American Journal of Economic and
Management Business
p-ISSN:
XXXX-XXXX
e-ISSN: 2835-5199
Vol. 3 No. 5 May 2024
American Journal of Economic and
Management Business
p-ISSN:
XXXX-XXXX
e-ISSN: 2835-5199
Vol. 3 No. 5 May 2024
Comparative Study of Social Entrepreneurship
Management for School Sustainability
Maria
Dwi Nurwaningsih1, Budi Santosa2
Universitas
Trisakti, West Jakarta, DKI Jakarta, Indonesia1,2
Email
: [email protected]1, [email protected]2
Abstract
Catholic
private schools continue to make
improvements, both in governance and learning innovation. Education service providers are encouraged to innovate to
be able to
face government policies and free
market competition. One of them is
through social entrepreneurship because social entrepreneurship is slowly entering
the education system. Social entrepreneurship, with its mission-driven focus on creating
value and positive environmental impact, supports the sustainability of the institution.
By implementing social entrepreneurship in the management of school
institutions, education plays a role in overcoming social and environmental problems. This study aims to analyze
social entrepreneurship management for school sustainability, taking the objects
of Sint Antonius Junior High School East
Jakarta and Sang Timur Junior High
School Karang Tengah. This qualitative research uses observation methods, in-depth interviews using snowball techniques, and forum group discussion on 165 informants. The research aspects are social entrepreneurship, social entrepreneurship strategy, social entrepreneurship management, the impact of implementing
social entrepreneurship management, and the linkage of social entrepreneurship management with ISO 26000 and SDGs no. 4 and 12. The findings show that both
schools have implemented social entrepreneurship, which needs to be
improved for school sustainability. This study provides recommendations for education providers on whether they
should develop social entrepreneurship management for school sustainability. Institutions need to build a comprehensive
social entrepreneurship management system that is strengthened
with a focus on social entrepreneurship
and support of social entrepreneurship
processes.
Keywords:
Impact Social
Entrepreneurship Management,
ISO 26000, Social Entrepreneurship,
Social Entrepreneurship Management, Sdgs, Social Entrepreneurship Strategies.
INTRODUCTION
The field
of education, both internationally and nationally, in Indonesia faces competition from the free
market. People's demands for higher
quality education mean that unqualified
education will be abandoned
Creativity and innovation
in managing schools to respond to
government policies regarding PPDB, Zoning, free schools, and
competition between schools are needed. In addition, the development
of franchise business in Indonesia allows all business fields
to be franchised,
including education.
Business people who have an interest
in education can have a school with
relatively easy requirements. Schools that are managed without creativity and innovation and have weak
human resources due to the lack
of development and application of outdated learning
methods will result in schools lacking students.
The positive
perception of the community towards
school excellence can be seen
from teaching and learning activities,
professional development of resources owned,
and improvement of the school
environment
The implementation
of social entrepreneurship in education has
great opportunities, as well as helping to create creative
solutions to problems, and strengthening
their potential to provide perspectives
on solutions that have been
developed
Previous research on
social entrepreneurship in educational institutions at the Institute
of Teacher Education in Malaysia encouraged academics and education
practitioners to improve social entrepreneurship in educational practice
Social entrepreneurship is slowly entering
the education system (British Council 2017). Social entrepreneurship is not only related to
innovation but also to governance,
both in the process and in performance measurement, and all stakeholders
must play a role
Another managerial aspect
is found in research conducted by Osiyevsky et
al. 2020 in Canada focusing on "Entrepreneurial Management
Systems for Established Companies." From this research, it was found
that most established institutions do not have the
main entrepreneurial management
components, namely entrepreneurial culture and support systems,
disciplined and systematic idea generation process (generation process), constant development and validation of the ideas
generated (development process), effective execution in a limited environment of resources and time
(execution process). There is a need
for an institution
to build a comprehensive Entrepreneurial Management System (EMS) that is strengthened by Entrepreneurial Orientation (EO) and Entrepreneurial Support Process (ESP).
This study aims to
analyze the components of Entrepreneurial
Management Systems (EMS) in established
companies, focusing on the presence
of entrepreneurial culture, support systems, disciplined idea generation processes, development and validation of ideas, and
effective execution with limited resources
and time. Additionally, it investigates the role of Entrepreneurial
Orientation (EO) and Entrepreneurial Support Process (ESP) in strengthening
EMS. The study also explores
the importance of sustainability in schools, particularly Catholic schools, and the role
of associations within Catholic organizations in ensuring
long-term sustainability. Furthermore,
it examines the potential for
achieving school sustainability through social entrepreneurship, creativity, and innovation in school management, and aims to develop
models of sustainability management for schools, including
strategies for managing sustainability processes throughout the school system.
