CRITICAL FACTORS FOR BUSINESS INTELLIGENCE

SYSTEMS IMPLEMENTATION

Euphrasia Susy Suhendra1*, Gesty Ernestivita2,

Eka Miratul Khasanah3, Mitha Filandari4
1
Economic Faculty, Gunadarma University, Jakarta, Indonesia
2
Economic Faculty, Universitas Nusantara PGRI, Kediri, Indonesia
3
Economic Faculty, Gunadarma University, Jakarta, Indonesia
4
Economic Faculty, Gunadarma University, Jakarta, Indonesia

*Corresponding Author: susysuhendra@gmail.com

________________________________________________________________________________________

Abstract: The implementation of Business Intelligence system is a solution for companies to

improve performance by using the accurate, relevant and up-to-date information on which to
base their business decisions making yet the implementation generally challenging due to its
complexity and costly. This paper aims to present a review about Business Intelligence and
Determination Factors that affecting in Business Intelligence implementation to help
organizations achieve a successful Business Intelligence system implementation. This paper
used literature study to see which factor of Business Intelligence that most influential in
implementing the successful Business Intelligence system. The findings from literature
review showed that the non-technical include organizational and process factors are the most
important and influential for implementing the successful Business Intelligence Systems.

Keywords: Business Intelligence Factors, Organization, Process, Technology

_________________________________________________________________________

1. Introduction

In today’s ever-changing world of business, powerful transaction-oriented information

systems are now commonplace in every major industry around the world with the demand
quick results in Enterprises. It is becoming essential that not only is the business analysis
done, but also actions in response to analysis of results can be performed and instantaneously
changes parameters of business processes [1]. The role of information systems (IS) in
supporting core business processes and transactions has seen the growth in both the number
and variety of implemented applications. Thereby, the use of IS makes organizations collect
enormous amounts of data from numerous sources [2]. The integration of data and processes
from these heterogonous systems became a major issue for many companies [3].
The lack of integration resulted in poor data quality, inconsistent data definitions and formats,
disjointed and poorly defined business processes, and poor information access due to a
diversity of user interface designs so it will hindered business process execution and effective
decision making [3]. In an attempt to overcome the issues associated with poor IS integration,
to remain competitive, and to extract the maximum possible value from their internal data
assets, companies need to using techniques like interactive graphical data analysis, data

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mining and predictive analytics. These techniques and tools are part of a discipline referred to
as Business Intelligence [3].
Business Intelligence (BI) enables organizations to use information gathered to quickly and
constantly respond to changes [1]. The purpose of the BI systems is to combine different data
resources into information about processes in the company and provide this information in
appropriate way and timely to company management [4]; [5]. Business Intelligence
capabilities are critical functionalities that help an organization improve its performance and
adapt to environmental change. They range from data reliability to the flexibility of the BI in
decision making support. As organizations take advantage of these capabilities, their BI use
increases, as does the value derived from BI applications [2].
In fact, Business Intelligence has become an important part of the solution to providing
decision makers, at different levels of organizations, with the accurate, relevant and up-to-
date information on which to base their decisions [6]. [1] also stated that Business
Intelligence enables organizations to make well informed business decisions and thus can be
the source of competitive advantages because firms are able to extrapolate information from
indicators in the external environment and make accurate forecasts about future trends or
economic conditions. Once business intelligence is gathered effectively and used proactively
then the firms can make decisions that benefit the firms.
The objective of this paper is to present a review about Business Intelligence and
Determination Factors that affecting in BI implementation to help organizations achieve a
successful BI system implementation. This paper reviews the critical factors that can apply in
across industry generally to know the readiness of company in the BI system implementation.
Understanding critical success factors is very important for the implementation of a business
intelligence system [8]. Critical success factors provide insight into those factors that
organizations need to address to improve new BI projects’ chances of success. Several recent
studies have investigated the outcomes of organizational BI projects by using the critical
factors approach, such as research conducted by [9]; [3]; [10]; [11]; [6]..

2. Literature Review

Business Intelligence is commonly understood to includes all components of an integrated

management support infrastructure. The most prominent tools in the current BI discussion are
still “reporting”, “data mining” and “OLAP (Online Analytical Processing)” tools, which are
primarily directed to the presentation and analysis of numerical business data [12]. From an
application-oriented, logical perspective, a typical BI architecture consists of three layers [12]
that are based on operational sources, like Supply Chain Management (SCM), E-Procurement
Systems, Enterprise Resources Planning (ERP) Systems, Customer Relationship Management
(CRM), and external sources. The three layers of BI framework, are data support layer,
Information generation, storage, Information access layer, follow [13].
According to [14] with BI, business success is realized through rapid, easy access to
actionable information, which in turn, is best achieved through timely and accurate insight
into business conditions and customers, finances and markets. The successful BI brings
greater profitability, which is the true indicator of business success.

Issues and Challenge of Business Intelligence

Business Intelligence Systems (BIS), either tools, platforms, or similar applications has great
potential to help organizations to easily access the information needed by the company to

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make business decisions and, ultimately, achieve the business objectives [15]. Although BI
has the potential to improve the company performance, some of the literature indicates that
there are significant number of companies that failed to obtain the expected benefits of BI
systems implementation [16]. According to Gartner Research Group, the failure rate in BI
system implementation in order to meet the company's goal is 70% [17].
According to [18]there are three common BI challenges, namely: (1) Challenges depending
on usage of BI solution, such as the handling is too complicated, the processes of BI report
building are too complicated, or personnel using the BI solution are not qualified enough. (2)
Challenges that are connected to the BI solution and data quality, such as the software errors,
an inadequate security function, contradictory data, low speed of the product, and insufficient
support belong to this group. (3) Challenges with interface such as limited data export
functionalities and a problematic conflation of data. Those two challenges can cause the need
to import or export data manually, which usually takes longer than automatic import or
export.
In addition, according to [19] the whole BI system implementation effort is a costly, time-
consuming, resource-intensive initiative. These statement also supported by research
conducted by (Matillion) who stated that evaluating the cost of a business intelligence
implementation is usually an ‘iceberg model’ exercise. The software licence spend usually
represents about 20% of the overall cost (the visible part of the iceberg). But a further 80%
(the part invisible from the surface) will need to be spent on consultancy, hardware, ancillary
software (databases, operating systems etc.) and training. Usually about 40% of the total
project cost will then be required annually to maintain it all. From the various challenges and
reasons of the failure of BI systems implementation above, the biggest is that the company
treats BI project like IT projects. In fact, BI is both a product nor a system, but rather a
constantly evolving strategy, vision and architecture that continously seeks to align the
organizational operations and direction with its strategic business objectives [14].
Furthermore, according to [2] one of the reasons of the failure is due to lack of understanding
the Critical Success Factors (CSF) BI systems. A critical success factor is something that the
organization must do well to gain the successful [20]. In addition, the authors argue that there
is a set of factors influencing the implementation of BI systems and such antecedents (i.e.,
CSFs) are necessary [9], because critical success factors can help to ensure that business
intelligence implementation is completed on time, on budget, and delivers a stellar ROI.
There have been numerous studies identifying the critical success factors associated with
Business Intelligence System (BIS) implementation and use in various organization period
2006 until 2016 presented in Table 1.

Critical Success Factors for Business Intelligence Success

The concept that identifying success factors in business was first identified by Daniel (1961)
[3]. According to [21] the critical success factor is characteristics, condition or variable that
can significantly affect the success of company that competing in particular industry.
Therefore, a set of the factors is identified for the development of any major information
system, such as BI system. During the design process, implementation and use of BI systems,
businesses can run into many problems and complications that will need to be resolved.
Therefore, its important to identified the success factors clearly. Failure in considering the
CSFs will be a major deterrent to success [19].
Success factor represents the knowledge and application of best approaches and experiences
in managing BI that will lead to achieving the objectives of BI and the desired economic and
non-economic effects. [5]. According to [6] Critical Success Factors provide an

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understanding of the factors that organizations need to be discussed to increase the chances of
BI projects success. It is because the successful BI implementations can provide decision
makers with information that enables them to make operational, tactical or strategic decisions
[22]. However, despite the increasing interest in, and importance of, BI systems, there is still
little empirical research about the Critical Success Factors impacting the BI system
implementation [9]. Although the issues related to the implementation of BI systems is
limited, but there are still literature related to the factors framework in the implementation of
information systems, data warehouse, and project of ERP software and systems [19].
Furthermore, the researchers emphasize a series of critical success factors. According to [5]
not only technology plays a key role, but also other factors, such as people, processes,
management style and culture of the organization, are also important.
Such as the research conducted by [23] and [24], namely the system quality, information
quality, and system use, which are grouped into "infrastructure performance". Infrastructure
performance is the system quality and the standard of output [10]. In addition, there is a
factor of process performance, which consisted of budgets and time schedules [25]. Process
performance is how well the process of BI system implementation went [10]. Meanwhile [26]
used four measures to assess the success of the architectures, namely information quality,
system quality, individual impacts and organizational impacts. In addition, there are other
criteria which to measure the implementation success, namely the user satisfaction and the
overall system effectiveness [27]. User satisfaction is defined as the level of users believes
that the BI system can meet their needs [28], meanwhile the overall system effectiveness
describes the level to which the BI system can provide organizational effectiveness. Those
critical factors are causing business orientation, which in turn, along with the factors that lead
to the successful implementation, then the business benefits can be perceived. According to
[14] if company implemented BI applications efficiently and properly, they can help an
enterprise increase its business agility, decrease operating costs and improve its customer
loyalty and acquisition, and in most cases these improvements bring a tangible benefits, such
as better customer satisfaction, increased revenue and profits, cost savings and higher market
share.

