Eni, Yuli; Ichsan, Mohammad; Syamil, Ahmad; T iguna syah, Bambang
A icle
Team esilience in mul iple p ojec en i onmen s: Wha
cha ac e is ics should be explo ed?
Global Business & Finance Re iew (GBFR)
P o ided in Coope a ion wi h:
People & Global Business Associa ion (P&GBA), Seoul
Sugges ed Ci a ion: Eni, Yuli; Ichsan, Mohammad; Syamil, Ahmad; T iguna syah, Bambang (2024) :
Team esilience in mul iple p ojec en i onmen s: Wha cha ac e is ics should be explo ed?, Global
Business & Finance Re iew (GBFR), ISSN 2384-1648, People & Global Business Associa ion (P&GBA),
Seoul, Vol. 29, Iss. 5, pp. 133-145,
h ps://doi.o g/10.17549/gb .2024.29.5.133
This Ve sion is a ailable a :
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I. In oduc ion
P ojec managemen is on he ise, as indica ed
Recei ed: Jan. 12, 2024; Re ised: Feb. 20, 2024; Accep ed: May. 1, 2024
† Co esponding au ho : Yuli Eni
E-mail: [email protected]
by he Talen Gap Repo 2021 (P ojec Managemen
Ins i u e, 2021). The epo p edic s signi ican g ow h
in o al GDP o p ojec ed indus ies wo ldwide, om
$24.7 illion in 2019 o $34.5 illion in 2030. The
In o ma ion and Publishing sec o shows he highes
inc ease in he global P ojec Managemen O ice
Economy (PMOE), ollowed by Financial Se ices
GLOBAL BUSINESS & FINANCE REVIEW, Volume. 29 Issue. 5 (JUNE 2024), 133-145
pISSN 1088-6931 / eISSN 2384-1648 H ps://doi.o g/10.17549/gb .2024.29.5.∣133
ⓒ2024 People and Global Business Associa ion
GLOBAL BUSINESS & FINANCE REVIEW
www.gb jou nal.o g
o inancial sus ainabili y and people-cen e ed global business1)
Team esilience in mul iple p ojec en i onmen s: Wha cha ac e is ic
s
should be explo ed?
Y
uli Eni
a†
, Mohammad Ichsan
a
, Ahmad Syamil
b
, Bambang T iguna syah
c
aManagemen P og am, Binus Business School Unde g adua e P og am, Bina Nusan a a Uni e si y, Jaka a, Indonesia
bEn ep eneu ship P og am, Binus Business School Unde g adua e P og am, Bina Nusan a a Uni e si y, Jaka a, Indonesia
cSchool o P ope y, Cons uc ion and P ojec Managemen , RMIT Uni e si y, Melbou ne, Aus alia
A
B S T R A C T
Pu pose: This pape aims o explo e how p ojec eam membe s' esilience di e s based on indus y ype, p ojec
budge , company ype, and gende .
Design/me hodology/app oach: Using he conse a ion o esou ces heo y, his s udy ocuses on explo ing he
insigh o he ga he ed da a om he pe spec i e o desc ip i e s a is ics. To achie e his objec i e, a desc ip i e
analysis was conduc ed using pu posi e sampling and snowball echniques, ga he ing da a om 349 esponden s.
The collec ed da a was analyzed using IBM SPSS so wa e e sion 25.
Findings: The s udy's esul s indica e ha male esponden s a e dominan , p ima ily wo king in he cons uc ion
indus y, while emale esponden s end o wo k in o he indus y sec o s. Mo eo e , male esponden s exhibi ed
highe esilience sco es, bu no signi ican di e ence in esilience was obse ed based on gende . Howe e , esil-
ience le els a ied acco ding o he indus y sec o . Responden s om indus ies o he han he cons uc ion sec o
ended o display highe esilience.
Resea ch limi a ions/implica ions: Conside ing ha he s udy inds only mino a ia ions, businesses in he same
indus ial sec o migh hink abou implemen ing a p ac ice benchma k. Examining businesses ou side o hese im-
po an indus ies, howe e , may p o ide di icul ies. Subsequen da a-ga he ing endea o s may be b oadened o
encompass mo e indus y sec o s and subsequen ly sc u inized ia case s udies u ilizing smalle samples om ce ain
sec o s.
