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All Journal Economics and Digital Business Review JIBEMA: Jurnal Ilmu Bisnis, Ekonomi, Manajemen, dan Akuntansi
Arsadi
Institut Putra Perdana Indonesia
Decision Sciences, Operations Research & Management Economics, Econometrics & Finance Social Sciences

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Retail Visual Stimulus and Consumer Affective Responses in Impulse Buying Agus Sugiyanto; Toni Suhara; Faye Maya Dewi; Arsadi
JIBEMA: Jurnal Ilmu Bisnis, Ekonomi, Manajemen, dan Akuntansi Vol. 3 No. 4 (2026): April
Publisher : CV. Muris Global Education

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.62421/jibema.v3i4.221

Abstract

This study aims to analyze the influence of visual merchandising and store atmosphere on impulse buying among merchandise store consumers at Ciputra Citra Raya Mall, Tangerang, both partially and simultaneously. This study uses a quantitative approach with a survey method. Data were collected by distributing Likert-scale questionnaires to 100 respondents who were consumers who made transactions at merchandise stores, with a sampling technique in a population whose exact number was not identified. Data analysis was carried out using SPSS version 25 which includes validity tests, reliability tests, normality tests, partial correlation analysis, multiple linear regression, t-tests, F-tests, and coefficients of determination. The results show that visual merchandising and store atmosphere partially have a positive and significant effect on impulse buying. In addition, both variables simultaneously also have a significant effect on impulse buying. These findings indicate that attractive visual arrangements and a comfortable store atmosphere can create emotional stimuli that encourage consumers to make spontaneous purchases. This study provides an empirical contribution to the study of retail consumer behavior and can be a basis for managerial considerations in designing marketing strategies for merchandise stores in shopping centers.
When Humble Leadership Works: The Roles of Perceived Team Engagement and Organizational Culture in Work Success Arsadi; Ujang Fauzi; Andrean Eko Haryoko; Egi Andiyana
Economics and Digital Business Review Vol. 7 No. 2 (2026)
Publisher : STIE Amkop Makassar

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.37531/ecotal.v7i2.4133

Abstract

known about its association with multidimensional work success and whether organizational culture strengthens its benefits. Integrating job demands–resources theory with a contextual perspective on organizational culture, this study tests five hypotheses linking humble leadership, perceived team engagement, work success, and two culture-based interaction effects. Cross-sectional survey data from a hierarchical public-sector work setting were analyzed using partial least squares structural equation modeling. The measurement model demonstrated satisfactory reliability, internal consistency, convergent validity, and discriminant validity. Humble leadership was positively related to perceived team engagement and work success, and perceived team engagement was positively related to work success. Organizational culture strengthened both the humble leadership–engagement and humble leadership–work success relationships, although its main associations with both outcomes were not significant. The model explained 43.1% of perceived team engagement variance and 66.6% of work success variance. These findings position humility as a context-dependent social resource whose benefits are stronger when culture supports involvement, consistency, adaptability, and mission. The study shows that organizational culture may function primarily as an enabling condition and offers implications for leadership development and supportive organizational systems.
Co-Authors Andrean Eko Haryoko Egi Andiyana Faye Maya Dewi Sugiyanto, Agus Toni Suhara Ujang Fauzi