The study also analyzes the implementation and impact of
social entrepreneurship management on school
sustainability based on previous research
in the field.
This
research uses a qualitative approach with content analysis
methods (Content Analysis). The object of research is
the application of social entrepreneurship
management at SMP Santo
Antonius East Jakarta and
SMPK Sang Timur Karang Tengah. The variables studied include the linkage of social entrepreneurship, social entrepreneurship strategies, social entrepreneurship management, the impact of
social entrepreneurship management, ISO 26000, and sustainable development goals (SDGs) No. 4 and 12. The primary and secondary data sources in this study are primary and secondary
data. Primary data were collected
through field observations, structured interviews, and in-depth interviews. Interviews were conducted online and face-to-face
with various resource persons, such as the Principal,
Vice Principal for curriculum and student affairs,
Public Relations Coordinator, Infrastructure Coordinator,
Student Council Coach, Person in Charge of school social
media, teachers, students, administrative staff, and parents of
students from both schools. Meanwhile,
secondary data comes from various official
school documents, such as the Education
Unit Operational Curriculum
Book, Renstra, Mid-Term
Program, School Dapodik
Data, Annual Work Program, Student Statistics Data for the last
five years, as well as sources from social media and credible websites.
The population in this study includes all related
parties at SMP Santo
Antonius East Jakarta and
SMPK Sang Timur Karang Tengah, with a total of 165 speakers. The sampling technique used is nonprobability snowball sampling, where a small initial sample
will increase in size as the research
develops.
Data analysis techniques are carried out using
the triangulation method to validate
qualitative findings through rechecking with various data sources. Descriptive statistical analysis methods are also used to analyze
the collected data by describing the
indicators used. The process of qualitative
data analysis is carried out inductively,
starting from data collection to the
preparation of the final report. The steps in content analysis include unifying text, sampling, recording, summarizing data, drawing conclusions from contextual phenomena, and presenting answers to research questions
in accordance with the stages proposed
by
Aspects of Social
Entrepreneurship Strategy
The
similarity of the findings on creating value as a school entrepreneurial
strategy at St. Anthony, Love, and Compassion Junior High School is as
meaningful as love, respect, politeness, and ethics at SMPK Sang Timur;
Readiness includes independence and innovation at SMPK Sang Timur. Strengthening and character education in both
St. Anthony Junior High School and Sang Timur Junior High School is a competitive
advantage in line with the distinctive life values in each school. Both schools
carry out the same strategy in the spiritual formation of students, namely
through the first Friday Eucharist celebration of each month. This spiritual activity aims to strengthen
students' faith and character. The Education unit-level curriculum implements
the peculiarities of these school values. Furthermore, the school's Annual Work
Plan is detailed, especially in the field of student affairs. The
implementation of the distinctiveness of these school values starts from
socializing with new students and also with parents during learning,
reflection, and giving appreciation to students with character.
Findings
from the aspect of social entrepreneurship strategy related to the indicator of
creating value show that there are differences between SMP Santo Antonius and
SMPK Sang Timur. The difference is seen in student engagement strategies and
implementation methods. St. Anthony Junior High School uses the Locoresa values-sharing
method in morning assembly activities on Fridays. In this activity, there was
no rotational sharing of each class. Sharing was delivered only verbally
without any written reflection, as conveyed by the Principal's team. Meanwhile,
Sang Timur Junior High School involves students; for example, the student
council board welcomes students in the morning. Students conduct written
reflections on the peculiarities of the values prepared by the Agaman Subject
teacher. The value-creating indicator will support the school's competitive
advantage and influence its sustainability.
Competitive Advantage Indicators
Strengthening and character education in both St. Anthony Junior High School and Sang Timur Junior High School is a competitive advantage in line with the distinctive life values in each school. St. Anthony Junior High School provides the foundation of student development with love, compassion, readiness, and sacrifice. These values support students in developing a Dehonian character. For example, habituation in class, working together to complete tasks and caring about the environment. The same thing was done by SMPK Sang Timur, SMPK Sang Timur systematically.
The
Principal, as an informant, provides information about their competitive
advantage, showing a difference. St. Anthony Junior High School has not
implemented systematically and consistently. Meanwhile, SMPK Sang Timur has a
clearer application and reward system. For example, from the data submitted by
the Principal, there are student awards: a) Anti-bullying ambassadors and b)
Students who have a fixed discipline point of 100. Studentship gives students
100 points. It will be deducted when students commit violations. c) Diligent
library visitors. Local wisdom, namely keratin, which is one of the
extracurriculars, has appeared in public and is promoted through school social
media. Another local wisdom is that batik making is also a competitive
advantage at SMPK Sang Timur. The students' batik work was appreciated during
the presentation.
