<![CDATA[Used cooking oil (UCO) generated by food-service businesses presents environmental, food-safety, and resource-management challenges when it is repeatedly reused or improperly discarded. Effective management requires understanding not only individual factors but also the causal relationships among organizational, environmental, economic, and institutional determinants. This study examined the drivers and barriers influencing UCO management among catering businesses in Yogyakarta, Indonesia. Fifteen catering businesses participated from 25 businesses initially approached. Respondents were owners, managers, or employees directly familiar with operational activities and UCO handling. Eight driving factors and eight barrier factors were identified from the literature and field validation. Pairwise relationships among the factors were assessed using questionnaires and interviews and analyzed using the classical Decision-Making Trial and Evaluation Laboratory (DEMATEL) method. Direct and indirect influence matrices, prominence (D+R), relation (D−R), threshold values, and influence relation maps were used to identify dominant factors. Internal management policy and commitment emerged as the dominant driver in five of the 15 businesses (33.3%), followed by public-health considerations in four (26.7%). Availability of facilities and social awareness were each dominant in two businesses (13.3%), whereas profit and product innovation were each dominant in one (6.7%). The most frequent dominant barrier was insufficient commitment to reverse logistics, identified in six businesses (40.0%), followed by insufficient environmental awareness in five (33.3%). External government policy was dominant in two businesses, while insufficient knowledge and stakeholder socialization were each dominant in one. UCO management in catering businesses is shaped primarily by organizational commitment and reverse-logistics capability, although substantial heterogeneity exists between firms. Interventions should integrate internal environmental policy, staff capability development, reverse-logistics systems, supporting infrastructure, and more explicit external governance.]]>
