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LEADERSHIP AGILITY AND ORGANIZATIONAL CHANGE MANAGEMENT: A MULTI-SECTOR PERSPECTIVE M. Rizqi Padma Negara; Nazhira Nindya Padma Hanuun
Journal of Economics, Accounting, Business, Management, Engineering and Society Vol. 3 No. 2 (2026): Kisa Institute : February 2026
Publisher : PT. Kreatif Indonesia Satu

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Background: Agile leadership is less about constant speed than about changing the decision process when the situation changes. Leaders need enough stability to maintain direction and enough flexibility to revise assumptions, redistribute authority and learn from weak signals. Aims: This article examines the mechanisms that connect the topic to organizational or policy performance and identifies the conditions that make those mechanisms stronger or weaker. Research Method: A structured narrative review integrates peer-reviewed research with authoritative policy, statistical, and professional sources, including March (1991); ILO (2025). Sources are coded by outcome, mechanism, boundary condition, and practical implication. Results and Conclusion: The synthesis indicates that outcomes are heterogeneous. Fast decisions are not automatically agile decisions. Speed without listening can intensify resistance, while consensus without clear decision rights can leave an organization permanently in transition. Six recurring themes show that implementation quality, information, capability, and institutional context frequently matter as much as the headline policy or technology. Contribution: The article offers an evidence-based framework for leaders and change teams that translates the literature into decision principles without claiming primary data that were not collected.

HUMAN RESOURCE ANALYTICS AND EMPLOYEE PERFORMANCE: A DATA-DRIVEN MANAGEMENT APPROACH Nazhira Nindya Padma Hanuun
Journal of Economics, Accounting, Business, Management, Engineering and Society Vol. 3 No. 4 (2026): Kisa Institute : April 2026
Publisher : PT. Kreatif Indonesia Satu

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Background: HR analytics is useful when it improves a decision, not when it merely produces more indicators. Employee performance is affected by job design, resources, leadership and team conditions, so a data-driven approach needs context as much as it needs measurement. Aims: This article examines the mechanisms that connect the topic to organizational or policy performance and identifies the conditions that make those mechanisms stronger or weaker. Research Method: A structured narrative review integrates peer-reviewed research with authoritative policy, statistical, and professional sources, including Barrero et al. (2023); ILO (2025). Sources are coded by outcome, mechanism, boundary condition, and practical implication. Results and Conclusion: The synthesis indicates that outcomes are heterogeneous. The most measurable behavior is not always the most valuable behavior. If analytics rewards activity that is easy to count, employees can learn to optimize the metric rather than the work the organization actually needs. Six recurring themes show that implementation quality, information, capability, and institutional context frequently matter as much as the headline policy or technology. Contribution: The article offers an evidence-based framework for HR teams and line managers that translates the literature into decision principles without claiming primary data that were not collected.

MONETARY POLICY TRANSMISSION AND BANKING SECTOR STABILITY Nazhira Nindya Padma Hanuun
Journal of Economics, Accounting, Business, Management, Engineering and Society Vol. 3 No. 7 (2026): Kisa Institute : July 2026
Publisher : PT. Kreatif Indonesia Satu

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Background: Monetary policy reaches the real economy through financial institutions, but bank balance sheets determine how quickly and how strongly that signal is transmitted. A rate cut can support credit, yet its effect is muted when funding costs remain high or banks are rebuilding liquidity and capital buffers. Aims: This article examines the mechanisms that connect the topic to organizational or policy performance and identifies the conditions that make those mechanisms stronger or weaker. Research Method: A structured narrative review integrates peer-reviewed research with authoritative policy, statistical, and professional sources, including BPS (2026); IMF (2026). Sources are coded by outcome, mechanism, boundary condition, and practical implication. Results and Conclusion: The synthesis indicates that outcomes are heterogeneous. Transmission and stability are sometimes treated as separate questions. In practice they are linked: a banking system that is fragile may transmit policy unpredictably, while aggressive transmission through weak underwriting can create future stability problems. Six recurring themes show that implementation quality, information, capability, and institutional context frequently matter as much as the headline policy or technology. Contribution: The article offers an evidence-based framework for banks, regulators and monetary authorities that translates the literature into decision principles without claiming primary data that were not collected.

