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COLLABORATIVE CAPABILITY AND RESPONSIBLE INNOVATION IN MSMES: BUILDING RESILIENCE THROUGH STAKEHOLDER ENGAGEMENT Anggun Yolistina; Vip Paramarta
Journal of Jabar Economic Society Networking Forum Vol. 1 No. 13 (2024): Jesocin - December
Publisher : Organisasi Kreatif Indonesia Emas

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This conceptual paper develops an integrative framework for collaborative capability and responsible innovation in micro, small, and medium enterprises (MSMEs). Drawing on the resource-based view, dynamic capabilities, organizational learning, absorptive capacity, social capital, resilience, and entrepreneurial-ecosystem literature, it explains how stakeholder engagement, collaborative learning, innovation governance, resource discipline, and organizational resilience can be organized into practical managerial routines. The manuscript does not claim primary survey, interview, experimental, or statistical data. It proposes a staged cycle of diagnosis, capability configuration, bounded experimentation, evidence review, governance, resource reconfiguration, and learning retention. The framework emphasizes proportionate implementation and identifies implications for owner-managers, ecosystem institutions, and future empirical research.

ASSESSING THE ROLE OF DIGITAL BANKING IN PROMOTING FINANCIAL INCLUSION IN EMERGING MARKETS Nida Garnida Fitrianti; Anggun Yolistina; Raden Roro Fatmasari
Journal of Jabar Economic Society Networking Forum Vol. 1 No. 10 (2024): Jesocin - September
Publisher : Organisasi Kreatif Indonesia Emas

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Background: The dynamic business environment requires organizations to align their strategies with financial insights to remain competitive. Management accounting provides a framework for evaluating business decisions and optimizing resource allocation. Aims: This research aims to investigate the influence of management accounting tools and practices on strategic decision-making and the subsequent effect on organizational performance. Research Method: A mixed-methods approach was adopted, combining quantitative analysis of survey data from 200 organizations with qualitative interviews of senior management professionals. Data were analyzed using statistical tools to identify patterns and relationships. Results and Conclusion: The findings highlight that management accounting significantly supports strategic planning by delivering accurate, relevant, and timely information. Organizations employing advanced management accounting practices demonstrate superior financial performance, enhanced decision-making processes, and a higher capacity to adapt to environmental changes. Contribution: This study bridges the gap between theoretical frameworks and practical applications of management accounting in strategic contexts, offering insights into optimizing resource utilization for organizational success.

articel EVALUATING THE IMPACT OF SUSTAINABILITY REPORTING ON CORPORATE FINANCIAL PERFORMANCE Nida Garnida Fitrianti; Anggun Yolistina; Zaenal Aripin
Journal of Jabar Economic Society Networking Forum Vol. 1 No. 10 (2024): Jesocin - September
Publisher : Organisasi Kreatif Indonesia Emas

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Background:Sustainability reporting has become an essential aspect of corporate governance, driven by the increasing demand for transparency in environmental, social, and governance (ESG) practices. As companies face growing pressure from investors, regulators, and consumers to adopt sustainable practices, the need to understand the impact of sustainability reporting on corporate financial performance has never been more critical. Aims:This study aims to evaluate the relationship between sustainability reporting and corporate financial performance, focusing on the role of environmental, social, and governance factors in influencing financial outcomes. By examining data from publicly listed companies across various industries, this research seeks to identify the key drivers of financial success linked to sustainability practices. Research Method:A mixed-methods approach was employed, combining quantitative analysis of financial data from 50 publicly listed companies spanning from 2015 to 2023, with qualitative insights gathered through semi-structured interviews with industry experts. Key financial metrics such as return on assets (ROA), return on equity (ROE), and earnings per share (EPS) were analyzed in relation to ESG scores derived from third-party rating agencies. Results and Conclusion:The study found a positive correlation between sustainability reporting and improved financial performance, particularly in sectors such as technology and services. Environmental initiatives, such as carbon reduction and resource efficiency, were found to have the most significant impact on return on assets and equity. Social responsibility investments also contributed to enhanced market capitalization, while strong governance practices reduced stock price volatility. The findings suggest that companies adopting comprehensive sustainability practices tend to experience better financial outcomes, greater investor confidence, and improved stakeholder relationships. Contribution:This research contributes to the growing body of literature on sustainability and corporate performance by providing empirical evidence on the financial benefits of sustainability reporting. The study also offers practical recommendations for companies looking to enhance their sustainability practices and improve financial performance through effective ESG reporting.