Previous Studies of CSFs for Implementation of BI Systems

There are some researchers who examine the critical success factors in the Business
Intelligence systems implementation in businesses that are presented in Table 1.

Table 1. Selected Finding from Literature

No. Authors Results
1. [19] An analysis of the findings demonstrated that there is a combination of CSFs peculiar to
successful BI system implementation in EAMOs. Senior management, project sponsors, project
leaders, project members, end-users and external consultants all play critical roles in respective
Critical Success Factors.
2. [9] Organizational factors were perceived to be more important than the technological ones because
the BI team considered them to be outside their direct control. In additon, according to most
interviewees, technological difficulties can be solved by technical solutions.
3. [3] CSF associated with BI systems implementations as part of an ERP system environment are
highly reliant on ERP systems functionality and the vast amount of data that ERP systems
generate.
4. [10] An analysis of the findings further indicates that non-technical factors, including organisational
and process-related factors, are more influential and important than technological and data-
related factors.
5. [7] The obtained research results show that CSFs of BI implementation in Upper Silesian SMEs in
Poland can be classified from three perspectives: organization, process, technology. from
organization perspective - adequate budget, competent BI project manager (leadership) and
skilled (qualified) sufficient staff/team/managers, past experience and coopera-tion with a BI

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 No. Authors Results
supplier; from process perspective - well defined users’ expectations (information requirements)
and adjusting the BI solution to users’ business expectations (requirements); and from
technology perspective - integration between BI system and other systems (e.g., ERP),
appropriate technology and tools and “user friendly” (usability) BI system.
6. [6] The study identified that the most important CSFs for the participating business units belonged
to the categories of ‘committed management support and champion’, ‘business vision’, ‘user
involvement’ and ‘data quality’. The highest rated CSFs for the importance dimension for the BI
in the general context were ‘data quality’, ‘business case’ and ‘influence of IT on business unit
strategy’, whilst the highest rated in the project context were ‘data quality’, ‘top management
support’ and ‘business champion’.
7. [8] The findings showed that the relevance and importance of the different factors vary according to
the phase of the implementation. It was noted that some particular factors are most important
when the project gets started (e.g management support, defining scope, committed and informed
executive business sponsor), while some other factors become vital in the following stages of the
project (e.g. user oriented change management, adequate resources).
8. [29] This study developed a conceptual research framework to identify factors that are critical in BIS
implementation life cycle (pre implementation stage, implementation stage and post-
implementation stage). The framework gathered critical success factors and divided them into
management and technology categories.
9. [30] Different variables that were categorized in the frame of organizational, process, and
technological factors, have different effects.
10. [21] Considering the results, it can be understood that organizational component (senior management
support of the projects, the management belief in the project and proper allocation of financial
resources) is the most important CSF group in the implementation of business intelligence
systems.
11. [31] The research shows that all factors (management support, champions, means, user participation,
team skills, sources systems and startegic adjustment)are applicable to business intelligence
implemented within ERP system, except technology development.
12. [5] Results of the research are directed to the formulation of one conclusions, and that enterprises of
different sizes operating in different sectors today through successful implementation and use of
technology and BI tools achieve significant positive effects − benefits.
13. [11] Cross-case analysis suggests that organizational factors play the most crucial role in determining
the success of a BI system implementation.
Source: Previous Studies

From the finding of previous studies, it shown that CSFs in BI system implementation
are multifaceted, which is consist of various dimensions, like organization, processes, and
technologies. Organizational implementation success is the level success of implementation
in addressing organizational issues, such as change management, widespread support, and
political resistance; project implementation success is the level success of implementation in
completing the project or process on time, on budget, with the proper functionality; technical
implementation success is the level success of implementation in overcoming technical
problems. Each dimension is consist of related components (e.g organization dimension,
which includes top management support, etc). Most of the result shows that organizational
factors appear to be the most critical factor in the BI system implementation than the other
factors, especially for top management support. Meanwhile, according to [30] and [19]
different dimensions that categorized in organizational, process, and technological, have
different effects and all play critical roles in perspective Critical Success Factors.
Furthermore, [29] stated those factors have important roles in each certain stage, which is pre
implementation stage, implementation stage and post-implementation stage.

3. Method

The aim of this study is to reviews the critical success factors or successful determinants
required to make a business intelligence project deemed as successful within the
organizations. The author conduct a literature review study to identify the factors by
collecting thirty papers from reputable database journal such as Science Direct and Google
Scholar as well as International Conference. The author was reviewed and summarized

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previous studies about business intelligence, critical success factors of business intelligence
system implementation, and other journals that related to this topic.
.

4. Result and Discussion

Although the issues related to the implementation of BI systems is limited, but there are still
literature related to the CSFs framework in the implementation of information systems, data
warehouse, and project of ERP software and systems [19]. Such as study conducted by [32]
who stated that the implementation factors, such as management support and user
participation, are proposed to influence the success of the data warehouse implementation,
which has been devided into three dimensions, namely organizational, project, and technical.
The dimensions proposed by [32] is a framework of critical success factors related to data
warehouse, but according to [19] since BI system is an enterprise-wide implementation effort
similar to ERP and data warehouse, so the adoption of those CSFs is considered appropriate
in BI system implementation. In addition [7] also stated that BI is closely linked with the
issue of data warehouse. As a series of studies conducted by Yeoh ( [9]; [10]; and [11])
presented three major dimensions of CSFs proposed by [32], namely organisation, process,
and technology. Here are the focus areas and the development of a critical success factor in
the BI systems implementation that classified into three dimensions, namely the
organizational, process and technology and the components of each dimensions. The CSFs
framework based on previous studies presented in Figure 1.

Fig 1. CSFs Framework

Source: Previous Studies

Organizational
An implementation is success when the produced system is accepted into the organization
and integrated into work processes [32]. Organizational factors can affect the implementation
success when political resistance in the organization was dealt with effectively, change was
managed effectively, and support existed from people throughout the organization.
Organizational support is reflected in the attitudes of the various business stakeholders; that
is, their attitudes to change, time, cost, technology, and project scope. The components of
organizational dimensions are:

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Committed Management Support and Sponsorship;
Committed top management support; management support; ensure senior management
support; support from senior manager; committed and informed executive sponsor; strong
sponsor; stockholder active involvement and sponsorship [19]; [9]; [10]; [11]; [21]; [6]; [31];
[3]; [8]; [30]; [29]; [7]; [5].
Several studies have shown that management support and sponsorship is the most
important factor for BI system implementation and necessary for the successful
implementation of BI systems. A consistent support and sponsorship from top management
will make it easier to secure the required resources for operating such as finance, labor skills,
organizational support, and other requirements during the implementation process.
Management support can also be a direct involvement of business executives in the project
steering committee (CIO, general managers, functional managers-who are also data owners),
IT/IS managers, and project manager) that provides direction and overall support to the BI
initiative [11].
One of common mistakes that are made while establishing and managing BI program is not
providing adequate resource (e.g money, people, and time) for supporting efforts needed for
successful BI implementation. The adequate resources can help the project team to overcome
the obstacles of BI systems implementation and meet the project milestones, because
considering that the implementation of BI systems are very expensive, time-consuming and
resource-intensive initiative [19].

Clear vision and well-established business case

Clear business vision and plan; well-defined vision and clear goals for system and business,
clear vision and well-defined information and systems requirements, clear vision and
mission, perspective, goals, and strategy [7]; [9]; [21]; [11]; [8]; [30]; [29].
Strategic business vision is needed to direct the implementation effort. In research conducted
by [10] showed that long-term vision, especially in terms of strategic and organization, is
required to enable the establishment of BI business case. Considering the business case
should be aligned with the company vision as it will ultimately have an impact on BI system
adoption and result, that will be used to meet the business goals and requirements.

Process
Success with process factors can be measured by how well the team meets its critical time,
budgetary, and functional goals [32]. The components of process dimensions are:
Business-centric championship and balanced project team composition;
Existence of a business-centric champion; presence of a champion, champion, project
championship, business oriented championship, leadership, project team combination,
balance team composition, strong project management [3]; [6]; [29]; [30]; [9]; [31]; [10];
[11]; [19]; [21] .
According to research conducted by [19] stated that getting the right person to lead BI system
implementation project is important because it can determine the BI systems implementation
success. The project leader, or so-called champions, are required to be technically
knowledgeable, has a deep business knowledge to be able predict organizational challenges
that arise during the project run and able to translate business requirements into the BI system
architecture, as well as excellent interpersonal skills for dealing with organizational conflict.
Use of external consultant at early phase; external consultant, consultant ability [9]; [10];
[31]; [11]. External consultants play an important role and can improve the system
implementation success, especially in the early phase of implementation since they have

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spent most of their time working on a similar project. In addition, there is a lack of
experience and competence in internal organization, so it can be equipped with an external
consultant. External consultants can provide an objective views of solutions for the problems
that occur during the implementation processs.
Committed expertise from business domain; experienced business intelligence workers
[9]; [10]; [5]; [11]. Research conducted by [9] explained that BI team must identify and
include expertise from business domain, especially for activities such as data standardization
of, requirement engineering, data quality analysis, and testing. This enables the system design
to be driven by the business and ensures that the BI needs derived from business are a driver
of the logical data architecture.
The team is cross-functional; project team management, strong partnership between the
business and IT counterparts, IT knowledge and technical skills of the project team, team
structure, appropriate team skills, coincidence of business and IT, project team combination,
balanced team composition, team skills, involvement of business and technical, right team of
qualified, Skilled (qualified) sufficient staff/team/managers, team related factors [9]; [21];
[31]; [11]; [8]; [30]; [29]; [3]; [5]; [7]; [10].

