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All Journal Journal of Economics, Entrepreneurship, Management Business and Accounting Journal of Business Management and Economic Development
Romy Pramono
Universitas Ciputra Surabaya, Indonesia
Decision Sciences, Operations Research & Management Economics, Econometrics & Finance Industrial & Manufacturing Engineering Social Sciences Other

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Driving Lecturer Performance: Integrating Transformational Leadership, Human Capital, and Effective Collaboration in Higher Education Abdul Majid; Erna Nur Faizah; Sri Yaumi; Romy Pramono
Journal of Business Management and Economic Development Том 4 № 02 (2026): Journal of Business Management and Economic Development
Publisher : PT. Riset Press International

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.59653/jbmed.v4i02.2422

Abstract

This study aims to investigate organizational support as a boundary condition regulating the performance-related effects of transformational leadership, human capital, and effective collaboration among university lecturers in East Java Province, Indonesia. Grounded in the theoretical integration of Job Demands-Resources Theory and Social Exchange Theory, a quantitative cross-sectional survey was conducted with 257 lecturers from both public and private institutions. Hypotheses were tested using Partial Least Squares Structural Equation Modeling (PLS-SEM) via SmartPLS. The findings confirm that all four direct effects transformational leadership, effective collaboration, organizational support, and human capital have significant positive effects on lecturer performance. Notably, organizational support significantly moderates the transformational leadership–performance relationship. Simple slope analysis revealed that the leadership effects transition from negligible under low institutional support to dominant under high support, indicating an approximately eight-fold difference in performance return per unit of leadership investment. Moderation through human capital and effective collaboration was not supported. This study contributes by reframing organizational support from a performance antecedent to a structural amplifier. It offers a theoretically grounded solution to the contextual inconsistencies documented in the higher education leadership literature and provides evidence-based guidance for integrated faculty performance management strategies.
Digital Technology and Firm Performance in IT Services: The Mediating Role of Technology Value Customization Romy Pramono; Thomas Stefanus Kaihatu; Denny Bernardus; Halek Mu'min
Journal of Economics, Entrepreneurship, Management Business and Accounting Vol 4 No 4 (2026): Volume 4, Issue 4, July 2026
Publisher : CV. Sakura Digital Nusantara

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.61255/jeemba.v4i4.1583

Abstract

Purpose – This study examines whether Technology Value Customization (TVC) mediates the effects of Digital Technology (DT), Dynamic Capability (DC), and Customer Orientation (CO) on Firm Performance (FP) in Indonesia's IT services industry, drawing on Dynamic Capability Theory and Service-Dominant Logic. Design/Methodology/Approach – Data from 240 IT service firms in Jakarta, Surabaya, and Bandung were collected via a seven-point Likert questionnaire and analyzed using PLS-SEM (5,000-subsample bootstrapping), Necessary Condition Analysis (NCA), and Confirmatory Tetrad Analysis. Findings/Results – DT and DC had no significant direct effect on FP, while CO's direct effect and all paths to and from TVC were significant. The DT-FP and DC-FP relationships showed statistically significant indirect-only associations via TVC (consistent with, though not definitive proof of, full mediation per Zhao et al., 2010), while CO-FP showed a complementary partial-mediation pattern; NCA identified CO, DT, and TVC as necessary conditions for FP, while DC was not. Originality/Value – TVC offers a plausible mechanism reconciling prior inconsistent findings on technology's direct effect on performance, integrating Service-Dominant Logic with Dynamic Capability Theory. The key implication is that technological resources drive performance only when customized into customer-relevant value.
Boosting Public Service Organizational Performance in Indonesia: An Integrated PLS-SEM and NCA Study of SAMSAT Offices Ferdy Ferdy; Patrick Marcos Lech Walesa Nababan; Nikasia Novita Cintarso; Romy Pramono; Indri Maya Sari; Halek Mu'min
Journal of Economics, Entrepreneurship, Management Business and Accounting Vol 4 No 4 (2026): Volume 4, Issue 4, July 2026
Publisher : CV. Sakura Digital Nusantara

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.61255/jeemba.v4i4.1601

Abstract

Purpose – This study examines whether transformational leadership and service innovation improve public service performance directly and indirectly through organizational ambidexterity in SAMSAT offices delivering vehicle registration and taxation services under the Samsat Digital Nasional program, addressing contradictory evidence on leadership's effect on public performance. Design/methodology/approach – Data from 120 SAMSAT officials, supervisors, and staff in Batam and Tanjung Pinang were analyzed using PLS-SEM combined with Necessary Condition Analysis (NCA) in SmartPLS 4, drawing on Transformational Leadership, Service Innovation, Organizational Ambidexterity, and Dynamic Capability Theory. Findings/Results – All five direct paths were significant, and ambidexterity partially mediated both the leadership-performance and innovation-performance links (VAF = 27.5% and 34.5%). The model explained 38.1% of performance variance with acceptable fit (SRMR = 0.060) and medium predictive relevance (Q²predict = 0.268), while necessity analysis showed ambidexterity and service innovation, but not leadership, to be necessary conditions for performance. Originality/Value – The findings are consistent with organizational ambidexterity acting as one plausible mechanism behind mixed leadership-performance evidence in the public-sector literature, rather than a definitive resolution of that inconsistency, since only one organizational context and one cross-sectional dataset are analyzed here; within this sample, ambidexterity and service innovation, but not leadership, met the threshold for a necessary condition. The main implication is that SAMSAT management should treat leadership development, innovation investment, and ambidextrous capability-building as complementary priorities, phased according to organizational feasibility, rather than assuming leadership alone is sufficient or that statistical importance translates directly into implementation priority.
Co-Authors ABDUL MAJID Denny Bernardus Erna Nur Faizah Ferdy Ferdy Halek Mu'min Indri Maya Sari Nikasia Novita Cintarso Patrick Marcos Lech Walesa Nababan Thomas Stefanus Kaihatu Yaumi, Sri