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p-Index From 2021 - 2026
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All Journal Jurnal Ilmiah Manajemen Kesatuan International Journal of Applied Finance and Business Studies
Dwi Orbaningsih
Universitas Gajayana, Indonesia
Decision Sciences, Operations Research & Management Economics, Econometrics & Finance Social Sciences

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The Influence of Emotional Experiences and Behavioral Intentions of Tourists through Destination Image and Satisfaction Paskalis Dakhi; Martaleni Martaleni; Dwi Orbaningsih; Umi Muawanah
Jurnal Ilmiah Manajemen Kesatuan Vol. 14 No. 3 (2026): JIMKES Edisi Mei 2026
Publisher : LPPM Institut Bisnis dan Informatika Kesatuan

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.37641/jimkes.v14i3.5207

Abstract

This study examines how emotional experiences influence the behavioral intentions of international tourists visiting, with destination image and satisfaction as mediating variables. The study aims to explain the psychological mechanisms through which tourism experiences are translated into revisit intention and recommendation behavior. A quantitative approach was employed using Structural Equation Modeling–Partial Least Squares (SEM-PLS) based on data collected from 165 international tourists. The findings indicate that emotional experiences significantly affect destination image, satisfaction, and behavioral intentions. Destination image and satisfaction also have significant effects on behavioral intentions and function as mediating variables in the relationship between emotional experiences and behavioral intentions. Satisfaction emerges as the strongest predictor of behavioral intentions, indicating that evaluative judgments play a crucial role in shaping loyalty-related behavior. The discussion highlights that tourist behavior is influenced by the interaction among affective, cognitive, and evaluative processes, in which emotional experiences shape perceptions, and satisfaction strengthens behavioral outcomes. These findings contribute to tourism behavior literature, particularly in adventure-based destinations, by emphasizing the importance of emotionally engaging experiences in strengthening destination image, satisfaction, and long-term tourist loyalty.
The effect of career development and transformational leadership on employee performance with employee engagement as a mediation variable in the general department of the regional secretariat of Malang city Fitri Handayani; Dwi Orbaningsih; Umi Muawanah
International Journal of Applied Finance and Business Studies Vol. 14 No. 1 (2026): June: Applied Finance and Business Studies
Publisher : Trigin Publisher

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.35335/ijafibs.v14i1.485

Abstract

The purpose of this study is to examine and analyze how career development affects employee engagement, how transformational leadership shapes employee engagement, how career development contributes to employee performance, how transformational leadership impacts employee performance, and how employee engagement relates to employee performance. Beyond these direct relationships, this study also investigates whether employee engagement serves as a mediating variable between career development and employee performance, as well as between transformational leadership and employee performance. A total of 141 employees were involved as research respondents, with SmartPLS employed as the primary tool for data analysis. The findings reveal that career development exerts a significant effect on employee engagement, while transformational leadership demonstrates a positive contribution toward employee engagement. Regarding performance outcomes, both career development and transformational leadership proved to have meaningful impacts on employee performance. Employee engagement likewise emerged as a significant determinant of employee performance. In addition, the results confirm that employee engagement functions as a mediating variable in the relationship between career development and employee performance, as well as in the relationship between transformational leadership and employee performance.
Co-Authors Fitri Handayani Martaleni Martaleni Paskalis Dakhi Umi Muawanah