Business-driven and Iterative Development Approach

Project scope is clearly defined; project scope, project scope management; enterprise-wide
solution scope, project planning and scope definition [3]; [8]; [9]; [5]; [19]; [10]; [11].
The success of BI systems implementation need to consider carefully the important factors of
the project planning and scope definition. The proper project planning facilitate the flexibility
and adaptability to the changing requirement related to the time schedule and the resources
provided, particularly in implementing the complex BI system and provides guidelines that
enable the project team to focus on the important milestones and related issues while
protecting them from tapping on the unnecessary events. Project failures can occur when
developing a detailed plan for the project, but no one was following a plan [19].

Business User-Oriented Change Management

Formal user involvement throughout the lifecycle; stakeholder active involvement,
participation end users, users involvement, user participations, involvement of business and
technical, change management, effective change management, formal and interactive user
involvement [9]; [21]; [31]; [11]; [3]; [6]; [29]; [8]; [30]; [7]; [9]; [11]; [19]; [10]
User participation occurs when users are assigned project roles and tasks and have direct
experience of the product, so it can provide better communication of their needs, which in
turn can help to ensure the success of system implementation [32].

Technological

[32] Stated that the technical complexity of data warehousing is high because of the large
number of diverse and disparate systems that typically need to be understood, reconciled, and
coordinated; the large volume of data that must be extracted, transformed, loaded, and
maintained; and the complicated analytics that often are applied to the data (e.g., financial
profitability models, data mining algorithms). They also stated that technical problems may
emerge at various points during a data warehousing project, such as when many,
heterogeneous data sources must be combined and when new technology for data
warehousing must be fit into an existing technical infrastructure. So, it is important to

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analyzing the technological factors as CSFs in the implementation Business Intelligence
systems. The components of technological dimensions are:
Business driven, scalable & flexible technical framework;
Stable source systems are in place, source systems, integration between BI system and
other system, creating data warehouse organization, stable and reliable back-end systems
[32]; [9]; [3]; [10]; [7]; [8]; [21]; [31]; [11].
It means that companies must have stable source/reliable back-end system because it is
crucial to ensure that data works well. The quality of data has a profound effect on system
initiatives. The existence of data warehouse is aiming to integrate all the data on the
organization. However, data on the organization is usually derived from a variety of
heterogeneous sources so that each unique source requires special expertise and coordination
to access the data. The existing data are often defined differently shows that the lack of data
standards become the main fundamental problem that it is difficult or impossible to share and
interpret the data through the application. Data were standardized resulting data manipulation
become easier, fewer problems and ultimately make the system more successful that
standardization of technologies and data is crucial related to the quality of source data [32].

Establishment of a strategic, scalable, and extensible technical framework, formal

selection of development tools and technology, appropriate technology and tools, extensible
technical infrastructure [19]; [9]; [10]; [7]; [8]; [11].
The key factor which emphasized the issue of technology is the technical framework of the
BI system that should be able to accommodate the requirements of scalability and flexibility
according to the needs of a dynamic business. This is because the design of a flexible and
scalable infrastructure allows for easy expansion of the system in aligning it with the
development of information needs. In fact, BI infrastructure involves all substantive tasks for
technical coating lines for the overall BI environment that includes the implementation of
new software and hardware, interoperability between legacy systems and new BI
environment on the network and at the database level, subsystem administration and so on
[10].

Prototype is used as proof of concept, building a pilot system and incremental change, user
friendly (usability) BI system, perceived usefulness, learnability and user oriented and
friendly technologies [19]; [9]; [10]; [7]; [29]; [11].
The prototypes using real corporate data proved to be helpful in obtaining the acceptance of
business stakeholders. According to most interviewees in [11], prototypes facilitate better
communication among staff of different functions, especially in showing them the benefits,
advantages, and values an individual unit may contribute to the overall organization. The case
studies reveal that those organizations which have implemented ERP infrastructure and/or
integrated asset management systems are more likely to achieve success. So, it would
convince the stakeholders on the usefulness of BI system implementation.

Sustainable data quality & integrity

High quality of data at source systems; Data quality, data quality and reliable sources, data
accuracy and integrity, quality of source data, good data quality at source systems [32]; [19];
[9]; [10]; [7]; [6]; [8]; [29]; [30]; [5]; [11].
Delphi Study in [11] indicates that the data quality is very important in the successful
implementation of BI systems because data quality will affect the quality of the management
report, which in turn will have an impact on the decisions. BI systems must be able to

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integrate different data within the organization to conduct further analysis through BI analysis
tools. However, it will be difficult if the data in the source system have poor quality. Previous
studies have found that the quality of existing data organization can have a profound effect on
the initiative of the system and that companies that improve data management realize
significant benefits. Therefore, the quality of data sources depends on the standardization of
technology and their data [32].

Business-led establishment of common measures and classifications,

data classification, data security measures reinforced [9]; [10]; [6]; [8]; [11]. who conduct a
Delphi study in Engineering Asset Management Organizations (EAMOs) such as utilities
and transportation enterprises, store vast amounts of asset-oriented data stated that a BI
system provides EAMO users with a dimensional view of data such as engineering
assets, and each of the dimensions has its unique measures. In order to have consistent
measures and classification across subject areas, the interviewees asserted that business-led
commitment is pivotal to establish consensus. The BI team would use those common
definitions to develop an enterprise-wide dimensional model that is business orientated.

Sustainable dimensional and metadata model, modeling dimensional data and

metadata, flexible and extensible data model [19]; [9]; [10]; [8]; [11]
[19] explains that in order to have the dimensions and right measurement of areas, consistent,
important for users to build consensus on the dimensions and measures that will be used in
the data model of the system. Many experts emphasize that the information needs of key user
organization must be identified to enable a decision regarding data requirements that will
meet the expectations and information needs. As a result, the project team will use those
needs to develop a comprehensive data model business-oriented enterprise. Therefore, the
development of metadata models on which to base the development of logical and physical
data warehouse for the BI system will alleviate the problem of terminology. Model metadata
should be sustainable for the long term to provide consistency in which the end user relies.
More importantly, the metadata model should be flexible enough to enable the scalability of
the B1 system while consistently providing integrity on which OLAP, data mining and
executive information systems depend.

Business-led data governance` data management, data governance [9]; [10]; [8]; [21]; [11].
Data governance is the most underrated and underestimated in almost every BI development
efforts. In fact, the efforts of data governance and service needs to be done to improve the
quality of data in back-end systems as operational, maintenance, procurement, work
management, and inventory control, because unreliable data sources will have a dual effect
on BI application and the results of subsequent decisions [9].
The Critical Factors identified from literature review presented in Table 2.

Table 2. Critical Factors Identified from Literature Review

Dimensio
Critical Factors Contextual Elements Sources
ns
Committed
Organizat management Committed top management [19]; [9]; [3]; [10]; [7]; [6]; [8]; [29];
ional support & support [30]; [21]; [31]; [5]; [11]
sponsorship

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 Dimensio
Critical Factors Contextual Elements Sources
ns
Adequate resources is [9]; [3]; [10]; [7]; [6]; [8]; [30]; [21];
provided [11]
Clear business vision and plan [9]; [10]; [7]; [8]; [29]; [30]; [21]; [11]
Aligning the BI project with
Clear vision & well- [9]; [10]; [8], [21], [31]; [11]
organizational business vision
established business
case Well-established business case [9]; [10]; [29]; [11]
Business-centric
championship & Existance of a business-centric [19]; [9]; [3]; [10]; [6]; [29]; [30]; [21];
Process
balanced team champion [31]; [11]
composition
Use of external consultant at
[9]; [10]; [31]; [11]
early phase
Committed expertise from
[9]; [10]; [5]; [11]
business domain
[9]; [3]; [10]; [7]; [8]; [29]; [30]; [21];
The team is cross-functional
[31]; [5]; [11]

Business-driven & Project scope is clearly defined [9]; [3]; [8]; [5]; [11]
iterative development Adoption of incremental
approach [19]; [9]; [10]; [11]
delivery approach

Formal user involvement [19]; [9]; [3]; [10]; [7]; [6]; [8]; [29];
User-oriented change throughout the lifecycle [30]; [21]; [31]; [11]
management
Formal education, training, [19]; [9]; [3]; [10] ; [29]; [21]; [31];
and support are in place [11]
Business driven,
Technolo scalable & flexible Stable source systems are in [32]; [9]; [3]; [10]; [7]; [8]; [21]; [31];
gical technical place [11]
framework
Establishment of a stragic,
scalable, and extensible [19]; [9]; [10]; [7]; [8]; [11]
technical framework
Prototype is used as proof of
[19]; [9]; [10]; [7]; [29]; [11]
concept
High quality of data at source [32]; [19]; [9]; [10]; [7]; [6]; [8]; [29];
systems [30]; [5].
Business-led establishment of
Sustainable data common measures and [9]; [10]; [6]; [8]; [11]
quality & integrity classifications
Sustainable dimensional and
[19]; [9]; [10]; [8]; [11]
metadata model
Business-led data governance [9]; [10]; [8]; [21]; [11]
Source: Previous Studies

5. Conclusions

Understanding the Critical Success Factors in implementing the Business Intelligence

Systems is important if companies want the implementation to be successful. This paper

Proceeding 1st International Conference on Business & Social Sciences (ICOBUSS) 427
Surabaya, October 3rd – 4th, 2020
reviews a variety of journals that examine the effect/impact of implementing BI systems.
Implementing system like Business Intelligence Systems is costly and time-consuming so
that companies must pay attention to the three key factors that is organizational, process, and
technology. Based on previous study, most of it stated that among the three key factors, the
organizational and process factor is the most important and influential for implementing the
successful Business Intelligence Systems. However, companies also need to consider
carefully the application of implementing the BI system because dimensional organization
and processes which may be different. Organizations are in a better position to address the
factors through business-orientation approach. That is, without the encouragement of a clear
business purpose, BI initiatives rarely produce a great impact. So, the implementation of BI
systems is more likely to be successful when a specific business needs can be identified early
and used in the implementation effort.