O iginali y/ alue: This s udy e eals ha i is impo an o u he expand and in es iga e hese insigh s. Resou ces
o eam esilience, such as eam con idence, a oadmap o eamwo k, he abili y o imp o ise as a eam, and
psychological sa e y o he eam, can be added o u u e esea ch. Fu he mo e, i is c ucial o do quan i a i e
esea ch o look a how hese elemen s show up in a ious indus y sec o s.
Keywo ds: esilience, p ojec managemen , mul iple p ojec s, desc ip i e analysis, p ojec ype
Copy igh : The Au ho (s). This is an Open Access jou nal dis ibu ed unde he e ms o he C ea i e Commons A ibu ion
ⓒ
N
on-Comme cial License (h ps://c ea i ecommons.o g/licenses/by-nc/4.0/) which pe mi s un es ic ed non-comme cial use, dis ibu ion
,
and ep oduc ion in any medium, p o ided he o iginal wo k is p ope ly ci ed.
GLOBAL BUSINESS & FINANCE REVIEW, Volume. 29 Issue. 5 (JUNE 2024), 133-145
134
and Manu ac u ing/Cons uc ion. Addi ionally, he
cu en wo k end emphasizes eam se ups, inc easing
he numbe o people wo king on p ojec s wi hin
he wo kplace.
P ojec wo k is ypically o ganized wi hin eams.
A eam is de ined as a g oup o in e dependen
indi iduals who sha e esponsibili ies and wo k
owa ds a common goal (Moga, 2017). Wo king in
a eam is al eady challenging, gi en he di e se
backg ounds and expe ise o eam membe s. The
cu en wo king si ua ion u he complica es eam
in e ac ions, pa icula ly when eam membe s wo k
emo ely.
Fu he mo e, wo king on a p ojec p esen s i s
own se o challenges. Changes a e ine i able in
p ojec managemen (Killen e al., 2008a, 2008b,
2012; Killen & Hun , 2010, 2013). In he p ojec
po olio, he isks and unce ain ies could lead o
changes in he po olio (Killen e al., 2008a, 2012;
Killen & Hun , 2010, 2013) as well as in he p ojec
indi idually (Besne & Hobbs, 2012; Ichsan e al.,
2023; P ojec Managemen Ins i u e, 2017; Saad &
Asaad, 2015; Sanz & O iz-Ma cos, 2019).
F om he pe spec i e o he complexi y o he
p ojec s, some aspec s may add o u he challenges
and p essu e o he p ojec eams such as s akeholde
and ins i u ional ac o s (Dille e al., 2018; ElWakeel
& Ande sen, 2019), echnology (Shenha e al., 2005)
and conside a ion o social and economic (Elia e
al., 2020).
Those condi ions pu p essu e on he eam
membe s, making esilien eams c i ical in managing
hei p ojec s. (Sha ma & Sha ma, 2016) opine ha
e en hough u bulence happens, esilien eams will
mo e likely s ay agile, inno a i e, and p oduc i e.
A esilien eam should ha e he abili y o su i e
i hey ace ad e si y, while a non- esilien eam will
b eak down (Ve a e al., 2017a). Hamsal e al (2022)
a gue ha mul iple pe spec i es, including indi idual,
eam, and o ganiza ional ac o s, in luence a eam's
esilience. Howe e , i is s ill necessa y o explo e
whe he eam cha ac e is ics also in luence eam
esilience. The cu en li e a u e lacks an explo a ion
o eam cha ac e is ics such as size, gende , and
es ablishmen o eam esilience. Ye , di e en eam
cha ac e is ics can mode a e he le el o eam
esilience. By knowing how hey di e om hei
cha ac e is ics, he o ganiza ion will es ablish di e en
s a egies o an icipa e he le el o esilience o he
eam whe e i is equi ed. This s udy aims o examine
he di e ences in eam esilience based on he
ca ego y o indi idual, p ojec and o ganiza ion
cha ac e is ics.
II. Li e a u e Re iew
Shean (2015) de ines esilience as he capabili y
o some people o ha e ela i ely good esul s despi e
se e e s ess o ad e si y, whe e hei esul s a e
be e han he esul s o o he s wi h he same
expe ience. On he o he side, Sha ma and Sha ma
(2016) opine ha esilience is he abili y o eco e
om se backs, deal posi i ely, and adap o majo
changes. Bo h de ini ions highligh wo c ucial
aspec s o esilience: he exis ence o ad e si ies and
he a ainmen o posi i e ou comes despi e hem.
