1. INTRODUCTION

President Instruction (InPres) No. 4 of 1995 on the National Movement Promoting and Cultivating entrepreneurship in Indonesia is one of the starting points of the government’s efforts to build a culture of entrepreneurship (entrepreneurialism). Within 16 years, from 1995 to 2011, it can be said that this movement has not succeeded because of the population ofIndonesiais categorized as an entrepreneur is only 0.18% of the total population as of January 2011.

On the other hand, there are problems of the employment today. The problem is the number of unemployed educated as an undergraduate or bachelor’s degree is only a little wish to become an entrepreneur or businessman. Higher Education (hereinafter referred to as HE) is still a machine of the biggest contributor of the problems of unemployment inIndonesia.

A growing trend today is believed that the best effort of government’s to cope with unemployment is to create a paradigm shift. This paradigm shift can occur by starting the creation of entrepreneurial culture at HE. It will be effective through collaboration with business / industry, and government. Currently, the collaboration in the form of cooperation as outlined in the MoU. However, some of MoU was not focused on efforts to achieve entrepreneurial culture. It required a model of collaboration that can adopted goals, and the creation of entrepreneurial culture.

2. LITERATURE REVIEW AND METHODOLOGY

According to Strzelec (2010) Collaboration is a concerto of multiple enterprises that working together to execute business processes while sharing responsibility, quality, and accountability. It proposed at two complementary levels: the strategic and operational levels of collaboration. Strategic point of view is focusing on two specific factors: competences and activities while operational point of view is focusing on concrete information among members (Antonelli et al, 2011).

Collaboration of HE with the industries could be a solution for problem of the gap between the HE and industry / business. This happened in the field of science and social agendas, such as economic and political democracy, sustainable development and cultural. It is as a scientific collaboration can also be defined from the standpoint of behavior, task and social background (Sonnenwald, 2006). Collaboration becomes a means of transfer of knowledge and technology to the business world, and become a means of transfer of practice and experience of application of science and technology from the business to HE.

Experience collaborating based on science and technology can be developed even further to the subject of innovation and entrepreneurship. According to Garrick et al. (2004), collaboration between PT and business / industry can be classified into four kinds of collaboration are: 1) collaboration of teaching and learning, 2) collaboration of research and development, 3) collaboration of business development, 4) collaboration of community development, and regional industry.

As part of the building blocks of a country then the HE can become agents of change. Of the four types of collaboration mentioned above, HE can seek collaboration refer to the university toward to the entrepreneur. Changing the culture of academic entrepreneurship into cultured of entrepreneur.

In this research we tried to build a model of cooperation that aims to cultivate entrepreneurialism. This model is designed so that any collaboration that can be focused on that goal. Object of study is cooperation on a case study conducted in the form of MOU UBD. Some basic theory used in building this model is: the approach of Bromley Policy Hierarchy theory. SWOT analysis, and fish bone analysis.

According to Bromley (1989), there are classify of three levels associated with the hierarchy of policy formulation process. It is namely the policy level, organizational level, and operational levels. The policy level is the level of the policy at the institutional level (leadership), while the organization level is at the policy level implementing medium-term, and the operational level on the policy level technical short-term.

SWOT analysis is a technique of analysis made ​​by Albert Humphrey, is a strategic planning method used to evaluate the strengths (strengths), weakness (Weaknesses), opportunities (opportunities), and threats (threats) in a project. His process involves determining the specific goals of the business venture or project and identifying the internal and external factors that support and which do not support in achieving that goal. Its application is how the power (strengths) are able to take advantage (advantage) of opportunities (opportunities) that exist, how to overcome weaknesses (Weaknesses) that prevent the benefits (advantages) of the opportunity (opportunities) that exist, then how the power (strengths) are able to face threats (threats) that exist, and the last is how to overcome weaknesses (weaknesses) are capable of making threats (threats) be real or created a new threat (Valentin, 2005).

The Fishbone Diagram (Ishikawa diagram) is a tool for analyzing process dispersion. The diagram illustrates the main causes and sub causes leading to an effect (symptom). It is a team brainstorming tool used to identify potential root causes to problems.  The main goal of the Fishbone diagram is to illustrate in a graphical way the relationship between a given outcome and all the factors that influence this outcome. The main objectives of this tool are:

• Focusing on a specific issue without resorting to complaints and irrelevant discussion.
• Identifying areas where there is a lack of data

Its could be applied when it is wanted to focus attention on one specific issue or problem, focus the team on the causes not the symptoms, Organize and display graphically the various theories about what the root causes of a problem may be, show the relationship of various factors influencing a problem, reveal important relationships among various variables and possible causes, provide additional insight into process behaviors (Ishikawa, 1986).