DIGITAL TRANSFORMATION CAPABILITY AND MSME RESILIENCE:AN INTEGRATIVE FRAMEWORK FOR SUSTAINABLE BUSINESS ADAPTATION Anggun Yolistina; Nida Garnida Fitrianti
Journal of Jabar Economic Society Networking Forum Vol. 1 No. 7 (2024): Jesocin - June
Publisher : Organisasi Kreatif Indonesia Emas

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Background: Digital transformation has become an important pathway through which micro, small, and medium enterprises (MSMEs) improve market access, operational visibility, customer interaction, and organizational flexibility. Yet technology adoption alone does not guarantee resilience. The value of digitalization depends on managerial capability, organizational learning, resource orchestration, cybersecurity awareness, and the ability to integrate digital tools with business processes. Aims: This article develops an integrative framework explaining how digital transformation capability can contribute to MSME resilience and sustainable business adaptation. Research Method: The study uses an integrative conceptual review of literature on digital transformation, dynamic capabilities, organizational resilience, digital entrepreneurship, and SME adaptation. It presents no fabricated survey, interview, experimental, or statistical data. Results and Conclusion: The synthesis suggests that resilient digital transformation requires five connected capabilities: digital sensing, selective technology adoption, process integration, data-informed decision making, and adaptive reconfiguration. Digital tools strengthen resilience when they diversify market channels, improve information quality, reduce critical dependencies, and accelerate organizational learning. Unmanaged digital dependence may instead create platform, cybersecurity, financial, and capability risks. Contribution: The paper proposes a Digital Transformation-to-Resilience Framework and a practical capability matrix for future empirical testing and MSME development programs.

SOCIAL INNOVATION AND COLLABORATIVE GOVERNANCE FOR MSME DEVELOPMENT:A CONCEPTUAL FRAMEWORK FOR INCLUSIVE LOCAL ECONOMIC RESILIENCE Raden Roro Fatmasari; Anggun Yolistina
Journal of Jabar Economic Society Networking Forum Vol. 1 No. 7 (2024): Jesocin - June
Publisher : Organisasi Kreatif Indonesia Emas

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Background: MSME development is often approached through isolated interventions such as training, finance, digitalization, or market promotion. These interventions can be useful, but persistent local economic problems frequently require coordination among entrepreneurs, community organizations, government, educational institutions, financial actors, and private partners. Social innovation and collaborative governance provide complementary perspectives for designing such coordination. Aims: This article develops an integrative conceptual framework explaining how social innovation and collaborative governance can strengthen MSME capability, inclusion, and local economic resilience. Research Method: The study uses an integrative conceptual review of established literature on social innovation, collaborative governance, public value, entrepreneurial ecosystems, social capital, and community-based enterprise. No primary survey, interview, experimental, or statistical data are claimed. Results and Conclusion: The synthesis identifies five connected mechanisms: shared problem definition, inclusive stakeholder participation, co-creation of solutions, institutional coordination, and adaptive learning. Social innovation contributes new responses to unmet needs, while collaborative governance provides processes through which diverse actors can build trust, allocate responsibilities, and sustain implementation. The framework also identifies risks of symbolic participation, elite capture, fragmented accountability, and project dependence. Contribution: The paper proposes a Social Innovation-Collaborative Governance Framework for MSME development and provides propositions, governance principles, and practical indicators for future empirical testing.

DIGITAL CUSTOMER ENGAGEMENT AND OMNICHANNEL CAPABILITY IN MSMEs: A CONCEPTUAL FRAMEWORK FOR CUSTOMER VALUE AND BUSINESS RESILIENCE Anggun Yolistina; Nida Garnida Fitrianti
Journal of Jabar Economic Society Networking Forum Vol. 1 No. 8 (2024): Jesocin - July
Publisher : Organisasi Kreatif Indonesia Emas