The concep o indi idual esilience is well-
es ablished, wi h s udies linking beha io al capabili ies,
adap i e signaling, lea ning, and ne wo king o
indi idual esilience (Näswall e al., 2015). Employee
esilience is known o ha e an impac on wo k
engagemen (Malik & Ga g, 2020) and pe o mance
(Sobaih e al., 2021). McManus (2008) a gues ha
employee esilience posi i ely impac s o ganiza ional
and communi y esilience. Fu he mo e, esea ch by
No is e al. (2002) and Bonanno (2004) examines
he de elopmen o esilience in indi iduals ollowing
a disas e , while Wang e al. (2020a) and Vindegaa d
and Ben os (2020) shed ligh on people's esilience
du ing he COVID-19 pandemic.
The concep o o ganiza ional esilience is also
well-es ablished, wi h s udies by Akgün & Keskin,
(2014), Filimonau e al. (2020), Hamsal e al. (2022)
explo ing how o ganiza ional esilience in luences
pe o mance. (Filimonau e al., 2020; Sin e al., 2017)
Yuli Eni, Mohammad Ichsan, Ahmad Syamil, Bambang T iguna syah
135
and Hasayo in (2023) also link o ganiza ional esilience
wi h o ganiza ional commi men . The de elopmen
o o ganiza ional esilience has also been ex ensi ely
s udied, wi h key ac o s including leade ship s yle
(Buyl e al., 2019), HR policies and p ac ices
(Lengnick-Hall & Beck, 2005), and o ganiza ional
p ocesses (McManus, 2008) in luencing o ganiza ional
beha io .
Howe e , he concep o eam esilience is s ill
no well-es ablished (Ha wig e al., 2020a; McEwen &
Boyd, 2018). The de ini ion o a eam is a g oup
o in e dependen indi iduals who sha e esponsibili y
and wo k owa ds a common goal (Moga, 2017).
Team esilience is impe a i e because i he eam
ails o wo k e ec i ely, i will ha e a damaging
impac o he p ojec s. They end o be e en mo e
agile, inno a i e, and p oduc i e i hey expe ience
challenges (Sha ma & Sha ma, 2016). Teams ha
can eme ge om challenging si ua ions. They can
adap and manage in case o s ess, and hey end
o be mo e able o su i e i hey ace di icul ies
(Sha ma & Sha ma, 2016).
Akin unde-Adeyi e al. (2023), Hamsal e al.,
(2022) and Hamsal e al. (2022) desc ibe eam
esilience as being in luenced by mul iple ac o s
om di e en pe spec i es. In hei esea ch, hey
ound ha eam esilience is posi i ely and
signi ican ly in luenced by indi idual esilience, eam
esou ces, eam in e ac ions, and o ganiza ional
p ac ices, ne e heless, ans o ma ional leade ship
does no ha e a signi ican impac on eam esilience.
Team esilience is also ound ha i has a posi i e
and signi ican impac on eam pe o mance (Ji &
Han, 2021). Despi e a ecen s udy, i is belie ed
ha he e is a lack o s udies linking gende wi h
eam esilience. Howe e , s udies exis ha link
gende wi h indi idual esilience. Mos a ailable
s udies ocus on he link be ween indi idual esilience
and gende . S udies by (Wang e al., 2020) and
Vindegaa d and Ben os (2020), which highligh
people's esilience du ing he COVID-19 pandemic,
show ha women a e mo e p one o s ess and
he e o e less esilien compa ed o hei coun e pa s.
O he s udies by No is e al., (2002) and Bonanno
(2004) a gue ha gende can p edic esilience a e
a disas e , wi h indings indica ing ha emales a e
less esilien . The lowe esilience o emales may
be a ibu ed o hei highe ulne abili y o dep ession
(Albe , 2015).
The ela ionship be ween eam size and eam
e ec i eness has been s udied p e iously. S udies
by Giannocca o e al. (2018) and Van Den Oe e
(2021) ha e shown ha la ge eam size nega i ely
a ec s eam esilience. This may be because an
e ec i e eam canno be oo big. Hackman and
Vidma (1970) s a e ha he ideal eam size is be ween
4 and 9 membe s, wi h an a e age o 4.6. Van Den
Oe e (2021) also sugges s ha eam size in luences
he communica ion p ocess, wi h la ge eams leading
o mo e complex communica ion. Howe e , no all
s udies suppo he idea o an op imal eam size.
