged to be more courageous in Things that need to be improved exploring their abilities so that they can include encouraging employees to contribute achieve extraordinary standards.
more to service development, supporting As for suggestions for similar follow-up employees to be more courageous in research, the researchers suggest that they be achieving targets that have not been able to conduct a comparative study of achieved, being more courageous in taking Organizational Culture between employees opportunities and taking more initiative in of non-franchise local MSME coffee shops taking action, being tougher and tougher and and franchise coffee shops.
In addition, supporting the culture more independent research on different industries can also be Each agency, institution, company or business unit will have its own organizational The essence of this measurement is to minimize gaps, especially in the aspects of Constructive Style.
Passive/Defensive Style
and Aggressive/Defensive Style so that each REFERENCES