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Abstract Background: Digital Customer Engagement And Omnichannel Capability In Msmes is increasingly relevant to MSMEs because competitive adaptation depends on the ability to combine limited internal resources with market knowledge, relationships, and disciplined organizational learning. Aims: This article develops an integrative conceptual framework for digital customer engagement and omnichannel capability in msmes and explains its contribution to MSME competitiveness and resilience. Research Method: The study uses an integrative conceptual review of established scholarly literature available before the July 2024 issue placement. No primary survey, interview, experiment, or statistical dataset is claimed. Results and Conclusion: The synthesis identifies connected managerial capabilities involving sensing, knowledge acquisition, coordination, experimentation, implementation, evaluation, and learning. The framework emphasizes that sustainable outcomes depend on strategic fit, stakeholder trust, resource discipline, and repeated adaptation. Contribution: The paper provides a structured framework, practical indicators, and propositions that can guide future empirical research and MSME development programs.

KNOWLEDGE SHARING AND COLLABORATIVE LEARNING IN MSME ECOSYSTEMS: A CONCEPTUAL FRAMEWORK FOR LOCAL COMPETITIVENESS Nida Garnida Fitrianti; Anggun Yolistina
Journal of Jabar Economic Society Networking Forum Vol. 1 No. 8 (2024): Jesocin - July
Publisher : Organisasi Kreatif Indonesia Emas

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Background: Knowledge Sharing And Collaborative Learning In Msme Ecosystems is increasingly relevant to MSMEs because competitive adaptation depends on the ability to combine limited internal resources with market knowledge, relationships, and disciplined organizational learning. Aims: This article develops an integrative conceptual framework for knowledge sharing and collaborative learning in msme ecosystems and explains its contribution to MSME competitiveness and resilience. Research Method: The study uses an integrative conceptual review of established scholarly literature available before the July 2024 issue placement. No primary survey, interview, experiment, or statistical dataset is claimed. Results and Conclusion: The synthesis identifies connected managerial capabilities involving sensing, knowledge acquisition, coordination, experimentation, implementation, evaluation, and learning. The framework emphasizes that sustainable outcomes depend on strategic fit, stakeholder trust, resource discipline, and repeated adaptation. Contribution: The paper provides a structured framework, practical indicators, and propositions that can guide future empirical research and MSME development programs.

CIRCULAR ECONOMY BUSINESS MODEL INNOVATION FOR MSMEs: PATHWAYS TOWARD RESOURCE EFFICIENCY AND SUSTAINABLE VALUE CREATION Nazhira Nindya Padma Hanuun; Anggun Yolistina
Journal of Jabar Economic Society Networking Forum Vol. 1 No. 9 (2024): Jesocin - August
Publisher : Organisasi Kreatif Indonesia Emas

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This conceptual article examines circular economy as a capability for strengthening MSME adaptation and sustainable performance. It integrates established perspectives on resources, dynamic capabilities, organizational learning, networks, and entrepreneurial ecosystems. The manuscript does not claim primary survey, interview, experimental, or statistical data. The synthesis develops a staged framework that connects diagnosis, capability building, implementation, evaluation, and learning. It argues that MSMEs create stronger outcomes when managerial routines convert information and relationships into repeatable decisions rather than treating individual programs or technologies as isolated solutions. The framework identifies practical governance requirements, risks, and propositions for future empirical testing

COLLABORATIVE CAPABILITY AND RESPONSIBLE INNOVATION IN MSMES: BUILDING RESILIENCE THROUGH STAKEHOLDER ENGAGEMENT Anggun Yolistina; Vip Paramarta
Journal of Jabar Economic Society Networking Forum Vol. 1 No. 13 (2024): Jesocin - December
Publisher : Organisasi Kreatif Indonesia Emas

Show Abstract | Download Original | Original Source | Check in Google Scholar

This conceptual paper develops an integrative framework for collaborative capability and responsible innovation in micro, small, and medium enterprises (MSMEs). Drawing on the resource-based view, dynamic capabilities, organizational learning, absorptive capacity, social capital, resilience, and entrepreneurial-ecosystem literature, it explains how stakeholder engagement, collaborative learning, innovation governance, resource discipline, and organizational resilience can be organized into practical managerial routines. The manuscript does not claim primary survey, interview, experimental, or statistical data. It proposes a staged cycle of diagnosis, capability configuration, bounded experimentation, evidence review, governance, resource reconfiguration, and learning retention. The framework emphasizes proportionate implementation and identifies implications for owner-managers, ecosystem institutions, and future empirical research.

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