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Işık,O, M. C. Jones, dan A. Sidorova.2011. Business Intelligence Success and the Role of BI
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Where BI Tools Fail.A White Paper:1-16, 2007.

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 ACKNOWLEDGEMENT

Praise be upon Allah SWT for all His grace and guidance so that the Proceedings of the
1st International Conference on Business & Social Sciences (ICOBUSS) with the theme
"Sustainable Business Practices in Digital Environment" convened by Indonesian School of
Economics (STIESIA) Surabaya, East Java , Indonesia on 3rd-4th October 2020 has been
done greatly.

The research topics presented were divided into 2 main areas: (1) General Management
consists of: technology & innovation, business sustainability, e-commerce & digital
management, entrepreneurship, human resource management, strategic management,
sustainable tourism management, organizational behaviour, marketing & sales management,
business ethics, halal management/halal tourism, knowledge management, operation &
quality management, international business management, leadership & governance,
management issues in accounting and finance, and accounting management and (2)
Management from Islamic Perspectives consists of: efficiency in muslim-managed
organizations, corporate governance: the Islamic approach, international management and the
muslim world, leadership styles of muslim managers, managerial ethics in an Islamic
framework, case studies of muslim-managed organizations, synthesis of contemporary
management and Islamic management, and other functional management areas (marketing,
finance, human resource and quality management from Islamic.

The preparation of the proceedings is intended to broadly disseminate the research

results presented at the international conference. Conference Proceedings is a form of
scientific publication aside of journals that help to increase scientific publications for the
academic community, especially STIESIA Surabaya. Therefore, the proceedings resulting
from the international conference convened by STIESIA Surabaya must be high quality and
are expected to be able to have a scientific impact on its fields in the form of citation of the
proceedings which in turn can improve the reputation of STIESIA Surabaya. Indexation of
proceedings in a reputable database is one of the way to improve the quality, especially in
increasing the visibility of the proceedings globally.

To the founder of STIESIA Surabaya (Prof. Sutjipto Ngumar, Ph.D., CPA) and the
Head of Perpendiknas (Drs. Ec, Agus Subagio) and all the staffs as the legal entity of
STIESIA as well as all the leaders of STIESIA Surabaya, thank you for the great commitment
for improving and developing STIESIA Surabaya in order to get international achievement.
Moreover, I would like to express my sincere gratitude and high appreciation to the
Chairperson of the ICOBUSS committee (Ass. Prof. Dr. Suwitho) and all the committees
who worked greatly hard to plan and convene this international conference.

Proceeding 1st International Conference on Business & Social Sciences (ICOBUSS) i

Surabaya, October 3rd – 4th, 2020
 I would like to express my heartfelt thank you and give high appreciation to our
Keynote Speaker Dr. Emil Elestianto Dardak (as the Vice Governor of East Java). In
addition, I also would like to greet our speakers: (1) Prof. Abdul Talib Bon (from Department
of Production and Operations Management-University Tun Hussein Onn Malaysia), (2) Prof.
Noel Scott (form Sustainability Research Centre, University of Sunshine Coast, Australia),
and (3) Dr. Marlon Astillero, a lecturer from International College Rajamangala University of
Technology Krungthep Bangkok, Thailand. Last but not least, thank you very much to the
authors, reviewers, and moderators who have contributed their thoughts in the form of
research work presented at this conference and the research will be reviewed so that the
content quality of the paper can be maintained and accountable to the public interest.

To sum up, I hope that this proceedings provide benefits to all parties, especially in the
context of providing theoretical and practical solutions for practical development in society.

Dr. Nur Fadjrih Asyik, S.E., M.Si., Ak., CA.

The President of Indonesia School of Economics (STIESIA) Surabaya

Proceeding 1st International Conference on Business & Social Sciences (ICOBUSS) ii

Surabaya, October 3rd – 4th, 2020
MESSAGE FROM THE 1st ICOBUSS CHAIRMAN
EXECUTIVE

Assalamualaikum warohmatullahi wabarokatuh

Greetings from STIESIA, Surabaya, Indonesia!

On behalf of all the committees of 1 st International Conference on Business and Social

Sciences “1st ICOBUSS” 2020, we would like to express our sincere gratitude to all parties
who take the role for this conference successes. Highly appreciation goes to all the speakers,
researchers, lecturers, and all students either from Indonesia or around the world who
participated and worked together so that “1st ICOBUSS” with the theme” “Sustainable
Business Practices in Digital Environment.” Can be held virtually well on October 3rd-4th
2020.

I need to say that the aim of this conference is actually as a catalyst to disseminate various
research fields such as human resources management, marketing, finance and others. In
addition, this conference is mean to build networks between researchers / academics and
practitioners from various participating countries. The presenters and participants of this
International Conference are from Indonesia, Malaysia, Timor Leste, Yaman, South Korea
and also United Kingdom

Lastly, my deep appreciation will go to our sponsors which are the alumni of STIESIA
Surabaya batch 1984, Drs.Ec. Lambertus Jitmau MM currently as the Mayor City of Sorong
and also Districts Government of Sorong, Lintas Arta, Biznet, PT Wiramas, BNI Bank of
Surabaya Branch and then PT Centrin Online Prima. In addition, all of the co-hosts.
Moreover, the head of PERPENDIKNAS as the Legal Entity and the Foundation for
STIESIA Surabaya, Drs. Ec. Agus Subagyo, as well as President of STIESIA Surabaya
Associate Professor Dr. Nur Fadjrih Asik, together with all of the Committee for this
conference who had been working hard tirelessly to prepare for this International Conference.

We look forward to welcoming you in the next 2nd International Conference on Business and
Social Sciences 2021 (ICOBUSS 2021).

Wassalamualaikum warohmatullahi wabarokatuh

Dr. Suwitho
Chairman Executive
The 1st ICOBUSS 2020

Proceeding 1st International Conference on Business & Social Sciences (ICOBUSS) iii
Surabaya, October 3rd – 4th, 2020
 Committee 1st ICOBUSS

Director : 1. The President of PERPENDIKNAS

2. Members of PERPENDIKNAS

Person in Charge : 1. The President of STIESIA Surabaya

2. Vice President of Academic Affairs STIESIA
Surabaya
3. Vice President of Finance Affairs STIESIA Surabaya
4. Vice President of Student Affairs STIESIA Surabaya

Chairman Executive : Dr. Suwitho, M.Si.

Secretariat : 1. Dr. Suhermin, S.E., M.M.

2. Rika Rahayu, S.M., M.B.A.
3. Mar’atus Zahro, S.E., M.S.A.
4. Sutrisno

Treasurer : 1. Dian Palupi, S.E., M.S.M.

2. Rutin, S.E., M.M.

Event Division : 1. Dewi Maryam, S.E., M.M.

2. Dr. Lilis Ardini, S.E., M.Si., Ak., CA.
3. Abu Ahmadi, S.E.

Publication Division : 1. Sulistyo Budi Utomo, B.B.A., M.A., Ec., Ph.D.

2. Septian Bagas Anjasmara RP., S.Ds.
3. Atika Fitri Mumpuni, S.M.
4. Sabrina Putri Oktavia, S.Pi.

Sponsorship Division : Dra. Wiwiek Srikandi, M.M.

Information Technology Division : 1. Ir. Pontjo Bambang M., M.M.