Internal and external
ecological and social indicators
The
ecological aspect is realized by the commitment to maintain the cleanliness of
the environment, picket classes by the students, care for plants, and manage
waste. Both internal and external social
aspects consistently realize solidarity to care for
students/teachers/employees/communities who experience difficulties or are
specifically affected by disasters. In addition, SMP Santo Antonius and SMPK
Sang Timur also involve residents of the surrounding community to support
educational activities according to the situation.
The
specificity of SMPK Sang Timur, the ecological aspect, is the commitment of the
entire school complex from kindergarten – to junior high school, both
elementary and junior high schools in Sang Timur, to become healthy schools
there Adiwiyata. The internal social aspect, the peculiarity is that there is
care for teachers/employees and lunch for all teachers and employees every day.
External social aspects: the school provides opportunities for community
members to work in the institution. The difference is that St. Anthony Junior
High School has not consistently and routinely carried out environmental care,
solidarity actions, cooperation, and collaboration.
Management Aspects of Social Entrepreneurship
HR Management
Indicators
St.
Anthony Junior High School and Sang Timur Junior High School, as sustainable
school institutions, both have organizational structures in accordance with the
standards and according to the personnel conditions of each school.
Structurally, the organization of resources in each field has been established,
but competently, it still requires debriefing and continuous improvement. The
findings from the interview with the principal's team conveyed that the
principal should be briefing the morning and afternoon after school to ensure
that the schedule and daily activities are carried out as planned. Both schools
also utilize training and independent learning from the Merdeka Mengajar
Platform (PMM). Information from subject teachers it was found that students
have the ability to give responses that are in harmony with the situation and
conditions faced. Both schools improve the quality of
educator resources through training and optimizing teachers in
accordance with their fields or linear with their scientific backgrounds.
The difference
is that SMP Antonius East Jakarta implements educational administration governance through innovative institutional management applications, both teaching administration
and financial administration. However, performance achievements on the Merdeka Mengajar Platform still need to
be improved. Meanwhile, Sang Timur School carries out various
innovations in entrepreneurship
and environment-based school development, including in the field of curriculum.
There are differences in communication in the
organization. The discussion and
interview process also showed differences. SMP Santo Antonius East Jakarta
still needs to improve integrated communication in
educational activities so as to support human resource management and
innovation. Meanwhile, at SMPK Sang Timur Karang Tengah, communication is
integrated into educational activities and task distribution so as to support
human resource management and innovation. For example, the Vice Principal for
Student Affairs, with his academic potential, became KIR's optimal companion so
as to achieve proud achievements. In 2023, after the pandemic, KIR Sang Timur
won achievements in the semifinals of the ASEAN Youth Research Innovation
Summit.
Innovation
Indicators
In
accordance with the division of tasks in each field, SMP Santo Antonius East
Jakarta and SMPK Sang Timur Karang Tengah make innovations in management that
motivate teachers and students to be actively and creatively involved in school
activities. Students are also motivated to be creative in school activities.
The findings from direct observation show the peculiarities of each school
innovating managerially. At SMP Santo Antonius East Jakarta, we follow the
direction of the Foundation and the Education Office, as well as the
Principal's commitment to innovate in terms of Management Informatics Systems
to improve governance. Using belajar.id accounts (official government accounts
for teachers and principals), the Principal optimized the Google Site application.
The application is able to store all school documents in any form and
facilitate the principal's monitoring of teachers, students, and parents.
Teacher and student interaction in learning and assignments and so on. While
the Acelego application for financial administration simplifies and streamlines
administrative work. Management innovation at SMPK Sang Timur Karang Tengah,
the specificity of pedagogy management with project-based learning,
entrepreneurship, and the environment.
Findings
from innovation indicators show differences. First, the process and way of
implementing managerial innovation are different depending on the availability
of resources, especially human resources. SMP Santo Antonius East Jakarta is in
the process of improving governance and human resource management. Meanwhile,
SMPK Sang Timur Karang Tengah is manifested in student activities. For example,
KIR extracurriculars related to environmental care commitments and student
council activities allow students to provide responses that are in harmony with
the situation and conditions at hand. For example, the student council
administrator at SMPK Sang Timur seizes the opportunity to use recess as an
intensive time to interact with students. The student council board created the
School Radio.