SUSTAINABLE BUSINESS STRATEGY AND MARKET COMPETITIVENESS IN EMERGING ECONOMIES Nazhira Nindya Padma Hanuun
Journal of Economics, Accounting, Business, Management, Engineering and Society Vol. 3 No. 1 (2026): Kisa Institute : January 2026
Publisher : PT. Kreatif Indonesia Satu

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Background: Sustainability becomes strategically relevant when it changes cost, risk, innovation or market access. In emerging economies, that connection is especially visible because firms often face resource constraints at the same time that buyers, regulators and lenders ask for stronger environmental and social performance. Aims: This article examines the mechanisms that connect the topic to organizational or policy performance and identifies the conditions that make those mechanisms stronger or weaker. Research Method: A structured narrative review integrates peer- reviewed research with authoritative policy, statistical, and professional sources, including IFRS Foundation (2023b); UNCTAD (2025). Sources are coded by outcome, mechanism, boundary condition, and practical implication. Results and Conclusion: The synthesis indicates that outcomes are heterogeneous. A sustainability programme that is disconnected from operating economics can become a reporting exercise. Competitive advantage is more likely when environmental and social priorities are linked to product design, resource productivity, supply reliability and stakeholder trust. Six recurring themes show that implementation quality, information, capability, and institutional context frequently matter as much as the headline policy or technology. Contribution: The article offers an evidence-based framework for firms in emerging economies that translates the literature into decision principles without claiming primary data that were not collected.

ENTREPRENEURIAL ECOSYSTEM DEVELOPMENT FOR SMALL AND MEDIUM ENTERPRISES Nazhira Nindya Padma Hanuun
Journal of Economics, Accounting, Business, Management, Engineering and Society Vol. 3 No. 5 (2026): Kisa Institute : May 2026
Publisher : PT. Kreatif Indonesia Satu

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Background: An entrepreneurial ecosystem is useful as an analytical idea because firms rarely grow through one resource alone. Finance without markets can create debt, training without demand can remain unused, and digital tools without managerial capability may simply add cost. Aims: This article examines the mechanisms that connect the topic to organizational or policy performance and identifies the conditions that make those mechanisms stronger or weaker. Research Method: A structured narrative review integrates peer-reviewed research with authoritative policy, statistical, and professional sources, including UNCTAD (2025); OECD (2023). Sources are coded by outcome, mechanism, boundary condition, and practical implication. Results and Conclusion: The synthesis indicates that outcomes are heterogeneous. Ecosystem language can become vague when every organization and programme is treated as equally important. The practical task is to identify the bottlenecks and connections that matter for specific groups of SMEs at specific stages of development. Six recurring themes show that implementation quality, information, capability, and institutional context frequently matter as much as the headline policy or technology. Contribution: The article offers an evidence-based framework for SMEs, entrepreneurs and local ecosystem organizations that translates the literature into decision principles without claiming primary data that were not collected.

TALENT MANAGEMENT AND SUCCESSION PLANNING IN FAMILY-OWNED ENTERPRISES Anggun Yolistina; Nazhira Nindya Padma Hanuun
Journal of Economics, Accounting, Business, Management, Engineering and Society Vol. 3 No. 8 (2026): Kisa Institute :August 2026
Publisher : PT. Kreatif Indonesia Satu

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Background: Succession in a family enterprise is both a people decision and a governance process. The business needs capable leaders, while the family must manage expectations, ownership roles and relationships that do not exist in the same form in widely held companies. Aims: This article examines the mechanisms that connect the topic to organizational or policy performance and identifies the conditions that make those mechanisms stronger or weaker. Research Method: A structured narrative review integrates peer-reviewed research with authoritative policy, statistical, and professional sources, including Stam & van de Ven (2021); De Massis et al. (2018). Sources are coded by outcome, mechanism, boundary condition, and practical implication. Results and Conclusion: The synthesis indicates that outcomes are heterogeneous. Choosing a successor too early can narrow the talent pool, but avoiding the conversation can be even more damaging. Uncertainty about future authority affects non-family managers, investment decisions and the willingness of younger family members to prepare seriously. Six recurring themes show that implementation quality, information, capability, and institutional context frequently matter as much as the headline policy or technology. Contribution: The article offers an evidence-based framework for family-owned enterprises and their leadership teams that translates the literature into decision principles without claiming primary data that were not collected.

LEADERSHIP ADAPTABILITY AND EMPLOYEE READINESS FOR ORGANIZATIONAL DIGITAL TRANSFORMATION Wawan Ichwanudin; Nazhira Nindya Padma Hanuun
Journal of Economics, Accounting, Business, Management, Engineering and Society Vol. 3 No. 2 (2026): Kisa Institute : February 2026
Publisher : PT. Kreatif Indonesia Satu

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Background: Technology programs often move faster than role clarity, skill development, psychological safety, and the capacity of supervisors to manage transition. Aim: This conceptual inquiry explains how the relationship between the focal practices and employee readiness for digital transformation operates in participating bodies introducing digital workflows, analytics, automation, and new forms of cross-functional coordination. Method: A structured narrative review integrates peer-reviewed research and authoritative institutional sources. The empirical record is coded by mechanism, boundary condition, delivery risk, and practical implication. Results: The synthesis identifies six linked mechanisms: sensemaking and strategic communication, participative change design, psychological safety, role-specific capability development, fair workload transition, feedback and adaptive leadership. The empirical record assessment indicates that outcomes depend less on nominal adoption than on delivery quality, governance, learning, and fit with local capacity. Conclusion: Decision makers should define the expected outcome, assign responsibility, establish a small set of auditable indicators, and revise the intervention when empirical record contradicts its assumptions. Contribution: The analysis provides a conditional framework without claiming primary data that were not collected.