2. Achmad Zakariyah, S.Kom.
3. Gilang Perwira
4. Indarto
5. Mukhamad Abdul Mustofa

Infrastructure Division : 1. Maryati

2. F. Arifin Santoso
3. Evi Diana, S.E.
4. Iwula Hari
5. General Helper

Proceeding 1st International Conference on Business & Social Sciences (ICOBUSS) iv

Surabaya, October 3rd – 4th, 2020
 Reviewer Committee 1st ICOBUSS

Prof. Abdul Thalib Bon Universiti Tun Hussein Onn Malaysia,

Johor, Malaysia
Prof. Colin Webb University of Manchester, Manchester,
United Kingdom
Prof. Seungwook Kim Korea University, Seoul, South Korea
Prof. Mamoru Yamada Yamaguchi University, Yamaguchi, Japan
Evan Lau Poh Hock, Ph.D Universiti Malaysia Sarawak (UNIMAS),
Sarawak, Malaysia
Rayenda Khresna Brahmana, M.Sc., Ph.D Universiti Malaysia Sarawak (UNIMAS),
Sarawak, Malaysia
Dr. Wichai Chattinnawat Chiang Mai University, Chiang Mai,
Thailand
Prof. Dr. Budiyanto, M.S. Indonesia School of Economics (STIESIA),
Surabaya, Indonesia
Prof. Dr. Teddy Chandra, S.E., M.M. Institute of Business and Technology Pelita
Indonesia, Pekanbaru, Indonesia
Prof. Dr. Ni Nyoman Kerti Yasa, S.E., M.S. Udayana University, Denpasar, Indonesia
Dr. Suwitho, M.M. Indonesia School of Economics (STIESIA),
Surabaya, Indonesia
Dr. Triyonowati, M.M. Indonesia School of Economics (STIESIA),
Surabaya, Indonesia
Dr. Hendri Soekotjo, S.E., M.M. Indonesia School of Economics (STIESIA),
Surabaya, Indonesia
Dr. Khuzaini, S.E., M.M. Indonesia School of Economics (STIESIA),
Surabaya, Indonesia
Dr. Djawoto, S.E., M.M. Indonesia School of Economics (STIESIA),
Surabaya, Indonesia
Dr. Suhermin, S.E., M.M. Indonesia School of Economics (STIESIA),
Surabaya, Indonesia

Proceeding 1st International Conference on Business & Social Sciences (ICOBUSS) v

Surabaya, October 3rd – 4th, 2020
 TABLE OF CONTENTS
1. THE ROLE OF SOCIAL CAPITAL AND OWNER
COSMOPOLITANISM ON MARKETING PERFORMANCE OF
JONEGOROAN BATIK MSMEs
Abdul Azis Safii, Susilowati Rahayu 1-10

2. THE ROLE OF MODERATION OF JOB SATISFACTION AND

RELIGIOSITY IN INFLUENCING ORGANIZATIONAL JUSTICE
ON EMPLOYEE PERFORMANCE
Abdul Jamal 11-21

3. THE INFLUENCE OF ORGANIZATIONAL CULTURE AND JOB

SATISFACTION ON EMPLOYEE PERFORMANCE DURING THE
COVID-19 PANDEMIC
Abdul Rachman, Lilis Ardini 22-31

4. PERSONAL VALUE, ORGANIZATIONAL COMMITMENT AND

PERFORMANCE OF LECTURERS
Abdul Wahid Kamma 32-38

5. PROVING THE ROLE OF ENTREPRENEURIAL MARKETING IN

HANDLING COMPLAINTS AND ITS IMPACT ON IMPROVING
MARKETING PERFORMANCE IN SMES INDUSTRY
Aditya Liliyan, Manda Rahmat Husein Lubis 39-49

6. THE ACHIEVEMENT OF HUMAN RESOURCES STRATEGY

THROUGH RESPONSIBLE MARKETING AND SUSTAINABLE
TOURISM COMPETITIVENESS AT MSMEs OF TOURISM
SECTOR IN EAST JAVA
Adya Hermawati, Suhermin, Rahayu Puji Suci, Mulyono 50-63

7. USER SATISFACTION MEASUREMENT OF VOTER DATA

INFORMATION SYSTEM WITH EUCS MODEL IN KOMISI
PEMILIHAN UMUM SURABAYA
Afisia Dewima, Yusuf Amrozi, Muhammad Khusnul Milad, Abdur 64-75
Rohman

8. THE CHANGING BEHAVIOR OF HOTEL GUEST DURING

PANDEMIC COVID 19: CASE OF SURABAYA HOTELS
Agoes Tinus Lis Indrianto, Baswara Kristama, Sugito 76-85

9. DOES PRIVATIZATION MEET THE EXPECTATION? CASE OF

STATE-OWNED ENTERPRISES (SOEs) SERVICE SECTOR IN
INDONESIA STOCK EXCHANGE
Crystha Armereo, Pipit Fitri Rahayu, Agung Anggoro Seto 86-95

Proceeding 1st International Conference on Business & Social Sciences (ICOBUSS) vi

Surabaya, October 3rd – 4th, 2020
 TABLE OF CONTENTS
10. INDIVIDUAL CHARACTERISTIC ANALYSIS TOWARDS
CAREER DEVELOPMENT AND ITS IMPACT ON THE
LECTURER PERFORMANCE AT TECHNOLOGY UNIVERSITY
OF SURABAYA
Agus Purbo Widodo, Suwitho 96-109

11. INFLUENCE OF RELATIONSHIP SATISFACTION, TRUST,

COMMITMENT ON LOYALTY: INSIGHTS FROM BUSINESS-
TO-BUSINESS PRACTICES AT PT PETROKIMIA GRESIK
Ahmad Rendy Putra, Suhermin 110-120

12. THE ROLE OF WORKLOAD MODERATION ON THE EFFECT

OF COMPENSATION ON PERFORMANCE IN PT. KERETA API
INDONESIA (PERSERO)
Audi Permana, Inolin Titiyanty 121-131

13. THE EFFECT OF PRODUCT INNOVATION, PRICE

PERCEPTION, AND PROMOTION OF INTEREST IN BUYING
PLAZA CHATIME VISITS
Ayu Oktaviani Harliningtyas, Sengguruh Nilowardono, Salem 132-139
Abdulaziz Mohammed Ba Wazir, Ani Wulandari, Agus Sukoco

14. THE EFFECT OF SERVICE QUALITY DIMENSION ON

CUSTOMER SATISFACTION MODERATED WITH TANGGUNG
RENTENG COMMITMENT
Heru Suprihhadi, Bambang Hadi Santoso Dwidjosumarno, Hendri 140-154
Soekotjo

15. UNDERSTANDING NURSE WORKLOAD, WORK STRESS, AND

SUPERVISION ON INFLUENCE OF CLINICAL PERFORMANCE
Bayu Saputera, Suhermin 155-167

16. TOUR OPERATOR ADJUSTMENT POST COVID-19:

A PRELIMINARY STUDY
Chonlada Sermkit, Witita Mayrae, Thitiya Kueklang, Paweena 168-172
Sangwichain, Chidchanok Anantamongkolkul

17. MICRO SMALL MEDIUM ENTERPRISES STRATEGY IN

BUILDING ONLINE SHOP BRAND IN THE MARKETPLACE
Chusnul Rofiah, Khuzaini 173-187

18. PERFORMANCE HEAD OF INPATIENT ROOM IN GENERAL

HOSPITAL DR. WAHIDIN SUDIRO HUSODO MOJOKERTO
CITY RELATED LEADERSHIP AND MOTIVATION FACTORS
Daniel Bagus Setyawan, Moch. Misbah 188-205

Proceeding 1st International Conference on Business & Social Sciences (ICOBUSS) vii
Surabaya, October 3rd – 4th, 2020
 TABLE OF CONTENTS
19. THE EFFECT OF MANAGEMENT ACCOUNTING SYSTEM TO
TASK UNCERTAINTY AND MANAGERIAL PERFORMANCE IN
COOPERATIVE
David Efendi, Emeralda Ayu Kusuma, Nur Laily 206-221

20. THE EFFECT OF WORK STRESS AND WORK LOAD ON

EMPLOYEE PERFORMANCE (A CASE STUDY OF A
CONTRACTED PERSON IN THE SCHOOL ADMINISTRATION
SECTION AT THE JOMBANG CITY EDUCATION OFFICE)
Deni Widyo Prasetyo, Chusnul Rofiah 222-241

21. SWOT ANALYSIS TO DETERMINE A COMPETITIVE

STRATEGY OF CULINARY CENTER IN SIDOARJO REGENCY
Deograsias Yoseph Yustinianus Ferdinand, Citra Anggraini 242-247
Tresyanto

22. EFFECTIVENESS ANALYSIS OF CLINICAL SUPERVISION

MODELS IN IMPROVING THE CLINICAL NURSE
PERFORMANCE
Desy Puspa Sari, Resti Akmalina, Bayu Saputera 248-262

23. FRAUD DETECTION IN INDONESIA NATIONAL HEALTH

INSURANCE IMPLEMENTATION: A PHENOMENOLOGY
EXPERIENCE FROM HOSPITAL
Lilis Ardini, Dewi Maryam 263-270

24. ANALYSIS OF ESPORT INTERPRETATION IN CHILDERN

D. Yuliawan, M. Y. Rizky 271-278

25. HOW TO MANAGE ECOTOURISM FOR EDUCATION PURPOSE:

A SWOT ANALYSIS OF SEA TURTLE CONSERVATION
TOURISM
Tias Andarini Indarwati, Dhita Ayu Permata Sari, Sunu Kuntjoro, 279-291
Aghus Sifaq

26. WORK EFFECTIVENESS OF WORK FROM HOME AT THE

COVID-19 PANDEMIC IN BAPENDA STATE CIVIL APPARATUS
OF EAST JAVA PROVINCE
Diana Rapitasari, Budiyanto 292-303

27. TOURISM DEVELOPMENT STRATEGY OF TANJUNGPINANG

CITY AS A CITY OF CULTURE
Satriadi, Dwi Septi Haryani, Tubel Agusven 304-312

Proceeding 1st International Conference on Business & Social Sciences (ICOBUSS) viii
Surabaya, October 3rd – 4th, 2020
 TABLE OF CONTENTS
28. SERVICE QUALITY AFFECT ON THE DECISION OF USING
THE NETWORK SERVICE
Dwi Cahyono, Veronika Nugraheni SL, Sulaikho 313-324

