Human resource orchestration in partnership companies: A multiple case study

Juliani Dyah Trisnawati, Indrianawati Usman, Dwi Ratmawati

Research output: Contribution to journalArticlepeer-review

1 Citation (Scopus)


Objective: The purpose of this case study is to develop a model of the process of human resource orchestration in partnership companies in order to create the innovative TV programs and to achieve the business results. Method / Approach: Two kinds of partnership such as mergers & acquisitions, and strategic alliances at the TV media companies provide input for a multiple case study approach. Firstly, the TV media company that conducts Merger and Acquisition (M&A) with the local TV Company. Secondly, the company conducts the strategic partnership with the foreign the news TV Company. Findings - The company owner who is part of the company's leaders is central figures who has the ability to consolidate the actions of company leaders in conducting human orchestration. In the case of collaboration with foreign companies, the best aspects of the integration of the culture of the company and partners affect the success of the process of knowledge transfer and implementation in the creation of innovative TV programs. In addition, the developed model is expected to reduce the company failures in building the partnership. Research limitations / implications - This research is an extension of resource orchestration research by investigating the role of owner and company leaders in conducting human resource orchestration during the transition period. Practical implications - The company leaders can use this model to be applied to the partnership programs through maintaining dynamic relationships with the partners in order to improve the human resource competency through transfer of knowledge for the creation of innovative and quality products and achieving the profitable business performance. Originality / value - There is no research that examines the role of leaders (owners and leaders of companies) in managing human resources in the transition period after establishing a partnership. The proposed model emphasizes their ability to orchestrate human resources in the context of knowledge transfer, the creation of TV programs and the business results.

Original languageEnglish
Pages (from-to)814-822
Number of pages9
JournalSystematic Reviews in Pharmacy
Issue number5
Publication statusPublished - 2020


  • Ambicultural
  • Case studies
  • Partnership
  • Resource orchestration
  • Role of leaders
  • Transfer of Knowledge


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