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All Journal JMM UNRAM (Jurnal Magister Manajemen Universitas Mataram) West Science Business and Management Journal of Finance, Economics, and Business
Dinis Cahyaningrum
University of Mataram
Humanities Decision Sciences, Operations Research & Management Economics, Econometrics & Finance Education Social Sciences Other

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Digital Marketing Capability Across Industries: A Narrative Literature Review and Conceptual Synthesis of Six Core Dimensions Zefanya Andryan Girsang; Muhammad Mujahid Dakwah; Dinis Cahyaningrum; Zamroni Alpian Muhtarom
JMM UNRAM - MASTER OF MANAGEMENT JOURNAL Vol. 15 No. 1 (2026): JMM March 2026
Publisher : Faculty of Economics and Business University of Mataram

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.29303/jmm.v15i1.877

Abstract

Digital Marketing Capability (DMC) has become an important strategic capability that enables organizations to leverage digital technologies to improve marketing performance and sustain competitive advantage. However, existing research remains fragmented due to inconsistent definitions, diverse measurement approaches, and varying industrial contexts. This study aims to synthesize the conceptual development of DMC, examine its operationalization, identify its core dimensions across industries, and propose future research directions. A narrative literature review was conducted by analyzing 13 peer-reviewed journal articles covering multiple industrial contexts, including small and medium-sized enterprises (SMEs), agriculture, hospitality and tourism, manufacturing, and industrial firms. Using thematic synthesis, the review compares conceptualizations, measurement approaches, and industrial applications of DMC. The findings show that DMC has evolved from a technology adoption perspective into a strategic organizational capability integrating digital technologies, customer engagement, platform management, data analytics, and stakeholder collaboration. The study proposes six core dimensions of DMC: Digital Market Sensing Capability, Digital Content and Communication Capability, Digital Customer Engagement Capability, Digital Platform Management Capability, Digital Data Analytics Capability, and Digital Business Stakeholder Engagement Capability. These findings provide an integrated conceptual framework that supports future empirical research and the development of standardized DMC measurement instruments across diverse industrial contexts.
Hyper-Personalization Marketing and Consumer Purchase Behavior in Indonesia: The Role of Culture Tifani Dame Hasany; Dhanny Safitri; Dinis Cahyaningrum; Isra Dewi Kuntary Ibrahim; Ni Wayan Adelia Mutiara Asri
Journal of Finance, Economics and Business Vol. 5 No. 1 (2026): Journal of Finance, Economics, and Business (JFEB), 2026
Publisher : Laboratorium Riset Ekonomi

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Abstract

The rapid advancement of artificial intelligence (AI), big data analytics, and digital technologies has transformed marketing practices by enabling businesses to implement hyper-personalization strategies that deliver individualized customer experiences. This literature review examines the relationship between hyper-personalization marketing and consumer purchase behavior within the Indonesian context, with particular emphasis on the moderating role of culture. Drawing on the Technology Acceptance Model (TAM), the Stimulus–Organism–Response (SOR) framework, Relationship Marketing Theory, and Hofstede's Cultural Dimensions Theory, the review synthesizes existing literature on personalized marketing, consumer behavior, and cultural influences. The findings suggest that hyper-personalization generally enhances consumer purchase behavior by improving perceived relevance, trust, customer experience, and engagement. However, its effectiveness is influenced by Indonesia's cultural characteristics, particularly collectivism, power distance, and the importance of social influence and trust in purchasing decisions. The review also identifies a lack of empirical research integrating hyper-personalization, consumer purchase behavior, and cultural factors in Indonesia. By synthesizing existing knowledge, this study provides a theoretical foundation for future research and offers insights for businesses seeking to develop culturally appropriate AI-driven marketing strategies.
Human Resources as Social Assets in Sustainable Tourism: Evaluating Impacts through Social Return on Investment (SROI) Dinis Cahyaningrum; Tifani Dame Hasany; Zefanya Andryan Girsang; Dhanny Safitri; Khairul Mujahidi
West Science Business and Management Vol. 3 No. 04 (2025): West Science Business and Management
Publisher : Westscience Press

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.58812/wsbm.v3i04.2283

Abstract

Tourism is widely recognized as a significant driver of economic growth and employment; however, the role of human resources is often narrowly framed in economic terms, with limited recognition of their broader social contributions. This study explores human resources as social assets in sustainable tourism by integrating the concepts of social capital, community-based tourism (CBT), and the Social Return on Investment (SROI) framework. Using a descriptive qualitative approach through a structured literature review, the study examines how education, training, and community participation function as strategic mechanisms to strengthen local capacities and generate multidimensional value for tourism destinations. The analysis highlights how human resource development enhances not only technical competencies and service quality but also social cohesion, trust, and collective action within host communities. Findings indicate that investment in human resources contributes not only to improved service quality and economic gains but also to stronger community cohesion, cultural preservation, empowerment of local actors, and inclusive development processes. The application of the SROI framework provides a systematic way to capture and measure these broader social, cultural, and economic impacts that are often overlooked in conventional tourism evaluations. This study emphasizes that people-centered investment strategies are fundamental to achieving long-term sustainability in tourism development. The study concludes that human resources must be positioned as catalysts for both social and economic value creation, with important implications for tourism policy, destination governance, and community-based development practices.
Co-Authors Dhanny Safitri Isra Dewi Kuntary Ibrahim Khairul Mujahidi Muhammad Mujahid Dakwah Ni Wayan Adelia Mutiara Asri Tifani Dame Hasany Tifani Dame Hasany Zamroni Alpian Muhtarom Zefanya Andryan Girsang