29. THE EFFECT OF WORK DISCIPLINE AND JOB SATISFACTION

ON ORGANIZATIONAL CITIZENSHIP BEHAVIOUR AND
EMPLOYEE PERFORMANCE
Dwi Junianto, Suwitho 325-335

30. AN ANALYSIS OF REGIONAL FINANCIAL MANAGEMENT

INFORMATION SYSTEM (SIMDA) IN IMPROVING THE
QUALITY OF FINANCIAL STATEMENTS IN BLITAR
Dyah Agustin Widhi Yanti, Mudiyanto, Rumanintya Lisaria Putri 336-344

31. THE INFLUENCE OF DEBT ASSET RATIO (DAR), DEBT

EQUITY RATIO (DER), ON RETURN ON EQUITY RATIO (ROE)
AND PRICE EARNING RATIO (PER) IN FOOD & BEVERAGES
COMPANIES LISTED IN INDONESIA STOCK EXCHANGE IN
2016 – 2018
Eda Nuarta, I Gede Arimbawa, Mahmood Maarof Abdullah Alwan, 345-357
Elok Damayanti, Joko Suyono

32. DISCLOSURE ANALYSIS OF INTELLECTUAL CAPITAL IN

TRANSPORTATION COMPANIES THAT GO PUBLIC IN
INDONESIA STOCK EXCHANGE
Endah Supeni Purwaningsih 358-369

33. OPTIMIZATION OF THE MANAGEMENT OF MICRO, SMALL

AND MEDIUM ENTERPRISES IN SURABAYA TO INCREASE
SALES VOLUME BASED ON MANAGER SKILLS
Endang Siswati, Diana Rapitasari 370-376

34. THE ROLE OF PROFISSIONALISM IN THE EFFECT OF

COMPETENCE AND WORK MOTIVATION ON TICKETING
EMPLOYEE PERFORMANCE OF PT. GARUDA INDONESIA
TBK. SURABAYA BRANCH OFFICE
Endri Haryati, Suhermin 377-389

35. SOLDIERS' COMPETENCY AND MOTIVATION'S ROLE IN

ENHANCING UNIT'S PERFORMANCE
Enjud Darojat, Ikhsan Budi Riharjo 390-403

Proceeding 1st International Conference on Business & Social Sciences (ICOBUSS) ix

Surabaya, October 3rd – 4th, 2020
 TABLE OF CONTENTS
36. THE INFLUENCE OF FOOD QUALITY ON CONSUMER
SATISFACTION IN YOSHINOYA ROYAL PLAZA SURABAYA
Eny Rochmatulaili 404-416

37. CRITICAL FACTORS FOR BUSINESS INTELLIGENCE

SYSTEMS IMPLEMENTATION
Euphrasia Susy Suhendra, Gesty Ernestivita, Eka Miratul 417-430
Khasanah, Mitha Filandari

38. THE EFFECT OF CAREER, REWARD, AND PUNISHMENT

DEVELOPMENT ON EMPLOYEE PERFORMANCE IN
MADCHAN GROUP LAMONGAN
Evi Fitrotun Najiah, Rivatul Ridho Elvierayani, Vivi Retno Melati 431-439

39. THE INFLUENCE OF LEVERAGE AND CAPITAL OWNERSHIP

STRUCKTURE ON THE INCREASE IN FINANCIAL
PERFOMANCE IN FIRMS LISTED IN INDONESIA STOCK
EXCHANGE IN 2019
Fahmi Mayasari, Nur Fadjrih Asyik 440-449

40. THE EFFECT OF SERQUAL, BRAND IMAGE, AND CUSTOMER

VALUE ON CUSTOMER LOYALTY TUTORING AGENCY
GROUPS IN EAST SURABAYA
Farida Tri Hastuti 450-460

41. SOFTWARE QUALITY TESTING ON THE E-SIM APPLICATION

BASED ON ISO 9126
Fawwaz Afif Alvian, Achmad Teguh Wibowo, Muhammad Andik 461-472
Izzuddin, Herman

42. INFLUENCE OF COUNSELING, INCENTIVES, LEADERSHIP

STYLE ON COMMITMENT AND EMPLOYEES PERFORMANCE
BROWN SUGAR SMIs IN EAST JAVA PROVINCE
Firdaus Marsahala Sitohang, Arga Christian Sitohang 473-492

43. THE RELATIONSHIPS OF JOB SATISFACTION AND

TURNOVER INTENTION: MEDIATING ROLE OF
ORGANIZATIONAL COMMITMENT
Gde Bayu Surya Parwita, I Gede Gama, Ni Nyoman Suryani 493-501

44. REASONS AND BARRIERS IN USING MARKETPLACE SHOPEE

BY ONLINE SHOPPERS IN INDONESIA
Gesty Ernestivita, Djawoto 502-513

Proceeding 1st International Conference on Business & Social Sciences (ICOBUSS) x

Surabaya, October 3rd – 4th, 2020
 TABLE OF CONTENTS
45. THE INFLUENCE OF BRAND IMAGE, BRAND AWARENESS,
PERCEIVED QUALITY ON SCHOOL SHOES PURCHASE
INTENTION
Ginanjar Rahmawan, Suwitho Suwitho 514-523

46. ANALYSIS OF FACTORS AFFECTING CONSUMER

DISSATISFACTION AND SWITCHING BEHAVIOR IN
CUSTOMERS SYARIAH BANK IN SURABAYA
Gogi Kurniawan 524-541

47. DEVIDENT POLICY AS A MEDIATION OF THE EFFECT OF

PROFITABILITY AND DEBT POLICY ON SHARE PRICES
Gunawan Wibisono, Muksan Junaidi 542-555

48. ANALYSIS OF MACROECONOMIC VARIABLES TO STABILITY

OF DINAR AND RUPIAH
Lilla Crebas, Tiyas Puji Utami, Habib Abda Furqoni 556-567

49. THE EFFECTIVENESS OF MARKETING COMMUNICATION

FOR MARITIME TOURISM SERVICES ON INSTAGRAM
ACCOUNT “GILILABAK_MADURA”
Herman, Budiyanto 568-576

50. UNDERSTANDING CONSUMER BEHAVIOR IN THE ERA OF

COVID-19: A PHENOMENOLOGICAL APPROACH
Husain Hasan 577-580

51. ANALYSIS OF INFLUENCING FACTORS BEHAVIOR OF

NATURAL TOURISM VISITORS SEDUDO NGANJUK
WATERFALL
I Made Bagus Dwiarta, Suhermin 581-591

52. DEVELOPMENT OF CULINARY TOURISM POTENSIAL

IN PALU BAY AREA
Idham, Ikhsan Budi Riharjo 592-600

53. THE EFFECT OF IMPLEMENTATION INFORMATION

TECHNOLOGY TOWARDS THE EFFECTIVENESS PROCESS
FOR SUPPLY CHAIN MANAGEMENT
Ilham, Anis Eliyana, Indriana Usman, Idham, Risma 601-608

54. DETERMINING FACTORS OF CORPORATE VALUES ON

AUTOMOTIVE COMPANIES IN INDONESIAN 609-617
Indah Ayu Johanda Putri, Triyonowati

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55. THE ELABORATION OF HUMAN CAPITAL INTO A NEW
NORMAL LIFE
Inolin Titiyanty 618-628

56. CUSTOMER AND FINANCIAL PERFORMANCE ANALYSIS

WITH THE IMPORTANCE PERFORMANCE ANALYSIS
METHODS FOR PRODUCTIVE ECONOMIC BUSINESSES -
JOINT BUSINESS GROUP
Irwan Ch, Titiek Tjahja Andari, Mas Nur Mukmin 629-638

57. DETERMINATION OF PERSONAL TAX COMPLIANCE IN SMEs

INDUSTRIAL METAL SHAVING INDONESIA INDUSTRY
Isnah Suciani K., Ismunawan, Arif Nugroho R., Arif Farida 639-654

58. THE EFFECT OF THE APPLICATION OF TACIT KNOWLEDGE

AND EXPLICIT KNOWLEDGE ON IMPROVING EMPLOYEE
PERFORMANCE WITH LEARNING ORGANIZATION AS AN
INTERVENING VARIABLE (STUDY AT REGIONAL OFFICE II
OF SURABAYA STATE CIVIL SERVICE AGENCY)
Juliani Pudjowati, Susi Tri Wahyuni, Ladi 655-669

59. THE EFFECTS OF LEADERSHIP STYLE AND WORK

ENVIRONMENT ON EMPLOYEE PERFORMANCE
Lusiana Tulhunsah, Rasidi 670-678

60. IMPLEMENTATION OF CORPORATE GOVENANCE IN BPR TO

ANTICIPATE FRAUD
Lusy, Thyophoida W. S. Panjaitan 679-684

61. AFFECTIVE COMMITMENT: AN OVERVIEW OF JOB

SATISFACTION, LEADERSHIP AND ORGANIZATIONAL
SUPPORT
Mardiah 685-692

62. EFFECT OF SELF EFFICACY, TRAINING, AND WORK

ENVIRONMENT ON EMPLOYEE PERFORMANCE PT. ORANG
TUA OF SURABAYA
Zulkifli Antares, Marsudi Lestariningsih, Ari Kuntardina 693-708

