Meningkatkan Kepercayaan Publik dan Reputasi Dewan Perwakilan Rakyat Melalui Program Parlemen Remaja

Many surveys show that the level of public trust in the Indonesian parliament (DPR) often occupies the lowest position compared to other government institutions. This study aims the efforts of the PR Bureau of the DPR in organizing the Parlemen Remaja (the Youth Parliament) program as an attempt to improve public trust and reputation through political education for the younger generation, to understand better the reputation management and relationship management mechanisms applied by PR Bureau of the DPR. The research method using an evaluation was carried out using the reputation management theory and relationships management theory of political public relations. Data collection techniques were carried out through literature study and in-depth interviews. The findings indicate that the Youth Parliament program is considered helpful in increasing student interest in politics, providing opportunities to interact with the community, and can improve their perception of the DPR. Moreover, the students can be used as brand ambassadors for the DPR by endorsing the Indonesian parliament on social media and doing word of mouth in their social milieu. It can be concluded that the program is fruitful in increasing positive perceptions and bridging the relationship between the DPR and its key stakeholders, but it is not significant enough to increase public trust and the institution's reputation

Sustainable management: a strategic challenge for a global minerals and metals industry

This paper refers to the concept of sustainable management as the management approach which efficiently integrates economic, environmental and social issues into the operations of the minerals and metals industries, with the aim of creating long-term benefits for all stakeholders, and securing the support, cooperation, and trust of the local community. Among many other issues, sustainable management deals with strategy, responsible project feasibility decisions, managing for operational efficiency, improved risk management, enhanced stakeholder relationships, and corporate reputation. Overall, it deals with seeking long-term competitive advantages through responsible management of environmental and social issues. An essential requirement for sustainable management is the corporate commitment to the values of sustainability, but this is not sufficient. Also essential is the development of a business culture where sustainability is a high professional and business value. Furthermore, an organizational structure with specific roles and integration mechanisms and adequate management systems are also required. Regarding business culture, a well-established business code is a necessary but an insufficient condition. Sustainable management relies on individual ethical conduct and trust to foster full participation of stakeholders and to encourage commitment among them. It allows decision making at appropriate levels in the organization and encourages individual risk-taking for continuous improvement. Without trust, social licence is not achievable. In this paper, the concept of sustainable management is introduced as the management approach that integrates a business culture, strong leadership and an organizational structure that strives for long term economics benefits through sustainability. To achieve this goal, sustainability must be vertically integrated at three organizational levels (corporate, divisional and operational) and three functional levels (strategy, planning and implementation)

Secure Clouds Through Reputation-Based Cloud Service Trust Management

Inadequate mechanisms for managing user trust in cloud services are a major roadblock to the broad adoption of this technology. Difficulties with privacy, security, and availability are inevitable in the cloud because of the service's intrinsic malleability, dispersion, and lack of transparency. Due to the sensitive nature of the information shared between customers and the trust management service, confidentiality must be maintained at all times. It's difficult to prevent malicious individuals from disrupting cloud services (for example, by providing false or misleading feedback to make a cloud service seem bad). Due to the dynamic nature of cloud infrastructure, it may be challenging to guarantee the constant availability of the trust management service in a cloud environment. We discuss the design and implementation of Cloud Armor, a reputation-based trust management framework that offers a collection of functions to provide Trust as a Service, with the goals of protecting cloud services from malicious users and comparing the trustworthiness of various cloud services. A unique protocol to verify the credibility of trust feedbacks while protecting users' anonymity; and (ii) an adaptive and resilient credibility model for gauging the veracity of trust feedbacks. Our approach's benefits and viability have been demonstrated through prototype development and experimentation with real-world trust feedback on cloud services

Using ICT to support public and private community memories: case studies and lessons learned

Information communication technologies (ICTs) enable the development of memories across a variety of communities. We identify a spectrum of deployment from private through to open public spaces. As we move along this spectrum key variables change including mechanisms of trust and accountability and the definition of ownership, authorship and readership. Some challenges however, remain constant such as designing for sustainability and the need to align research and community goals. Private spaces can be created to enhance existing interactions, develop bonding capital and build shared memory. Such spaces allow a defined membership the opportunity to explore new ideas away from the public gaze, using language which may not be intelligible to outsiders. ICTs may be used to bridge internal and external audiences, repurposing content for a wider public. The original content may require alternative presentation, organisation or navigation methods to support its effective use by an external audience. Increasingly, community memories are being developed using social software within the public sphere, however this raises issues of authority, reputation management, and conflict resolution. Unexpected innovation may occur, and issues of sustainability must be addressed. In our analysis we will draw on three ICT initiatives in which we have participated: Bletchley Park Guides’ Forum, Bletchley Park Text and Milton Keynes Open Guide

Corporate reputation management : reconciling identity-image gaps

A good corporate reputation is extremely valuable, and confers substantial benefits to the organisation. In order to better manage their corporate reputation, companies need to align their corporate identity and corporate image. Where they do not align and there are gaps, company directors need to identify and reconcile those identity-image gaps.In this research study, corporate reputation, and specifically image and identity, is investigated to understand whether there is gap between how the company views itself (corporate identity) and how it is viewed by its stakeholders (corporate image).Directors' perceptions of gaps between corporate identity and corporate image were explored through a qualitative research methodology that focussed on collecting primary data using an exploratory, phenomenological approach. Ten depth interviews were conducted with directors of companies operating in South Africa, who were selected through convenience sampling.A framework is proposed to assist the management of corporate reputation by reconciling identity-image gaps in companies. The core causes of these gaps are found in the company, the staff of the company, and in the external marketplace. Once these identity-image gaps are identified and acknowledged, mechanisms are proposed to reconcile the gaps through focusing on knowledge management, relationship management, communication, trust and implementation.Dissertation (MBA)--University of Pretoria, 2012.Gordon Institute of Business Science (GIBS)unrestricte