Guas ello e al. (2019) sugges ha he ela ionship
is non-linea , as eam esilience is also ela ed o
eam wo kload and communica ion.
Cu en ly, he e is limi ed esea ch on he in luence
o p ojec size on eam esilience. Howe e , s udies
ha e linked p ojec complexi y o esilience.
Edmondson and Nembha d (2009) and Peñaloza e
al. (2020) sugges ha p ojec complexi y, oge he
wi h c oss- unc ional eams, empo a y and luid eam
membe ship, and embeddedness in o ganiza ional
s uc u es, can bene i eam esilience. Peñaloza e
al (2020) also con i ms he posi i e e ec o p ojec
complexi y on eam esilience.
The e is cu en ly a lack o esea ch examining
he di e ence be ween ca ego y o gende , indus y,
ype o companies, p ojec budge and eam esilience.
A e ce ain indus ies mo e esilien han o he s?
Howe e , s udies ha e shown ha o ganiza ional
s uc u e in luences he le el o esilience. Van den
Be g e al. (2022) s a es ha s uc u al o ms o
empowe men enhance indi idual and eam esilience.
When o ganiza ions empowe hei eams, i enhances
eam esilience. Some indus ies, such as he IT
indus y, a ange hemsel es o enable employees
o become mo e empowe ed. Howe e , adi ional
indus ies may s ill ha e hea ily cen alized decision-
making p ocesses. Ano he app oach o p edic ing
GLOBAL BUSINESS & FINANCE REVIEW, Volume. 29 Issue. 5 (JUNE 2024), 133-145
136
indus y ype and esilience is h ough he educa ional
le el. S udies ha e s ongly con i med how
educa ional le el inc eases indi idual esilience
(Bonanno e al., 2007; Fiske e al., 2009; Seligman
e al., 2009). Indi idual esilience, in u n, has an
impac on eam esilience (Hamsal e al., 2022).
Knowledge-based indus ies, such as IT, o en ha e
mo e highly educa ed employees, while labo -
in ensi e indus ies may hi e employees wi h lowe
le els o educa ion. Based on he li e a u e e iew,
he e a e 42 indica o s highligh ed and equi ed o
his s udy as shown in Table 1 below.
III. Me hodology
The design o his s udy is a quan i a i e and
quali a i e s udy. A se o s uc u ed ques ionnai es
we e es ablished as esea ch ins umen s using an
online pla o m. A lis o s a emen s was es ablished
in he o m o s uc u ed ques ionnai es o collec
da a be ween Oc obe and Decembe 2021. The da a
was collec ed h ough an online su ey, wi h
esea che s ob aining in o med consen om he
esponden s p io o hei pa icipa ion. The
ques ionnai es u ilized a six-poin Like scale ( om
1 s ongly disag ee o 6 s ongly ag ee) was used
――
o pa icipan s o a e hei opinion. Wi h a six-poin
Like scale, he mid-poin is omi ed o a oid a social
desi abili y bias (Nadle e al., 2015). This s udy
equi es demog aphic da a such as age, gende ,
educa ional backg ound, se ice yea s, wo k loca ion,
indus y, posi ion, and size o he company, was also
eques ed o desc ip i e analysis. O he demog aphic
da a such as yea s o expe ience, p ojec loca ion,
indus y ype, and posi ion we e also included,
howe e o his esea ch, ou ocus o he s udy
is o seek di e ences among ca ego ies such as gende ,
indus y ype, and ype o companies. The a ge ed
esponden s we e membe s o he p ojec managemen
eam. Based on in o ma ion on membe ship in
p o essional p ojec managemen o ganiza ions in
Indonesia, he es ima ed popula ion size was
app oxima ely 5,000 (Ika an Ahli Manajemen P oyek
Indonesia, 2020). Following he common app oach
sugges ed by (Hai e al., 2019) whe e he numbe
Cons uc s No Code Explana ion Re e ence
Employee Resilience
1 EMRS01 E ec i e collabo a ion wi h o he s o
manage challenges a wo k (Tonkin, 2016)
2 EMRS02 Managing high wo kload o long
pe iods o ime success ully.
