Community Satisfaction Survey On "Lapak Asik Onsite" Service: BPJS Ketenagakerjaan Blitar City

Abstract   The COVID-19 pandemic has changed the old ways of doing business. Various policies are pursued so that the industry remains able to co-op in a pandemic situation and can revive the business. Likewise, government institutions are required to always be able to provide excellent service to the community and strive to maintain the quality of their services even in a pandemic condition. BPJS Ketenagakerjaan is one of the public service institutions that also strive to innovate to be able to provide the best service even in a pandemic condition. One form of strategy that is sought is the LAPAK ASIK ONSITE Services. Blitar is a diverse and growing city. The presence of LAPAK ASIK ONSITE Services can be said to be something new and the people of Blitar are still adapting to this new service model. The new strategy must be well guarded so that the implementation of LAPAK ASIK ONSITE Services in the city of Blitar can run well, be accepted by the community, and satisfy the community following the mandate carried out by the implementation of good governance, including by conducting performance evaluations through community satisfaction surveys. This study aims to measure whether LAPAK ASIK ONSITE Services have been able to provide community satisfaction. This study uses an approach to calculating the Community Satisfaction Index based on PERMENPAN RB no.14-2017. The results of this study indicate that BPJS Ketenagakerjaan in Blitar City has been able to provide good LAPAK ASIK ONSITE Services and can generate community satisfaction

Innovation, Internationalization and Entrepreneurship

Over the past years, businesses have had to tackle the issues caused by numerous forces from political, technological and societal environment. The changes in the global market and increasing uncertainty require us to focus on disruptive innovations and to investigate this phenomenon from different perspectives. The benefits of innovations are related to lower costs, improved efficiency, reduced risk, and better response to the customers’ needs due to new products, services or processes. On the other hand, new business models expose various risks, such as cyber risks, operational risks, regulatory risks, and others. Therefore, we believe that the entrepreneurial behavior and global mindset of decision-makers significantly contribute to the development of innovations, which benefit by closing the prevailing gap between developed and developing countries. Thus, this Special Issue contributes to closing the research gap in the literature by providing a platform for a scientific debate on innovation, internationalization and entrepreneurship, which would facilitate improving the resilience of businesses to future disruptions

Value co-creation intention, practices and experience in self-service technologies

The 21st century is known as the experience economy where the prime aim of businesses is to provide superior customer experiences, mainly through actively seeking mutually beneficial interactions with customers which is often labelled as ‘value co-creation’. Co- creation indicates a collaborative perspective of value creation and changes the roles of the organisation into ‘value facilitators’, and customers’ from passive to active as ‘co- creators’. Extant research suggests that businesses which acknowledge this new collective practice achieve greater organisational performance. However, success is not always guaranteed in co-creation; it is an ever-present possibility that a sub optimal implementation may result in value ‘co-destruction’ which causes to diminish wellbeing of the participants.Advances in technologies have presented many opportunities for both organisations and customers to access a multitude of technological interfaces, prompting organisations to explore how self-service technologies (SSTs) can be effectively used in value creation. Despite these advances in SSTs, scholarly work in value co-creation context is largely limited to exploring interpersonal interactions in traditional physical interfaces. To the best of the researcher’s understanding, no studies examine how customers co-create value (value co-creation practices) in SSTs. An inquiry as to whether customers would like to co-create value in SSTs (co-creation intention), what customers do while co-creating value (value co-creation practices) and how they experience their collaboration (co- creation experience) in SST is therefore important.Mixed methodology is adopted, based on the sequential exploratory strategy, where a qualitative study is followed by a quantitative study, such that the findings of the qualitative study are instrumental in designing the quantitative study. The ‘practice theory’ is used as the theoretical foundation in understanding customer value co-creation practices and ‘total customer experience’ is used in understanding customer co-creation experiences.The qualitative study explores eight determinants of co-creation intention and sixteen customer value co-creation practices which are re-classified into five groups of practices (5Cs): co-learning, co-producing, co-operating, connecting and correcting. There is also evidence on the duality of these practices resulting in co-creation and co-destruction, and interconnectivity among practices.Following a confirmatory approach in the quantitative phase, a high level of customer value co-creation intention in SSTs is recognised. ‘Technology know-how’ is found to be the strongest predictor of co-creation intention while performance, information richness and situational factors show significant direct effects. ‘Convenience’ is significant with the moderating effect of age, such that the effect is stronger for young people and ‘social influence’ is significant with the moderating effect of gender with a negative effect on males and a positive effect on females. Customer value co-creation intention shows a strong significant positive effect on co-creation practices and weak significant negative effect on value co-destruction. ‘Past experience’ displays a significant positive effect on co-creation practices and significant negative effect on co-destruction. Customer value co-creation practices show a significant positive effect on customers’ functional and emotional experiences, while co-destruction reveals a negative effect on emotional experiences, and surprisingly a positive effect on functional experiences. Finally, a significant positive effect of functional experiences is found on emotional experiences.This study adds new knowledge to marketing theory by revealing customer value co- creation practices in SSTs for the first time. It also makes some incremental contributions enriching the literature in the well-established fields of value co-creation, self-service technology and customer experience. Finally, the study develops a comprehensive conceptual model expounding co-creation intention, practices and experiences in self- service technologies, which can be extended to any technologically supported services, providing an element of scientific utility in the study. This understanding will benefit service providers in devising value enhancing self-service technological interfaces from both strategic and operational perspectives by ensuring superior customer experiences and ultimately accomplishing competitive advantages