To develop model in this research we are using flow chart as follow :

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Fig1. Flow chart research

3. THE PROPOSED MODEL

In this research, we develop a model of collaboration to assist Universitas Bina Darma (UBD) to achieve specific goal. The model is a model of cooperation that can be effectively support the achievement of objectives, namely: entrepreneurialism. This research attempted to analyze the policies that have been done, strengths and weaknesses and the opportunities and challenges facing UBD to achieve that goal.

UBD’s data cooperation with the agency business or industry, government, and other colleges are used as a case study in building a prototype model. The following summary data:

Institution	Type of collaboration	Institution	Type of collaboration
Guna Darma university	1	CV. Multi Usaha	2
Sriwijaya University	1	Hogeschoolzeeland	1
International Japanese education	1	Microsoft	4
PT. PLN	1	PT. Agra Bangun Bangsa	1
Assosiation of Japanese Palembangnese studies	1	PT. ASKES	4
SMK Toboali	1	PT. Inti Komp.	3
StaD ASMI	1	Dirjen Pajak	4
ICT Community	4	PT. Telkom	3
BRI	3	Bank SumSel	4
BAPEDA kota PagarAlam	2	Poltek Sekayu	1

 

Institution	Type of collaboration	Institution	Type of collaboration
PT. Adiniaga Sentra	4	Foresec	1
PT. Lintas Artha	3	CV. Arling Jaya	3
Bank Mandiri	4	PT. Pos Indonesia	3
NIIT	1	TVRI Palembang	1
Planet Edupro	1	Masyarakat Linguistik	1
Hagenberg University	1	UniSel	1
Certif	1	SMKN 1 Inderalaya	1
HIPMI	3	Bank Syariah Mandiri	4
BPR	1	PT. Inhealth	4
PT. Multi Educindo	1	UTeM	1
BNI 46	3	Bank Danamon	4
STT Garut	1	BRI Syariah	4

Legends:  1) teaching and learning collaboration,  2) research and development collaboration., 3)business development collaboration, 4)  regional, industri, and community collaboration.

Total MoU ( ∑ X ) =  44,  Xn = 1, 2, 3, 4

The data show that the mode of the UBD’s MoU is a Teaching and Learning as much as 23 times. Collaboration in regional cooperation, industry and community as much as 11 times while business development collaboration only 8 times, and for research and development collaboration only 2 times. By this case, the mode shows a tendency that in UBD is still dominant on the strengthening of Teaching and Learning, therefore if UBD want to achieve new goals, or setting a new goal, namely to civilize entrepreneurship in UBD then this proposed collaboration model can be a tool to achieve success.

Figure 2 is a model of collaboration that has been proposed. This is a process to develop the model. Simulation as follows: first of all, set goals. Then check whether new or previously. If the new destination, then run a SWOT analysis. Analysis of fishbone used if there is a problem. After the roots problem can be found and solved then the theory of Bromley policy hierarchy is used. Collaboration Model can be used as a model of effective inters institution. Cheap and efficient for policy level that has been established, and able to accommodate the results of the planned (What has been established).

 

 

Fig. 2. Proposed of Collaboration Model

4. CONCLUSION AND RECOMMENDATION

Model that has been proposed by researcher is very useful to make collaboration more effisient and effektive. Just like an orchestra is more sophisticated when all of members are among in the best situation. That is why, in this model need equality among members.

We recommend to our respected scholars to implement and tested the model that we have been proposed, so that the model can be more useful.

REFERENCES 

1. Antonelli, D., X. Bouncher., and P. Burlat. 2011. Collaboration Analysis for SME Networks. Ch3 of Book: Managing Cooperation in Supply Network Structure and Small or Medium sized Enterprises. Springer Verlag London Limited. p35-63.
2. Bromley, D.W. 1989. Economic Interest and Institution: The Conceptual Foundations of Public Policy. New York: Basil BlackWell.
3. Garrick, J., A. Ghan., J. Lai. 2004. University Industri Partnership: Implication for Industrial Training, Oppotunities for New Knowledge. Journal of European Industrial Training. Vol 28 (2-4), p329-338.
4. Ishikwa, K. 1986. Guide to Quality Control. Tokyo. Japan: Asian Productivity Organization.
5. Sonnenhawald, D.H. 2006. Scientific Collaboration: a Synthesis of Challenges and Strategies. Annual Review of Information Science and Technology. Vol. 4, p1-37.
6. Strzelec, P. 2010. Achieving The Potential of Network Collaboration. Industri Perspective. http://strzelec.ASCET.com. (TANGGAL, BULAN DAN TAHUN AKSES)
7. Valentin, E.K. 2005. Away with SWOT Analysis: Use Defensive/Offensive Evaluation Instead. The Journal of Applied Business Research. Spring. Vol 21. Number 2. p91-105.