3 EMRS03 Resol ing challenges using
compe ence a wo k
4 EMRS04
Re-e alua ion o wo k pe o mance
and con inuous imp o emen o he
ways o wo king.
5 EMRS05 E ec i e esponses o nega i e and
posi i e eedback.
6 EMRS06 Seeking assis ance when speci ic
esou ces a e equi ed.
7 EMRS07 App oaching manage s i suppo is
needed.
8 EMRS08 Using changes as an oppo uni y o
g ow.
9 EMRS09 Lea ning om mis akes a wo k and
imp o ing hem.
Table 1. Resea ch cons uc s and i ems
Yuli Eni, Mohammad Ichsan, Ahmad Syamil, Bambang T iguna syah
137
Cons uc s No Code Explana ion Re e ence
E ec i e Team
In e ac ion
1 TINT01 Closed ela ionships among eam
membe s (Sha ma & Sha ma, 2016)
2 TINT02 E ec i e communica ion among
eam membe s
3 TINT03 Sha ing necessa y in o ma ion
among eam membe s
4 TINT04 Using common e ms among eam
membe s o wo k a wo k
5 TINT05 Ag eemen on how hey a e expec ed
o beha e agains each o he
Team Resou ces
1 TRES01 The igh size o eam o accomplish
he wo k (Sha ma & Sha ma, 2016)
2 TRES03 Each eam membe has a speci ic
skills o wo k as a eam
3 TRES04 The o ganiza ion p o ides wha he
eam needs o manage he p ojec . (Ve a e al., 2017b)
4 TRES05 Enough sou ces o gain in o ma ion
and p o ide eedback.
T ans o ma ional
Leade ship
1 TFRL01 Leade s p o ide p io i ies o new
oppo uni ies in he o ganiza ion.
(A agon-Co ea e al., 2007);
(Chen e al., 2016)
2 TFRL02 Leade s p o ide clea communica ion
abou sho - e m goals.
3 TFRL03 Leade s gi e people mo i a ions
mo e han con olling he company
4 TFRL04 Leade s play a signi ican ole in
company ope a ions.
5 TFRL05 Leade s do coo dina ion wi h hem
o decision-making.
6 TFRL06 Leade s p o ide new pe spec i e in
p oblem sol ing.
O ganiza ional P ac ices
1 ORPR01 A ailabili y o suppo whene e
help is needed.
(Tonkin, 2016);
(Ve a e al., 2017b)
2 ORPR02 O ganiza ion no ices o g ea
people's accomplishmen .
3 ORPR03 People's opinions a e aken ca e by
he o ganiza ion
4 ORPR04 Wo k-li e balance a e implemen ed
in he o ganiza ion
5 ORPR05 People's skill de elopmen is p o ided
6 ORPR06 People's ca ee de elopmen is p o ided
7 ORPR07 People's wellbeing is aken ca e
8 ORPR08 Equi y is p o ided by he
o ganiza ion
9 ORPR09 Open communica ion is encou aged
by he o ganiza ion
Table 1. Con inued
GLOBAL BUSINESS & FINANCE REVIEW, Volume. 29 Issue. 5 (JUNE 2024), 133-145
138
o samples is a ound i e imes he numbe o
indica o s, his s udy used 42 indica o s, as highligh ed
in Table 1, equi ing a minimum o 210 samples
as p oposed by Hai e al., (2019). Fo his pa icula
s udy, he analysis was done using se en indica o s
om he cons uc Team Resilience. The sampling
echniques employed was pu posi e sampling and
he snowball me hod. The ques ionnai e was
dis ibu ed as an online su ey h ough a ious online
media pla o ms, wi h esponden s encou aged o
sha e i wi h o he po en ial esponden s in hei
ne wo k o ga he ela ed da a on a iables. I is
impo an o no e ha using his me hod, he e may
ha e been a po en ial o common me hod bias
(CMB), which could ha e in luenced he da a. The
da a a e u he analyzed using SPSS 25 mainly using
desc ip i e analysis and c oss abs.
IV. Resul s and Discussion
A o al o 354 esponden s pa icipa ed in he
su ey; howe e , only he da a o 349 esponden s
a e conside ed eligible o p oceed o he nex s ep
o u he analysis. The i s s ep in ol es analyzing
he da a o explo e i s demog aphic cha ac e is ics.