Second, students' activeness and creativity in various activities and enthusiasm for competition. Students of
SMP Santo Antonius East Jakarta need
to be supported
and encouraged and look for
opportunities. Meanwhile, at SMPK Sang Timur Karang Tengah, students
actively compete. After the pandemic with
face-to-face learning, several students have obtained OSN (National Science Olympiad) achievements, as well as the ASEAN Youth Research Summit (AYRS).
Effectiveness-Efficiency Indicators
The results of interviews
with administrative personnel at SMP Santo Antonius East Jakarta regarding financial administration management innovations have a positive impact. For example, tuition payments are monitored, late payments are made, communication with parents is faster
and clearer, and work is
easier and faster. An achievement that is managed
by good classroom
management, paying attention to student
needs, and using information and technology in learning provides new experiences to students that
can be practiced
in their lives. The learning system will be
more effective and efficient for
students. Meanwhile, at SMPK Sang Timur Karang Tengah, with
innovations in project-based
learning, teachers and students become
creative. Some student activities are getting more interesting
and have a positive impact. For example, in the 2023/2024 Academic Year, the school carried
out planning and managing activities
for students and delivered proud
results. Student achievement in academic and non-academic fields.
In addition to the
above findings, secondary data from Book I, namely the Operational Curriculum Book of the Education
Unit, Renstra, and Annual Work Program, shows the differences between the two
schools. First, at SMP
Santo Antonius East Jakarta, The strategic
plan period is from 2023-2026. The important points of the
strategic plan are based on SWOT analysis. While at SMPK Sang Timur Karang
Tengah from 2023-2027, the important points of the strategic
plan are based on the School's Vision. Second, facilities should be developed
to improve the quality of
services in collaboration with foundations. SMP Santo
Antonius East Jakarta is being developed to provide library
services and hall repairs. Meanwhile,
at SMPK Sang Timur Karang Tengah, the
opening of road access was
completed, which had been closed for
20 years due to religious issues.
Since January 2024, access to the entrance
road to the
Sang Timur Karang Tengah school complex
has been accessible by cars.
Impact of Social
Entrepreneurship Management
Implementation
Change
Significance Indicators
The
application of social entrepreneurship management from the research findings at
both St. Anthony Junior High School and Sang Timur Junior High School shows a
change. What the changes in common are is that students become enthusiastic,
creative, and more actively involved in learning. The attitude of caring for
friends who experience difficulties is also consistently carried out by
students. The implementation of social entrepreneurship management also has an
impact on the achievement of school accreditation. Both schools are also
accredited, which develops the institution and expands cooperation.
Indicators Have
Innovation
SMP Antonius
has implemented the governance of educational
institutions through the innovation of institutional management applications, both teaching administration
and financial
administration. Improve
the quality or quality of
educator resources through training. Sang Timur School carries out various innovations
in entrepreneurship and environment-based school development, including in the field of
curriculum.
The difference is that
open communication between teams at St. Antonius Junior High School is
still not supportive of managing
human resources and innovating. Meanwhile, at SMPK Sang Timur, open communication
between teams and the distribution
of tasks support human resource management and innovation.
Indicators of
Developing Institutions
The
implementation of social entrepreneurship management also has an impact on the
achievement of school accreditation. Both schools are also accredited, which
develops the institution and expands cooperation. The students, both at St.
Anthony Junior High School and Sang Timur Junior High School, actively
participate in competitions in academic and non-academic fields.
The accreditation value is
a criterion that the
school as an Educational Institution is able to develop the institution as a
whole, both in academic, administrative, and social fields. Findings from
secondary data are various agencies involved in working with schools outside of
the Education Office. For example, DLH, MSMEs, Interfaith Commissions, and Universities. The difference is that St. Anthony Junior
High School has not significantly had an impact; for example, there has been no
achievement as an institution, and the number of students has increased. At the
same time, the achievement of the institution at SMPK Sang Timur is significant
with grade A.
Indicators of
Expanding Cooperation
The
distinctiveness of the impact of implementing social management in
St. Anthony Junior High School, innovation in the implementation of educational
administrative services. Namely the application of Google Sites and Acelego
applications. However, this application has not shown an impact on wider
cooperation. Meanwhile, the peculiarities of the impact of implementing social
management at SMPK Sang Timur include the development of institutions and the
expansion of cooperation. First, the institution was developed by obtaining
school achievements, such as Clean Schools, which ranked 3rd in the city of
Tangerang, Healthy Schools, and Adiwiyata Schools. The students also develop
their potential optimally, which has a positive impact on the school, namely,
obtaining achievements in several competition fields. Second, the expansion of
cooperation at SMPK Sang Timur, from the research findings, is the
establishment of cooperation between schools and parents, Churches, Education
Offices, MPK, and Puskesmas all have a good impact on learning and habituation
in schools and support and facilitate activities.