63. THE CORRELATION MODEL OF FINANCIAL RATIO ON FIRM

VALUE
Okalesa, Mimelientesa Irman, Onny Setyawan 709-723

Proceeding 1st International Conference on Business & Social Sciences (ICOBUSS) xii
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64. STRATEGIC HUMAN RESOURCES MANAGEMENT TO TAKE
THE CHALLENGES OF THE SOCIETY ERA 5.0
Moch. Misbah, Budiyanto 724-733

65. DETERMINANT OF CREDIT AND LIQUIDITY RISK AT BANK

HEALTH LEVEL ASSESSMENT
Moh Afrizal Miradji, I Made Bagus Dwiarta 734-740

66. IMPROVING THE COMPETITIVENESS

OF SONGKOK'S SMALL AND MEDIUM INDUSTRIES (SMI) IN
GRESIK DISTRICT THROUGH ENTREPRENEURIAL
MARKETING
Mohammad Arif Syaifuddin, Lilis Ardini 741-753

67. UTILIZATION OF BLOCKCHAIN TECHNOLOGY FOR SHARIA

HOTEL MAPPING AS A HALAL TOURISM DEVELOPMENT
EFFORT
Mohammad Khusnu Milad, Achmad Teguh Wibowo 754-767

68. STRATEGIES TO BOOST BUSINESS PERFORMANCE

DURING CORONA PANDEMIC
Monica Rosiana, Indah Ayu Johanda Putri 768-775

69. THE INFLUENCE LOADING, DISCHARGING CARGO AND SHIP

DOCUMENTS ON THE AGENCY PERFORMANCE
Mudiyanto, Khuzaini 776-785

70. HUMAN CAPITAL IN ISLAMIC PERSPECTIVE

Muhammad Hi Hasan 786-792

71. BIG DATA ANALYSIS MODEL PROFITABILITY RATIO IN

DETERMINING PREDICTION OF COMPANY PERFORMANCE
ERA 4.0
Muksan Junaidi, Khuzaini 793-807

72. THE EFFECT OF TRANSFORMATIONAL LEADERSHIP AND

INTERPERSONAL RELATIONSHIP ON EMPLOYEE
PERFORMANCE IN PT. SRIWIJAYA AIR PEKANBARU
Nanda Suryadi, Riri Mayliza, Arie Yusnelly 808-814

73. EFFECTS OF SITUATIONAL LEADERSHIP, MOTIVATION,

AND SOCIAL CAPITAL ON ORGANIZATIONAL CITIZENSHIP
BEHAVIOR
Narto, Dwi Junianto 815-823

Proceeding 1st International Conference on Business & Social Sciences (ICOBUSS) xiii
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74. CORPORATE RISK DISCLOSURE AND COST OF EQUITY
CAPITAL: MODERATING ROLE OF FIRM PERFORMANCE
Nia Yuniarsih, Triyonowati 824-833

75. LOCAL TRAVEL BEHAVIOR DURING COVID – 19 : A

PRELIMINARY STUDY
Nichada Issabel, Rossana Rehnui, Juthamas Tawan, Sunchana 834-839
Maneechay, Chidchanok Anantamongkolkul

76. COMPANY VALUE AS A MEDIATION INFLUENCE ON DEBT

POLICY AND PROFITABILITY ON SHARE PRICES
Noor Salim, Muksan Junaidi 840-852

77. COMPARISON OF MUTUAL RETURN CALCULATION OF THE

TREYNOR AND SHARPE MODEL IN FIXED INCOME MUTUAL
FUND IN 2019
Novi Puji Lestari 853-859

78. THE ROLE OF TRAINING AND LEADERSHIP ON

PERFORMANCE THROUGH COMPETENCE AT REGIONAL
DRINKING WATER COMPANY IN MOJOKERTO
Novie Noordiana R.Y., Agus Purbo Widodo 860-872

79. THE INFLUENCE OF ELECTRONIC WORD OF MOUTH ON

VISITING INTERESTS WITH MEDIATION THEORY OF
PLANNED BEHAVIOR ON HALAL TOURISM OBJECTS IN
JOMBANG REGENCY
Nuri Purwanto, Chusnul Rofiah 873-887

80. THE INFLUENCE OF ENTREPRENEURSHIP LEARNING

MODEL ON INDEPENDENT ATTITUDE AND EMOTIONAL
INTELLIGENCE AND ITS IMPACT ON ENTREPRENEURIAL
INTEREST: EVIDENCE FROM INDONESIA
Nuzulul Qurnain 888-897

81. SYNCHRONIZATION AND IMPLEMENTATION OF

PERMENRISTEKDIKTI NO.44-2015 CONCERNING THE
ATIONAL STANDARDS OF HIGH EDUCATION IN THE NAVY
VOCATIONAL-HIGHER EDUCATION
Isworo Sutristyanto, Octavianus BudiSusanto 898-910

82. THE EVALUATION OF CAREGIVER RECRUITMENT POLICY

AT THE STATE OFFICIAL EDUCATION
Octavianus Budi, Lilis Ardini 911-926

Proceeding 1st International Conference on Business & Social Sciences (ICOBUSS) xiv
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83. HOW LOCAL STREET FOOD VENDORS RESPONDED TO THE
COVID-19 PANDEMIC: A STORY FROM PHUKET
Pearrada Gaterak, Wassana Srisuk, Ploylalynn Gaterak, 927-932
Chidchanok Anantamongkolkul

84. SECURITY SYSTEM USING DEPTH CAMERA AND IOT

Puntadewa Zaid Barliena, Achmad Teguh Wibowo, Muhammad 933-942
Andik Izzuddin, Abdul Rachman

85. ANALYSIS OF THE HOUSEHOLDS PROSPERITY OF MANGO

FARMERS IN SITUBONDO THROUGH THE GOOD SERVICE
RATIO APPROACH
Puryantoro, Andina Mayangsari 943-950

86. THE EFFECT OF INCOME AND OPERATIONAL COSTS ON NET

PROFIT IN PT HASANAH MULIA INVESTAMA
PERIOD 2015-2018
Resita Monika Nadya Putri, Agus Sukoco, Abdulrahman Jamal 951-962
Abdulrahman Ba Abbad, Ani Wulandari, Ulfa Alvianti

87. INNOVATION AND CREATIVITY IN NEW NORMAL PHASE: A

STUDY OF INDONESIA FIRMS RESPONSE TO COVID-19
Samsul Arifin 963-973

88. INNOVATION, AND DEATH RATE OF ENTERPRISE

Onny Setyawan, Sarli Rahman, Pamuji Hari Santoso 974-979

89. THE EFFECT OF ORGANIZATIONAL COMMITMENT AND JOB

SATISFACTION ON EMPLOYEES’ ORGANIZATIONAL
CITIZENSHIP BEHAVIOUR (OCB), MAYJEN SUNGKONO
UNIVERSITY – MOJOKERTO
Setyaasih 980-993

90. THE ROLE OF INDIVIDUAL READINESS TO CHANGE ON THE

INFLUENCE OF ORGANIZATIONAL CULTURE CHANGE AND
MOTIVATION ON EMPLOYEE PERFORMANCE OF
PT. ANGKASA PURA I (PERSERO) IN THE PANDEMIC OF
COVID- 19
Siswanto, Endri Haryati 994-1005

91. THE EFFECT OF PERSONALITY, JOB SATISFACTION, AND

ORGANIZATIONAL COMMITMENT ON OCB
Sofyan Do Musa 1006-1014

Proceeding 1st International Conference on Business & Social Sciences (ICOBUSS) xv

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92. THE RESURRECTION OF MSME IN THE ERA OF PANDEMIC
COVID 19
Sri Endar Utami, Eugenia Hendrini P. Tanan, Agnes K. B. 1015-1022
Mudamakin

93. HALAL PRODUCT GUARANTEE, CASE STUDY OF

FOODSTUFFS SUPPLY PROVIDER IN SURABAYA
Sugito, Budiyanto 1023-1032

94. EFFECT OF SERVICE QUALITY AND SWITCHING BARRIERS

ON CUSTOMER SATISFACTION AND ITS IMPACT ON
CUSTOMER LOYALTY USER TELKOMSEL FOR ONLINE
LEARNING DURING PANDEMY
Susi Tri Wahyuni, Djawoto 1033-1042

95. ASSESSMENT VALUE MODERATES THE IMPACT OF GOOD

CORPORATE GOVERNANCE ON INTELLECTUAL CAPITAL OF
STATE-OWNED ENTERPRISES: EMPIRICAL INDONESIA
Suwardi Bambang Hermanto 1043-1053

96. THE IMPACT OF PRODUCT QUALITY WITH CONSUMER

SATISFACTION IN EXPERIENTIAL MARKETING STRATEGIES
Titin, Lilis Ardini 1054-1063

97. FINANCIAL LITERATION IN SURAKARTA STUDENTS

CENTRAL JAVA
Tri Ratna Pamikatsih, Ari Susanti 1064-1071

98. POLITICAL PARTY FINANCE: NEED SPECIFIC STANDARDS?

V. Devina Setyawati, Nia Yuniarsih 1072-1078

99. THE IMPORTANCE OF BUSINESS ETHICS AND CORPORATE

SOCIAL RESPONSIBILITY IN INDUSTRIAL WASTE
MANAGEMENT
Veronika Nugraheni Sri Lestari, Nur Fadjrih Asyik 1079-1088