The esul s o his analysis a e p esen ed in Table 2.
Table 2 e eals ha he majo i y o esponden s
a e om he cons uc ion indus y sec o , ollowed
by in o ma ion echnology and communica ion (ICT),
and hen o he a ious sec o s. The "o he " sec o
includes consul ing, inancial se ices, manu ac u ing,
oil & gas, and o he smalle sec o s. Mos o he
esponden s hold manage ial posi ions and a e male.
The esponden s a e in ol ed in p ojec s loca ed
ou side Jaka a bu wi hin Ja a Island. Desc ip i e
analysis has been conduc ed o de e mine he cen al
endency, dispe sion, and dis ibu ion o he da a.
Cons uc s No Code Explana ion Re e ence
Team Resilience
1 TRES01 Being posi i e and mo e o wa d
whene e acing pains. (Mallak, 1998)
2 TRES02 Changes a e pe cei ed posi i ely and
allow adap a ion
3 TRES03 Ha ing access o esou ces o
adap i e esponses.
4 TRES04
Decision making au ho i y and use
o esou ces a e p o ided o suppo
adap i e esponses
4 TRES05
De elopmen o he abili y o c ea e
solu ions whene e challenges a e
aced.
6 TRES06 De elopmen o he decision-making
abili y wi h limi ed in o ma ion.
7 TRES07
Sha ing an unde s anding o eams'
mission and using i i equi ed o
wo k smoo hly
Team Pe o mance
1 TPER01 Abili y o wo k p ope ly in he e en
o unexpec ed si ua ion.
(Ha wig e al., 2020b);
(Ve a e al., 2017b)
2 TPER02 Expe ience acing ad e si y wi h
good ou come.
3 TPER03 Well- unc ioning eam du ing ad e si y
Sou ce: Resea ch Da a om a ious li e a u es.
Table 1. Con inued
Yuli Eni, Mohammad Ichsan, Ahmad Syamil, Bambang T iguna syah
139
Va iables such as gende , indus y sec o , company
ype, and p ojec budge ha e been analyzed, as hey
will be used o u he analysis using c oss-
abula ion.
The desc ip i e analysis was conduc ed using h ee
a iables in ended o u he c oss- abula ion analysis,
and he esul s a e p esen ed in Table 3. F om Table
3, i is e iden ha he da a does no appea o ollow
a no mal dis ibu ion. The non-no mal dis ibu ion
o he da a leads o he e ogeneous a iances, which
indica es ha he a iables used exhibi une en
dis ibu ion o da a. As a esul , he ou comes may
be skewed owa ds ce ain aspec s o he a iables
unde s udy. When da a is non-no mal, i means ha
i s dis ibu ion de ia es om a no mal (o Gaussian)
cu e. Consequen ly, some s a is ical me hods ha
ely on he assump ion o no mali y may no p o ide
accu a e esul s. The e a e se e al impac s o
non-no mal da a, including:
a. E o s in hypo hesis es ing: Hypo hesis es ing
o en assumes ha da a is de i ed om a
Va iables nRMnMx Mean SD Va Skew Ku osis
S a S .E S a S .E S a S .E S a S .E
Gende 349 1 1 2 1.19 0.02 0.39 0.16 1.57 0.13 0.47 0.26
Ind_Sec o 349 2 1 3 1.83 0.04 0.82 0.68 0.32 0.13 -1.46 0.26
Comp_Type 349 3 1 4 2.05 0.05 0.87 0.76 0.72 0.13 0.02 0.26
Budge 349 3 1 4 2.63 0.07 1.30 1.70 -0.14 0.13 -1.72 0.26
Sou ce: Resea ch Da a
No e: n = Numbe o samples; R = Range; Mn = Minimum; Mx = Maximum; S a = S a is ics;
SE = S anda d E o ; SD = S anda d De ia ion; Skew = Skewness; Comp_Type = Company Type; Ind_Sec o = Indus y Sec o
Table 3. Desc ip i e s a is ics
No Demog aphic P o ile n(%)
1. Gende
Male 282 81%
Female 67 19%
2 Indus y Sec o
Cons uc ion 152 44%
In o ma ion & Communica ion Tech. (ICT) 103 30%
O he s 94 26%
3. Posi ion
Business owne o C-Sui es 15 4%
Senio manage s o manage s 181 52%
Supe iso s o eam leade s 59 17%
S a s le el 74 21%
O he s 20 6%
4. Loca ion
Jaka a 61 17%
Ou side Jaka a bu in Ja a Island 210 60%
Ou side Ja a Island 78 22%
Sou ce: Resea ch Da a
Table 2. Da a demog aphy
GLOBAL BUSINESS & FINANCE REVIEW, Volume. 29 Issue. 5 (JUNE 2024), 133-145
140
popula ion wi h a no mal dis ibu ion. Howe e ,
i he da a de ia es om no mali y, conduc ing
hypo hesis es s may lead o inaccu a e esul s.