Institutional Sustainability Indicators
Indications of the sustainability of the institution at Sang
Timur Junior High School revealed that there are still new students, although
it is still far from expectations. Meanwhile, at SMPK Sang Timur, there has
been an increase in the number of new students after the pandemic; the opening
of road access to the school after 20 years of closure for four-wheeled
vehicles; the existence of interrelated programs or activities; Church citizens
are more familiar with schools.
Both schools are working to reduce dependence on traditional funding sources and increase the
use and better
use of financial
resources. Provide and extend existing
services to the larger community.
Sharpen focus and expand organizational
services. Increase positive impact in society, improve planning and marketing
skills. Improve learning and continuous
improvement. Every
year an increasing number of creative teachers develop creative learning.
Linkage of Social
Entrepreneurship Management
with ISO 26000 and SDG's
Governance Indicators
(ISO 26000)
The finding from the aspect of the linkage of
entrepreneurial management with ISO 26000 related to governance indicators is
the existence of a periodic reporting system both at SMP Santo Antonius and
SMPK Sang Timur. Every activity program that has been implemented will be
accounted for by the person in charge of the activity. From secondary data
sources, both schools have academic documents, namely the Education Unit Level
Curriculum (KTSP) for those who still use the 2013 Curriculum, the Education
Unit Operational Curriculum (KOSP) from the provisions of the Independent
Curriculum, Curriculum Field Program, and Student Affairs. Administrative
documents, including Medium-Term Work Plan, Annual Work Plan, School Budget
Work Plan, Teacher assignment data, student statistics, organizational
structure, Student Data, and Education Report Card. In common, both schools
have a system of reporting regularly in writing to stakeholders. Performance
appraisal of the principal is conducted by the Education Office, in this case
by the school superintendent, once every year. Monitoring by the foundation is
carried out periodically in accordance with the policies and restrictions of
both parties.
The
Principal supervises teachers and education staff every semester, and then
supervision, evaluation, and follow-up reports are made. This series of
supervision processes is made in the Principal Supervision Program book.
Student progress reports are submitted by the Homeroom teacher every semester.
Financial management within the foundation and related stakeholders. BOS
monitoring is carried out regularly according to BOS bookkeeping reporting
rules, both online and offline. Monitoring of the principal's performance by
the local school superintendent is carried out once a year. Monitoring of the
Education Office is related to the activation and activities of Principals and
Teachers on the Independent Teaching Platform on a regular basis.
The
findings of observation and deepening of secondary data show differences related
to governance indicators. St. Antonius
Junior High School delivered a presentation of the work report on the
activities of the Pancasila Student Profile Strengthening Project at the end of
semester 2. Meanwhile, SMPK Sang Timur delivered a presentation of the work
report on the activities of the Pancasila Student Profile Strengthening Project
at the end of semester 1. The strategic plan period at St. Anthony Junior High
School is 3 years into the future, focusing on improving Dehonian Culture and
Character, Standardization of Governance, Development of Effectiveness, and New
Concepts. Meanwhile, SMPK Sang Timur, has a 4-year strategic plan to travel to
the future, focusing on the school's vision. The strategic plan is described as
follows, Love Development, Care Development, Smart Development, and
Transformative Development. Data from the Principal as an informant related to
PMM monitoring, as follows: the results of monitoring by the Education Office
regarding the performance of the Principal and Teachers of St. Anthony Junior
High School have not passed the topic. While SMPK Sang Timur out of 22
teachers, 14 people passed the topic of achieving good performance. In the 2023/2024
academic year, SMPK Sang Timur will add 2 certified teachers.
Community
Contribution Indicators
(ISO 26000)
The findings show
differences between St.
Anthony Junior High School and Sang Timur Junior High School. St. Anthony
Junior High School embodies its contribution
to society by caring about waste management. This management is carried out
with the Locoresa Garbage Bank, students bring waste that has been sorted at
home, then brought to school
weighed, recorded, and priced according
to the price
of the type
of waste brought. The implementation of the Locoresa
Waste Bank in collaboration
with the Environmental Office of
Jatinegara District, so that waste can
be processed correctly and precisely.
