PENGEMBANGAN FUNGSI INTERMEDIASI PERBANKAN PASCA-REKAPITALISASI: MENUJU STRATEGI BERBASIS-KOMPETENSI

Abstract

This paper puts concern on two issues related to a better understanding of intermediary functions performed by Indonesian banking industry in the era of post-recapitalization. Taking into account the agency role of banking industry in a dynamic interactions with various stakeholders, the paper deals with some specific roles of intermediary functions of banking industry in the national economic development at the first place. Secondly, the paper evaluates some results of activities which have been traditionally attributed to banking intermediary functions during the post-recapitalization era: credit, deposits, and the process of both credit and deposits are matched together properly. Considering the concepts of transaction costs theory, the study confirms the proposition on the imperative role of banking intermediary functions to mounting the efficiency in governing transactions between the surplus-spending units (SSUs) and the deficit-spending units (DSUs) in the society. This is particularly true when banking firms acknowledge the fragmentation, diversity, and pluralism of Indonesian society, mainly in the nature of households and real sector enterprises. It is this kind of efficiency that determines the survival and continuation of banking entities nation wide, and this efficiency even also determines the core business and the identity of banking industry. The overall figures at national level of credit allocation, deposits, LDR, and NPL during the pos-recapitalization period have been indicating a continuous improvement. Hitherto, it is important to recognize the permanent unresolved disparities of banking performance in credit allocated to traditional-ruralagricultural sector as compared to credit allocated to more modern-urban sectors of economy; the performance of credit spread to various stakeholders of Java island—closer to the central government of Indonesia—as compared to credit distributed to stakeholders of other islands in the country. Competence-based strategic management can be pondered as a mechanism to cultivate the sound practices of banking intermediary functions, in which each individual banking firm grows on its own specific-idiosyncratic competencies. By so doing, the development of banking intermediary functions may result in increasing economic efficiency as well as in lessening the above mentioned disparities.