b. E o s in pa ame e es ima ion: Many s a is ical
echniques, such as eg ession analysis and
analysis o a iance, ely on he assump ion
o no mali y in he unde lying popula ion. When
he da a does no ollow a no mal dis ibu ion,
he es ima ed pa ame e s ob ained om hese
echniques may lack accu acy.
c. Inc eased in luence o ou lie s: In non-no mal
da a, ou lie s o ex eme alues may ha e a
mo e signi ican impac on he esul s o
s a is ical analysis. These ou lie s can skew he
da a and po en ially a ec he in e p e a ion o
he indings.
d. Di icul y in compa ing da a: When compa ing
means o a iances be ween wo o mo e g oups,
he assump ion o no mali y is o en equi ed.
I he da a om hese g oups does no adhe e
o a no mal dis ibu ion, making accu a e
compa isons becomes challenging o un eliable.
Howe e , he e a e ins ances whe e non-pa ame ic
me hods can be employed o analyze non-no mal
da a. These me hods ely on anking o compa ing
da a, elimina ing he need o assump ions abou he
da a dis ibu ion. Once he desc ip i e analysis is
comple ed, u he c oss- abula ion analysis is
conduc ed, as shown in Table 3. The objec i e o
his c oss- abula ion is o explo e he da a dis ibu ion
ac oss di e en ca ego ies o indus y sec o s, p ojec
budge alues, and he numbe o p ojec s wi hin
o ganiza ions.
Based on Table 4, i is e iden ha he majo i y
o esponden s in he cons uc ion sec o ha e he
highes numbe o p ojec s (29% o o al esponden s)
wi h a p ojec budge alue exceeding 100 billion
IDR, as compa ed o he ICT and o he sec o s.
Addi ionally, 43 esponden s a e a ilia ed wi h
o ganiza ions in ol ed in mo e han 10 p ojec s du ing
hei enu e. This end appea s o be consis en ac oss
o he indus y sec o s as well. Con e sely, mos
esponden s in he ICT sec o a e associa ed wi h
p ojec o ganiza ions ha ha e a p ojec budge alue
Indus y Type
Numbe o p ojec s
To al
Fi s
p ojec
1 o 5
p ojec s
5 o 10
p ojec s
Mo e han
10 p ojec s
Cons uc ion
P ojec
budge
Less han 10 Billion IDR /BIDR (small p ojec s) 1 1 0 7 18
10 o 50 BIDR (small o medium p ojec s) 3 3 1 9 17
50 o 100 BIDR (medium o big p ojec s) 3 3 1 9 17
Mo e han 100 BIDR (big p ojec s) 29 29 4 43 100
To al 42 36 6 68 152
In o ma ion and
Communica ion
Technology
(ICT)
P ojec
budge
Less han 10 BIDR (small p ojec s) 12 12 1 21 43
10 o 50 BIDR (small o medium p ojec s) 8 8 0 10 21
50 o 100 BIDR (medium o big p ojec s) 3 3 0 5 11
Mo e han 100 BIDR (big p ojec s) 1 1 0 25 28
To al 17 24 1 61 103
O he s
P ojec
budge
Less han 10 BIDR (small p ojec s) 11 11 11 16 49
10 o 50 BIDR (small o medium p ojec s) 1 1 1 8 17
50 o 100 BIDR (medium o big p ojec s) 2 2 2 7 11
Mo e han 100 BIDR (big p ojec s) 1 1 1 11 17
To al 22 15 15 42 94
Sou ce: Resea ch Da a
Table 4. C oss- abula ion o indus y ype and p ojec budge .