This activity shows the commitment
of the students
to manage waste and preserve
the environment. The students' mutual aid attitude inspires
the community to manage waste,
maintain cleanliness, and preserve the
environment. While at SMPK Sang Timur, there is a social action
for local residents every time there is
a celebration of the School's Anniversary or Sister Congregation
(PIJ). In addition, positive
interactions with people of other
faiths were established, such as meetings with Gusdurian groups. Cooperation and dialogue to
open road access to schools with
stakeholders. In the end, access roads
were opened so that the road
leading to the Sang Timur School complex could be
passed by cars. Land use in the school environment
by planting rare fruit trees,
creating gardens with a variety of plants, making compost from leaf
litter, and raising fish. This
activity contributes to the community,
in the sense of contributing to providing green
land, and clean air for public
health. As well as providing concrete examples of environmental
education in learning activities.
Sustainability Innovation Indicators – SDG's No.4
Findings from interviews and secondary data sources related to sustainability innovation indicators, show a balanced similarity in terms of the use
of IT and mass media for learning and communication
facilities with the community. Utilizing IT by teachers for learning
and administration. While students use IT and social
media to do tasks, they optimize
skills using IT.
St. Anthony
Junior High School and Sang Timur Junior High School are encouraged to improve and
develop the provision of educational
services. One of them is IT-based
learning. Principals and teachers together
learn to use IT through training. The principal of St. Anthony Junior High School explained about improving management by utilizing
the Google Site application. Namely an application to create a website or web page for
teams, projects, events, or other
special needs. As an internal website that will only
be accessed by the education
office, foundations, teachers, education staff, students, and parents with
very specific features and functions.
The Principal provides training to teachers
in the learning process as well as filling in teaching administration can be done effectively
and efficiently. For example, uploading materials, storing various kinds of
documents, giving assignments, delivering announcements, monitoring students, and so
on. In addition, there is also
training for learning media such as CANVA, Cup
Cut, and video editing. Another informant, namely Mr. B as a Cultural Arts Theater specification, utilizes IT for assignments to students. The students after participating in theater learning were asked to make
plays starting from topic selection,
script making, role division, video shooting, editing, and collecting
drama results in a video. From
direct observation in class, researchers saw the enthusiasm
and sincerity of students doing
this task in groups.
SMPK Sang Timur
provides opportunities for students to
be involved in developing quality educational services. The Vice Principal for Student Affairs
as an informant said that students
were given the responsibility to manage the documentation
of school activities. Both photos and videos
are grouped according to the time
and type of activity. The students demonstrate their ability to
master information technology
effectively and efficiently to manage school activity
documents. The
development of technology that has been mastered by
many students encourages teachers to develop digital-based learning. The head of Sang Timur Junior High School attended training and workshops
organized by the Education Office, the National Assembly of Catholic Education,
as well as MGMP independent
training at schools. While the school's
administrative documents as
a whole are unified in
Google Drive. Commitment and consistency in documenting activities is proven when
researchers ask for secondary data in the form of
photos of activities and other school data. The researcher got a quick response from the
informant, the data provided was detailed
on Google Drive.
Research findings from the
linkage of social entrepreneurship management related to SDG's
indicator no. 4 priority in
indicator 4.4.1. (a) i.e. Proportion of adolescents
(aged 15-24 years) and adults (aged
15-59 years) with information and communication technology (ICT) skills. There are differences in the use of IT and
technology and communication skills between SMP Santo Antonius and
SMPK Sang Timur Karang Tengah.
Sustainability Innovation Indicators
– SDG's No.4
Findings from the linkage of social entrepreneurship
management related to sustainability innovation indicators focus on SDG's
no. 4 on mainstreaming indicators at all levels of education, for
sustainable development including (a) national education policy, (b)
curriculum, (c) teacher education, (d) student assessment.
The implementation of the Independent Curriculum as a policy of the
Ministry of Education, Culture, Research and Technology both at SMP Santo Antonius and SMPK Sang Timur is the focus to
develop the school curriculum in accordance with the characteristics of the school. In addition, consistency and excellence of character
both at SMP Santo Antonius and SMPK Sang Timur are supported
by the Strengthening
the Profile of Pancasila Students Project as part of the
implementation of the Independent Curriculum.
There are differences in the implementation of the Merdeka Curriculum. First, from the
geographical and environmental characteristics of the school, SMPK Sang Timur
innovated to establish local content lessons, namely, Environmental Education.
This local content is consistent with the school's vision of
"environmental culture" while at St. Anthony Junior High School there
has been no curriculum development. Second, the character of students becomes
stronger in SMP Santo Antonius, while in SMPK Sang Timur it has an impact on
the aspect of collaboration, both teachers and students are more creative and
independent. This finding is reinforced from secondary data on the choice of
themes and themes and targets of the Pancasila Student Profile Strengthening
Project from each school.
