Article Per Year (5 Year)
p-Index From 2021 - 2026
0.408
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This Author published in this journals
All Journal Sinergi International Journal of Management and Business Commercium: Journal of Business and Management
Dedi Supiyadi
Universitas Pendidikan Indonesia
Decision Sciences, Operations Research & Management Economics, Econometrics & Finance Other

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Toward an Integrated Framework of Business Education and Training Innovation for Digital Workforce Readiness: A Systematic Review Across Finance, Marketing, HRM, and Strategic Management Dedi Supiyadi; Neti Budiwati; Ahmad Rasyiddin; Gilang Bhirawa; Bambang Triputranto; Khaerudin Sidik Patoni
Sinergi International Journal of Management and Business Vol. 4 No. 3 (2026): August 2026
Publisher : Yayasan Sinergi Kawula Muda

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.61194/ijmb.v4i3.1069

Abstract

Digital transformation is reshaping business organisations at a pace that consistently outstrips workforce competency, rendering business education and training innovation a strategic imperative. This study synthesises empirical evidence on business education and training innovation for digital workforce readiness across four business functions: finance, marketing, HRM, and strategic management. Following the PRISMA 2020 protocol, a Scopus search (English-language records, 2015–2026) yielded 108 documents; after two-stage screening and quality assessment (MMAT 2018), a final corpus of 63 articles was obtained (mean score: 3.92/5.00). Narrative synthesis and thematic analysis were applied. Three phases characterise the literature: emergence (2020–2021), consolidation (2022–2023), and acceleration (2024–2026), with emerging markets accounting for 54% of research contexts overall, of which Indonesia, India, Malaysia, and Thailand together contribute 49% of the corpus. Seven innovation typologies were identified, distributed asymmetrically: Strategic Management (76.2%) and HRM (52.4%) dominate, while Finance (11.1%) and Marketing (3.2%) remain markedly underrepresented. No article integrates all four functions simultaneously, corroborating the study's motivating research gap within the scope of the Scopus corpus searched. Organisational learning emerges as the most consistently supported mediating mechanism, validated by seven SEM studies in the pathway from training innovation to organisational performance, with digital leadership and digital maturity as the primary enabler and moderator. Limited to Scopus and English-language articles, this study proposes a preliminary integrated framework as its theoretical contribution.
Cross Cultural Leadership and Team Effectiveness in Global Virtual and Hybrid Teams: A Systematic Literature Review Dedi Supiyadi; Syamsul Hadi Senen; Rofi Rofaida
Commercium : Journal of Business and Management Vol. 4 No. 3 (2026): August 2026
Publisher : Indonesian Scientific Publication

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.61978/commercium.v4i3.1250

Abstract

The global shift toward virtual and hybrid work has intensified the complexity of cross-cultural leadership, particularly in relation to coordination, communication, and relational processes in digitally mediated environments. Although research on global leadership, cultural intelligence, and virtual teams has grown substantially, understanding of how cross-cultural leadership behaviours influence team effectiveness through psychosocial mechanisms under varying cultural conditions remains fragmented. To address this gap, this study conducts a systematic literature review of 50 peer-reviewed journal articles published between 2010 and 2025 and indexed in Scopus. The synthesis reveals a recurring pattern indicating that adaptive cross-cultural leadership behaviours are associated with the effectiveness of global virtual and hybrid teams through relational and communicative mechanisms, most notably trust, communication quality, and psychological safety. Cultural factors, including national value differences, power distance, and multicultural diversity, emerge as important moderators shaping how leadership behaviours are interpreted and enacted within distributed teams. The findings further suggest that the degree of virtuality and the characteristics of communication media condition the strength and nature of these relationships. The primary contribution of this review lies in the development of an integrative conceptual model that links cross-cultural leadership behaviours, psychosocial mechanisms, and team effectiveness in virtual and hybrid contexts. By doing so, this study extends theoretical insights from global leadership and cultural intelligence research into digitally mediated work settings and provides a structured foundation for future research and global human resource management practice.
Co-Authors Ahmad Rasyiddin Bambang Triputranto Gilang Bhirawa Khaerudin Sidik Patoni Neti Budiwati Rofi Rofaida Syamsul Hadi Senen, Syamsul Hadi