100. THE EFFECT OF E-RECRUITMENT AND SPIRIT AT WORK ON

EMPLOYEE ACHIEVEMENT AT PT X IN SURABAYA
Yunni Rusmawati DJ, Titin 1089-1098

101. BRANDING STRATEGY IN NEW NORMAL ERA

Yusuf Kamis 1099-1102

Proceeding 1st International Conference on Business & Social Sciences (ICOBUSS) xvi
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102. THE EFFECT OF NET PROFIT MARGIN (NPM), CURRENT
RATIO AND DEBT TO EQUITY RATIO (DER) ON PRICE
EARNING RATIO IN MANUFACTURING SUB METAL
SECTORS LISTED IN INDONESIA STOCK EXCHANGE (BEI)
2016-2018
Abdul Rohman, I Gede Arimbawa, Saeed Ahmed Saeed Al-Asrani, 1103-1115
Elok Damayanti, Ani Wulandari

103. COMPILING AN OPTIMAL PORTFOLIO USING SINGLE INDEX

MODELS IN THE INDONESIAN CAPITAL MARKET
A. E. Suseno, F. Mayasari 1116-1116

104. THE INFLUENCE OF ORGANIZATIONAL CULTURE,

LEADERSHIP AND JOB SATISFACTION TOWARDS
EMPLOYEE PERFORMANCE
Ambar Widyoretno Ambardo, Dodod Ambardo 1117-1117

105. THE INFLUENCE OF NEPOTISM CULTURE AND SOCIAL

CAPITAL ON WORK MOTIVATION AND ORGANIZATIONAL
TRUST
Aris Wibawanto, Budiyanto, Suwitho 1118-1118

106. THE USE OF INTERPRETIVE PARADIGM IN MANAGEMENT

RESEARCH BASED ON SELF-CONTRUCTION PERSPECTIVE
Ayudia Sokarina 1119-1119

107. THE INFLUENCE OF OWNERSHIP STRUCTURE, DEBT

POLICY, AND FIRM GROWTH ON FIRM VALUE
(Empirical Study of Manufacturing Companies Listed on the
Indonesian Stock Exchange)
Bambang Soemarsono, Nur Fadjrih Asyik 1120-1120

108. EFFECT OF ECONOMIC CONTENT, RESOURCE CONTENT,

SOCIAL CONTENT ON CUSTOMER SATISFACTION: A STUDY
ON COMMERCIAL DEBTOR OF PANIN BANK IN EAST JAVA
Bambang Subiantoro 1121-1121

109. IMPLEMENTATION OF GREEN HUMAN RESOURCES

MANAGEMENT AT COMPANIES IN SEMARANG
Bernadeta Irmawati, Ch. Trihardjanti N. 1122-1122

110. PREPARING HUMAN RESOURCES COMPETENCY FOR THE

CHALLENGES OF THE INDUSTRIAL REVOLUTION 4.0
Damayanti 1123-1123

Proceeding 1st International Conference on Business & Social Sciences (ICOBUSS) xvii
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111. PUBLIC SERVICES IN POLRES REMBANG CENTRAL JAVA
FOR THE CONSTRUCTION OF INTEGRITY ZONE
DEVELOPMENT
Damayanti, Rikah 1124-1124

112. THE EFFECT OF ATTITUDES, SUBJECTIVE NORMS AND

BEHAVIORAL CONTROL ON THE INTERESTS OF SME
MANAGERS
Dodod Ambardo, Ikhsan Budi Riharjo 1125-1125

113. APPLICATION OF STUDENT CENTERED LEARNING IN

IMPROVING INTERPERSONAL SKILL
Eko Tjiptojuwono, Khuzaeni 1126-1126

114. APPLICATION OF STUDENT CENTERED LEARNING IN

IMPROVING INTERPERSONAL SKILL
Fredianaika Istanti, Eko Tjiptojuwono 1127-1127

115. DEVELOPING THE EXCELLENCE OF FIGURATIVE PRODUCTS

TO INCREASE THE PERFORMANCE OF MARKETING (AN
EMPIRICAL STUDY IN SMALL AND MEDIUM ENTERPRISES
(UKM) IN CIREBON REGENCY, WEST JAVA PROVINCE)
Fahmi Maulana, Judiman 1128-1128

116. EFFECT OF STOCK SELECTION ABILITY, MARKET TIMING

ABILITY, FUND SIZE, AND IHSG TO MUTUAL FUND
PERFORMANCE
Heny Kurnianingsih, Fickar Prima Aldzilla Sanath, Cristian 1129-1129
Hendratmoko

117. THE EFFECT OF PARTNERSHIP STRATEGY ON COMPETITIVE

ADVANTAGES THROUGH HEALTH SERVICES’ INNOVATION
AT Dr. F.X SUHARDJO NAVY HOSPITAL LANTAMAL IX
AMBON
Hisnindarsyah 1130-1130

118. WELLNESS TOURISM AND ITS IMPACT ON LOCAL PEOPLE

AND COMMUNITIES: SUSTAINABLE COMMUNITY
DEVELOPMENT IN UBUD, BALI, INDONESIA
Jaeyeon Choe, Mahyuni Seputra 1131-1131

119. THE DETERMINANT OF EMPLOYEE PERFORMANCE IN PALM

OIL MACHINE DISTRIBUTOR SPARE PARTS COMPANY
PEKANBARU
Layla Hafni, Richard Andelman 1132-1132

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120. UNDERSTANDING ISLAMIC VALUE ON FARMER'S PROFIT:
STUDY FROM SUGARCANE AUCTION PROCESS
Lilis Ardini 1133-1133

121. EFFECT OF SERVICE QUALITY AND SERVICESCAPE ON

HOTEL CUSTOMER SATISFACTION IN SOLO
M. Hasan Ma’ruf 1134-1134

122. GOVERNMENT INVESTMENT: REVIEW OF REGIONAL

REVENUE AND CENTRAL GOVERNMENT ALLOCATION
FUNDS FOR REGIONAL DEVELOPMENT
Mas Nur Mukmin, Indra Cahya Kusuma, Farizka Susandra, 1135-1135
Noprizal Dharmawan

123. POLICY IMPLEMENTATION IN HANDLING TRANSNATIONAL

CRIMES IN INDONESIAN SEA BORDERS
Muhammad Rifqi, Lukman Yudho Prakoso 1136-1136

124. COMMUNICATION SKILLS OF INDONESIAN EMPLOYEES:

IMAGINARY AND NEEDS IN LOCAL, NATIONAL, AND
MULTINATIONAL COMPANIES
Nanis Setyorini 1137-1137

125. OPTIMIZATION OF EMPLOYEE STOCK OPTION PLAN IN

ACHIEVEMENT OF FINANCIAL PERFORMANCE
INTELLECTUAL CAPITAL BASED
Nur Fadjrih Asyik 1138-1138

126. ORGANIZATIONAL CULTURE AS THE FOUNDATION OF

MANAGEMENT CONTROL IN HIDAYATULLAH ISLAMIC
BOARDING SCHOOL
Nur Handayani, Maratus Zahro, Siti Rokhmi Fuadati 1139-1139

127. THE ROLE OF KNOWLEDGE SHARING AND LEARNING

ORGANIZATION THROUGH MEDIATOR INNOVATION
Nur Laily, David Efendi 1140-1140

128. THE ROLE OF FAMILY ECONOMIC CONDITIONS,

ATTRACTION OF LECTURERS, AND ACTIVENESS IN
ORGANIZATION TO THE IMPROVEMENT OF COLLEGE
STUDENT ACHIEVEMENT
Rika Rahayu, Dian Palupi, Widhi Ariestianti Rochdianingrum 1141-1141

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129. THE USE OF ACCOUNTING INFORMATION SYSTEMS (SIA) IN
THE SMALL AND MEDIUM ENTERPRISES (SMES) OF
HANDMADE BATIK OF LASEM
Rikah 1142-1142

130. EFFECT OF SERVICE QUALITY, IMAGE SCHOOL AND

PROFESSIONALISM OF TEACHER SATISFACTION LOYALTY
THROUGH STUDENT IN THE STATE HIGH SCHOOL
ACCREDITED A+ IN MAKASSAR
Sudirman Kadir, Badrullah Bakri Badru 1143-1143

131. BUILDING TRUST A HOSPITAL BASED ON SERVICE

QUALITY AND PATIENT SATISFACTION
Suhermin 1144-1144

132. TALENT MANAGEMENT BANK TABUNGAN PENSIUNAN

NASIONAL EAST JAVA REGION
Triton Tunggorono 1145-1145

133. THE MODERATING EFFECT OF CORPORATE GOVERNANCE

ON THE RELATIONSHIP OF ENVIRONMENTAL
UNCERTAINTY AND CAPITAL STRUCTURE
Triyonowati, Rizki Amalia Elfita 1146-1146

134. FACTORS AFFECTING THE INTEREST IN PILGRIMAGE IN

THE TOMB OF SUNAN GIRI IN GRESIK DISTRICT
Widhi Ariestianti Rochdianingrum, Ulfah Setia Iswara, Rika Rahayu 1147-1147

Proceeding 1st International Conference on Business & Social Sciences (ICOBUSS) xx

Surabaya, October 3rd – 4th, 2020
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