Sustainability Innovation Indicator – SDG's No. 12
Findings from the linkage aspect of social entrepreneurship
management related to priority sustainability
innovation indicators in SDG's no. 12 12.8.1.( a) The number
of formal education units and institutions
/ communities concerned and cultured environment,
are as follows: School residents are actively involved in maintaining the cleanliness and sustainability of the school
environment. Commitmentto care for the
environment, manage waste, picket classes,
community service, habituation to bring food supplies,
and drinking tumblers are routine work programs both
at St. Anthony Junior High School and Sang Timur Junior High School.
There are differences in the realization of sustainability innovation. St.
Anthony Junior High School makes sustainability innovations in extracurricular fields, namely Laudato Si Scouts (Caring for the Earth
Our Common Home), one of its
activities is the Waste Bank. Meanwhile, SMPK Sang Timur innovates
sustainability by habituating together to plant rare
fruit trees in the school environment,
especially for students who will
graduate from SMPK Sang
Timur. Innovation in sustainability
of utilizing the extensive
school environment by making green houses, making organic compost, and raising
fish. This innovation is very
supportive for comprehensive Environmental Education activities. In addition, fish products from the
pond itself are used as a side dish to eat
together at school.
Discussions
The findings related
to the "social entrepreneurship" aspect are in line with the concept
of social entrepreneurship as a process of creating value
by combining resources in new concepts
In developing
social entrepreneurship for sustainability, the two schools
have developed supporting strategies and policies. There
are three indicators ranging from creating
value, competitive advantage and ecological,
social aspects (internal and external).
The findings
on the indicators
create value, indicating the presence of similarities.
The managerial strategy carried out is
by designing institutional development programs in the strategic plan, planning routine activity programs, making indicators of each value,
applying habituation in learning activities. For example, the school's
vision is spelled out in detail in the theme of
development each year, through the
first Friday Eucharist as an important part
of spiritual formation for students. School
management also implements appropriate strategies for adolescent students. For example, by regularly
involving students in a shared, consistent and structured agenda to reflect both
orally and in writing.
Strengthening character education
in both St. Anthony Junior High
School and Sang Timur
Junior High School is a competitive advantage in line with the distinctive
life values in each school. Indicators
of competitive advantage are in line with the distinctive
life values of each school.
SMP Santo Antonius East Jakarta provides
the foundation of student development
with the power of love,
empathy, preparedness, and sacrifice. SMPK Sang Timur
Karang Tengah shows excellence
in consistently realizing the school's vision
in every school management policy. That is, strengthening
the potential of human resources to achieve competitive
advantage. Ecological and social indicators
both internal and external, both schools with a commitment to maintain
environmental cleanliness and care for
each other through solidarity actions build care.
The above
findings are in line with findings from
John Bryson who defines strategy as a pattern of goals, policies,
programs, actions, decisions, or allocation
of resources that determines what an organization
is, what it does, and
why organizations do it. Social
entrepreneurship strategies
aim to create
long-term value and competitive advantage by considering internal and external ecological,
social and social aspects
Researchers
found that social entrepreneurship strategies require institutional policies, goal patterns, consistent work programs, and resource
involvement according to their roles.
So that the
manifestation of the distinctiveness of school values
becomes a competitive advantage of the
school which includes ecological and social aspects,
both social, internal and external. Unity
in strategies such as those mentioned above is a determining
aspect of school sustainability. The institution's policy is indicated by
the establishment of the Long and
Medium Term Strategy Plan and
is spelled out in the Annual
Work Plan, and implemented in routine learning activities.
Improving the governance
of educational institutions through institutional management innovations, both improving teaching administration applications and financial administration
by improving the quality or
quality of educator resources. Teachers and education
personnel follow through training both internally, in cooperation with external parties. This innovation and improvement is an effort
to improve the quality of
schools in anticipating the increasing number of competitors
from similar schools. School management needs to build a system
to manage human resources so that
innovation and governance improvement are effective and efficient.
Development of
social entrepreneurship management through curriculum innovation, namely innovation in the development of entrepreneurship-based schools and the
environment. This innovation is affirmed
through institutional policies, for example,
school land use, Environmental Education, providing daily meals for
teachers and employees. The importance of school management
improving the welfare of teachers
and employees needs to find
strategies to obtain other effective
and efficient sources of funds.
This effort is in line with
what Dankbaar said that social
entrepreneurship is not only related to
innovation but also related to
governance, both in the process and
in performance measurement,
all stakeholders must play a role
The impact,
according to Dees, 2008, is a significant change in society or the
environment caused by actions or
policies of social entrepreneurship organizations or initiatives
Some of the impacts of social
entrepreneurship for the sustainability of institutions according to Herutomo
et al., 2022, include providing and expanding existing
services to the larger community.
