Transformasi Green Mindset sebagai Strategi Pengembangan SDM untuk Mendukung Keberlanjutan Bisnis Berbasis Triple Bottom Line: Studi Kasus pada iWood

Fariz Falevi; Mochammad Eric Suryakencana Wibowo; Almira Santi Samasta; Adilla Kustya Ulfa

doi:10.57178/paradoks.v9i3.2483

Authors

Fariz Falevi Universitas Dian Nuswantoro, Semarang, Indonesia
Mochammad Eric Suryakencana Wibowo Universitas Dian Nuswantoro, Semarang, Indonesia
Almira Santi Samasta Universitas Dian Nuswantoro, Semarang, Indonesia
Adilla Kustya Ulfa Universitas Dian Nuswantoro, Semarang, Indonesia

DOI:

https://doi.org/10.57178/paradoks.v9i3.2483

Keywords:

Green Mindset, Kesadaran Lingkungan, Pengembangan Sumber Daya Manusia, Keberlanjutan Bisnis, Triple Bottom Line

Abstract

Penelitian ini bertujuan menganalisis transformasi Green Mindset sebagai strategi pengembangan sumber daya manusia pada iWood dalam mendukung keberlanjutan bisnis berbasis Triple Bottom Line. Penelitian menggunakan pendekatan kualitatif deskriptif dengan model Input–Process–Output (IPO) pada 7 pengrajin iWood di Jepara. Data dikumpulkan melalui observasi, wawancara semi-terstruktur, dan dokumentasi, lalu dianalisis menggunakan reduksi data, penyajian data, dan penarikan kesimpulan. Hasil penelitian menunjukkan bahwa implementasi Green Mindset dilakukan melalui pemilahan limbah kayu, pelatihan dan pendampingan kerja, efisiensi bahan baku, dan kebiasaan berkelanjutan. Penelitian juga menemukan adanya Idiosinkrasi Peran dalam pemanfaatan limbah kayu. Implementasi Green Mindset berkontribusi terhadap pencapaian aspek Triple Bottom Line, yaitu meningkatkan kesadaran, keterampilan, dan partisipasi pengrajin dalam praktik kerja berkelanjutan (people), mengurangi limbah kayu melalui pemilahan dan pemanfaatan kembali bahan sisa produksi (planet), serta menciptakan nilai ekonomi melalui pengembangan produk berbahan limbah kayu (profit). Implikasi penelitian menunjukkan bahwa pembiasaan kerja berbasis keberlanjutan mampu membentuk budaya kerja hijau yang mendukung keberlanjutan usaha.

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