Building reputation through organisational values: A case study of a private hospital in Malaysia

Theories within organisation and management studies have offered several concepts and models which indicate that organisational values are important factor for organisational success, including reputation building. Nevertheless, existing theory is still inadequate to explain the link between organisational values and organisation’s reputation because it does not account for the enabling factors that underlies the two concepts. This study argues that the implementation of organisational values is an important organisational action for acquiring positives perceptions of organisational values which influences employee behaviour and shapes organisational reputation. It specifically shows and elucidates the enabling mechanisms that reinforce organisational values to impact on employee perceptions and behaviour. This is important because when employees share and exemplify the values in their work, they are likely to behave in ways that support the organisation’s strategy which impacts on external perceptions and build reputation. This study employed a qualitative approach through a single in-depth case study. It reflects that the understanding of ‘what is going on’ within organisation is most appropriately achieved by building concepts and constructs from empirical studies. By using semi-structured interviews, focus groups and non-participant observations, the data develops and evolves through the responses and behaviours of participants. Employees were selected through purposive sampling and the snow-balling technique was used to reach customers. The data were structured and coded using thematic analysis. The findings revealed that the process of aligning organisational values and employee values is significant for understanding how organisational values influence employee behaviours, which in turn enable the organisation to build its reputation. The data suggest that four remediation phases: aware, articulate, accept and act, are important for explaining how a gap between organisational values and employee values can be reduced. This remediation process enabled the senior management team and employees to understand how their perceptions and reactions towards the implementation of organisational values impact upon attitudes and behaviours. The findings suggest that organisational values can be reinforced through various social influences. Social interactions can occur in different forms including the involvement of leaders of the management team in creating, exampling and communicating values as well as through expanding the employee’s role in enacting values through empowerment and trust building. However, the findings emphasise that the process of cascading and instilling values through a top-down or hierarchical is no feasible. Instead, it is a hybrid approach that requires employee buy-in and involvement especially in communicating and enacting organisational values. This is an important insight because employees regularly interact with each other which provide a valuable platform to persuade and influence other colleagues to embrace organisational values. Additionally, the findings also build on the reputation literature by demonstrating the role of reciprocity and mimicking in behaviour as the consequences of social interactions within the organisation. The opportunity to regularly interact with colleagues enables employees to want to reciprocate in return for what they have received in the workplace. This tacit understanding of reciprocity for mutual benefit and the tendency to imitate other’s behaviour improves employee perceptions of organisations which in turn contribute towards reputation building. The study advances current understandings in the organisational reputation literature by providing a unique theoretical and empirical insight into how organisational values can impact on reputation building. It also highlights the important role of internal mechanisms for shaping both internal perceptions and behaviour as well as external perceptions of organisations

Trust-based quality culture conceptual model for higher education institutions

Higher Education Institutions (HEIs) play a crucial role in societies as they enhance the sustainable development of nations. In a context of increasing competition and financial difficulties in higher education institutions, the loyalty of students, faculty and administration staff as well as institutional reputation are key factors for survival and success. They are built upon trust and high quality of services rendered by HEIs. The intentional development of trust serves the purpose of enhancing the quality culture in higher education. The concept of quality culture has become a natural successor of quality management and quality assurance in universities presenting a new perspective for viewing quality at HEIs - as a combination of structural and managerial with cultural and psychological components. This paper provides an elaboration of a novel Trust-Based Quality Culture Conceptual Model for Higher Education Institutions which presents the perceived interconnections between trust and quality culture at HEIs. It can form a source for an inquiry process at HEIs, thus contributing to better contextual diagnosis of the stage where HEI is in the process of building the quality culture based on trust. The findings of this study are important in better understanding the quality culture development in HEIs that is based on trust, loyalty and reputation. It may have an impact on the decision-making processes concerning HEIs’ management. The proposed model contributes to the need for greater clarity, ordering and systematization of the role of trust in the processes of quality culture development

How managers can build trust in strategic alliances: a meta-analysis on the central trust-building mechanisms

Trust is an important driver of superior alliance performance. Alliance managers are influential in this regard because trust requires active involvement, commitment and the dedicated support of the key actors involved in the strategic alliance. Despite the importance of trust for explaining alliance performance, little effort has been made to systematically investigate the mechanisms that managers can use to purposefully create trust in strategic alliances. We use Parkhe’s (1998b) theoretical framework to derive nine hypotheses that distinguish between process-based, characteristic-based and institutional-based trust-building mechanisms. Our meta-analysis of 64 empirical studies shows that trust is strongly related to alliance performance. Process-based mechanisms are more important for building trust than characteristic- and institutional-based mechanisms. The effects of prior ties and asset specificity are not as strong as expected and the impact of safeguards on trust is not well understood. Overall, theoretical trust research has outpaced empirical research by far and promising opportunities for future empirical research exist