Sharpen focus and expand organizational
services. Increase positive impact in society, improve planning and marketing
skills. Improve learning and continuous
improvement.
Linkage of Social
Entrepreneurship Management
for School Sustainability with ISO 26000
The findings
in this study, in line with and support
the concept of management, namely strategies that aim to
encourage sustainability, arise mainly from
two activities, academic and management
(Fuchs et al., 2020). Governance is long-term and inclusive, anti-corruption, as part of a structure
that ensures sustainability. Educational governance is understood
as efforts that allow for trustworthy
organizations in elements such as: structure, status and strategies, processes, programs to encourage sustainable
behavior
Researchers
found an important link between social entrepreneurship management and ISO 26000. Social entrepreneurship management managed with governance
in accordance with ISO
26000 governance standardization
goals and sustainability of the institution will be achieved.
The achievement is first of all
the community trust in the school,
status and strategies, processes and programs
of sustainable behavior. The performance of human resources increases, so that
the institution's achievement of sustainability innovation can be achieved.
The linkage of Social
Entrepreneurship Management
for School Sustainability with SDG's No. 4 and 12
The implementation
of the Independent Curriculum as a policy of the Ministry
of Education, Culture, Research and Technology both at SMP Santo Antonius East
Jakarta and SMPK Sang Timur Karang Tengah is the focus
to develop the school curriculum
in accordance with school characteristics. Consistency and excellence of character
both at SMP Santo Antonius East Jakarta and SMPK Sang Timur
Karang Tengah are supported by
the Pancasila Student Profile Strengthening Project as part of the
implementation of the Merdeka Curriculum. SMPK Sang
Timur Karang Tengah innovates to
establish local content lessons, namely, Environmental Education. This local content is
consistent with the school's vision
of "environmental culture".
The findings
prove the importance of early
researchers' use of IT and social
media: Various communication
mechanisms – through face-to-face meetings, Facebook, YouTube, and Twitter – school leaders received greater support from parents.
An important finding of this comparative
study is that school leaders should use social
media and other technological tools more effectively to inform and
communicate school activities on a daily basis. When parents identify a school's brand, word-of-mouth communication has resulted in more applicants to the
school
Innovation in sustainability of utilizing the
extensive school environment by making green houses, making organic compost, and raising fish.
This innovation is very supportive
for comprehensive Environmental Education activities. In addition, fish products from
the pond itself are used as a side dish to
eat together at school. The above findings are in line with the
priority sustainability innovation indicators in SDG's no. 12 12.8.1. (a) The number
of formal education units and environmental
care and cultured institutions/communities support previous research.
The above
findings also prove the truth
of the main article of this
study
CONCLUSION
This study concluded that social entrepreneurship
management plays an important role
in school sustainability at SMP Santo Antonius East
Jakarta and SMPK Sang Timur Karang Tengah. Both schools have
implemented social entrepreneurship by creating value, managing resources, and developing new concepts that
benefit students, teachers, education personnel, and the community. SMP Santo Antonius
East Jakarta has strength
in the value of solidarity between
students and brotherhood between teachers, but lacks
consistency in long-term collaboration.
In contrast, SMPK Sang Timur Karang Tengah shows strength in students' values of love and
fighting power, consistency with the institution's vision, and commitment
to educational innovation. To increase effectiveness, SMP Santo Antonius needs
to strengthen consistency, collaboration, and commitment in social entrepreneurship efforts, while SMPK Sang Timur must optimize innovation
in school promotion. Human resource management in both schools includes
training, potential development, and teacher professional improvement, as well as managerial innovations in financial governance, administration, and social communication. School management needs to build
an effective and efficient system
to manage human resources and improve
the welfare of teachers and
employees. The impact of implementing social entrepreneurship management can be seen in managerial
innovation, increasing student achievement, and cooperation with related parties.
St. Anthony Junior High School
needs to expand cooperation with stakeholders and form a school
promotion team, while Sang Timur Junior High School needs to
develop a promotion strategy to increase
the number of students. The research also found
that social entrepreneurship management in both schools is
closely related to SDG's 4 and
12. The quality of education is enhanced
through innovation and creativity in social entrepreneurship management, while concern for the
environment is realized through programs such as Laudato Si Scouting and compost management.
Thus, social entrepreneurship management contributes to school sustainability by creating value,
innovation, and environmental care that aligns with
sustainable development goals.
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Copyright holders:
Maria
Dwi Nurwaningsih, Budi Santosa (2024)
First
publication right:
AJEMB
– American Journal of Economic and Management
Business