GREEN PROCUREMENT AND SUPPLIER GOVERNANCE: CONNECTING ENVIRONMENTAL CRITERIA WITH OPERATIONAL VALUE Nazhira Nindya Padma Hanuun; Nia Riana
Journal of Jabar Economic Society Networking Forum Vol. 2 No. 11 (2025): Jesocin : November
Publisher : Organisasi Kreatif Indonesia Emas

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Background: Organizations increasingly depend on green procurement, yet visible activity does not by itself demonstrate reliable capability or sustainable value. Fragmented responsibilities, weak evidence, and locally optimized metrics can cause decisions about supplier governance to create unmanaged exposure elsewhere. Aim: This article develops a governance framework that connects green procurement, supplier governance, and stakeholder accountability through five mutually reinforcing capabilities: materiality, physical and financial connectivity, stakeholder accountability, transition governance, and credible disclosure. Method: The paper uses an integrative conceptual review. Established management research, professional standards, and institutional guidance are synthesized through construct clarification, mechanism mapping, risk-control analysis, and proposition development. It does not report respondents, sample statistics, or causal estimates. Results: The synthesis indicates that performance becomes more resilient when decision rights, data definitions, controls, escalation paths, and learning routines are designed as one management system. The proposed model links each capability to observable evidence and balanced indicators. Contribution: The article offers an auditable implementation sequence and propositions that can be tested in later empirical research.

RESPONSIBLE ARTIFICIAL INTELLIGENCE FOR MANAGERIAL DECISION SUPPORT: AN ASSURANCE-ORIENTED CAPABILITY MODEL Maya Ariyanti; Nazhira Nindya Padma Hanuun
Journal of Jabar Economic Society Networking Forum Vol. 3 No. 2 (2026): Jesocin : February
Publisher : Organisasi Kreatif Indonesia Emas

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Background: Organizations increasingly depend on responsible artificial intelligence, yet visible activity does not by itself demonstrate reliable capability or sustainable value. Fragmented responsibilities, weak evidence, and locally optimized metrics can cause decisions about managerial decision support to create unmanaged exposure elsewhere. Aim: This article develops a governance framework that connects responsible artificial intelligence, managerial decision support, and human judgment through five mutually reinforcing capabilities: data integrity, model and technology controls, human judgment, accountability, and continuous monitoring. Method: The paper uses an integrative conceptual review. Established management research, professional standards, and institutional guidance are synthesized through construct clarification, mechanism mapping, risk-control analysis, and proposition development. It does not report respondents, sample statistics, or causal estimates. Results: The synthesis indicates that performance becomes more resilient when decision rights, data definitions, controls, escalation paths, and learning routines are designed as one management system. The proposed model links each capability to observable evidence and balanced indicators. Contribution: The article offers an auditable implementation sequence and propositions that can be tested in later empirical research.

STRATEGIC COST MANAGEMENT FOR THE GREEN TRANSITION: LINKING INVESTMENT, RESOURCE EFFICIENCY, AND LONG-TERM VALUE Nazhira Nindya Padma Hanuun; Ucu Supriatna
Journal of Jabar Economic Society Networking Forum Vol. 3 No. 4 (2026): Jesocin : April
Publisher : Organisasi Kreatif Indonesia Emas

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Background: Organizations increasingly depend on strategic cost management, yet visible activity does not by itself demonstrate reliable capability or sustainable value. Fragmented responsibilities, weak evidence, and locally optimized metrics can cause decisions about the green transition to create unmanaged exposure elsewhere. Aim: This article develops a governance framework that connects strategic cost management, the green transition, and professional judgment through five mutually reinforcing capabilities: decision-useful information, control ownership, professional judgment, traceable evidence, and assurance and review. Method: The paper uses an integrative conceptual review. Established management research, professional standards, and institutional guidance are synthesized through construct clarification, mechanism mapping, risk-control analysis, and proposition development. It does not report respondents, sample statistics, or causal estimates. Results: The synthesis indicates that performance becomes more resilient when decision rights, data definitions, controls, escalation paths, and learning routines are designed as one management system. The proposed model links each capability to observable evidence and balanced indicators. Contribution: The article offers an auditable implementation sequence and propositions that can be tested in later empirical research.

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