Article Per Year (5 Year)
p-Index From 2021 - 2026
0.92
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This Author published in this journals
All Journal Kriez Academy
M. Syafarudin Mahaputra
Universitas Islam Nusantara, Indonesia
Computer Science & IT Decision Sciences, Operations Research & Management Economics, Econometrics & Finance Industrial & Manufacturing Engineering Social Sciences

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 1 
Human Capital Development Strategy for Cooperative-Based Community Enterprises M. Syafarudin Mahaputra; Nida Garnida Fitrianti
KRIEZ ACADEMY: Journal of Development and Community Service Vol. 2 No. 4 (2025): Kriez Academy - April
Publisher : Yayasan Kreatif Indonesia Emas

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Abstract

Background: Human Capital Development Strategy for Cooperative-Based Community Enterprises has practical relevance for communityfacing organizations because visible activity does not necessarily translate into durable organizational or stakeholder outcomes. In cooperativebased community enterprises, managers must coordinate roles, workloads, skills, performance expectations, career opportunities, leadership routines, and employee voice while responding to expectations from employees, supervisors, managers, volunteers, and partner organizations. A program may expand reach or participation and still underperform when responsibilities are unclear, information is fragmented, or inconsistent supervision. Aims: This article develops a capability-based framework explaining how human capital development strategy may contribute to capability, engagement, and commitment. It distinguishes simple activity from coordinated capability and identifies boundary conditions that can weaken otherwise positive relationships. Research Method: The paper uses an integrative conceptual review of established literature relevant to the focal domain, organizational capabilities, stakeholder relationships, and learning. It does not claim primary survey, interview, experimental, or transaction data. Results and Conclusion: The synthesis identifies four mutually dependent mechanisms: role and expectation clarity, capability through practice, supportive leadership and voice, and recognition and continuity. Their value depends on transparent governance, usable information, proportionate participation requirements, and a review process that converts exceptions into improvement. The article argues that higher activity alone is an inadequate indicator of success because benefits can coexist with hidden workload, exclusion, dependency, or weakened trust. Contribution: The article contributes a diagnostic framework, linked performance indicators, six propositions for empirical testing, and a fivestage implementation pathway that can be used in resource-constrained community organizations.
Innovation Diffusion in Community-Based Digital Payment Adoption Ucu Supriatna; M. Syafarudin Mahaputra
KRIEZ ACADEMY: Journal of Development and Community Service Vol. 2 No. 7 (2025): Kriez Academy - July
Publisher : Yayasan Kreatif Indonesia Emas

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Background: Innovation Diffusion in Community-Based Digital Payment Adoption has practical relevance for community-facing organizations because visible activity does not necessarily translate into durable organizational or stakeholder outcomes. In community-based digital payment adoption, managers must coordinate digital workflows, data definitions, user access, platform rules, support processes, and security controls while responding to expectations from users, staff, managers, technology partners, and community organizations. A program may expand reach or participation and still underperform when responsibilities are unclear, information is fragmented, or fragmented records. Aims: This article develops a capability-based framework explaining how innovation diffusion may contribute to adoption, continued use, and inclusion. It distinguishes simple activity from coordinated capability and identifies boundary conditions that can weaken otherwise positive relationships. Research Method: The paper uses an integrative conceptual review of established literature relevant to the focal domain, organizational capabilities, stakeholder relationships, and learning. It does not claim primary survey, interview, experimental, or transaction data. Results and Conclusion: The synthesis identifies four mutually dependent mechanisms: readiness and problem fit, process and data integration, assisted adoption and inclusion, and learning and governance. Their value depends on transparent governance, usable information, proportionate participation requirements, and a review process that converts exceptions into improvement. The article argues that higher activity alone is an inadequate indicator of success because benefits can coexist with hidden workload, exclusion, dependency, or weakened trust. Contribution: The article contributes a diagnostic framework, linked performance indicators, six propositions for empirical testing, and a fivestage implementation pathway that can be used in resource-constrained community organizations.
Value Co-Creation Between Enterprises and Communities in Sustainable Development Projects Ijang Faisal; M. Syafarudin Mahaputra
KRIEZ ACADEMY: Journal of Development and Community Service Vol. 2 No. 11 (2025): Kriez Academy - November
Publisher : Yayasan Kreatif Indonesia Emas

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Background: Value Co-Creation Between Enterprises and Communities in Sustainable Development Projects has practical relevance for community-facing organizations because visible activity does not necessarily translate into durable organizational or stakeholder outcomes. In enterprises and communities in sustainable development projects, managers must coordinate shared objectives, resources, roles, benefits, decision rights, data, and dispute-resolution arrangements while responding to expectations from enterprises, community organizations, local government, suppliers, funders, and residents. A program may expand reach or participation and still underperform when responsibilities are unclear, information is fragmented, or exit barriers. Aims: This article develops a capability-based framework explaining how value co-creation may contribute to shared value, trust, and participation. It distinguishes simple activity from coordinated capability and identifies boundary conditions that can weaken otherwise positive relationships. Research Method: The paper uses an integrative conceptual review of established literature relevant to the focal domain, organizational capabilities, stakeholder relationships, and learning. It does not claim primary survey, interview, experimental, or transaction data. Results and Conclusion: The synthesis identifies four mutually dependent mechanisms: goal and value alignment, complementary resource design, joint governance and voice, and shared learning and adjustment. Their value depends on transparent governance, usable information, proportionate participation requirements, and a review process that converts exceptions into improvement. The article argues that higher activity alone is an inadequate indicator of success because benefits can coexist with hidden workload, exclusion, dependency, or weakened trust. Contribution: The article contributes a diagnostic framework, linked performance indicators, six propositions for empirical testing, and a fivestage implementation pathway that can be used in resource-constrained community organizations.
Consumer Behavior Analysis in Post-Pandemic Community Marketplaces M. Syafarudin Mahaputra; Raden Roro Fatmasari
KRIEZ ACADEMY: Journal of Development and Community Service Vol. 3 No. 03 (2026): Kriez Academy - March
Publisher : Yayasan Kreatif Indonesia Emas

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Background: Consumer Behavior Analysis in Post-Pandemic Community Marketplaces has practical relevance for community-facing organizations because visible activity does not necessarily translate into durable organizational or stakeholder outcomes. In post-pandemic community marketplaces, managers must coordinate brand promises, product information, customer journeys, campaign messages, service encounters, and feedback while responding to expectations from customers, local enterprises, marketing teams, service staff, and community intermediaries. A program may expand reach or participation and still underperform when responsibilities are unclear, information is fragmented, or inconsistent channel information. Aims: This article develops a capability-based framework explaining how consumer behavior analysis may contribute to brand credibility, customer response, and retention. It distinguishes simple activity from coordinated capability and identifies boundary conditions that can weaken otherwise positive relationships. Research Method: The paper uses an integrative conceptual review of established literature relevant to the focal domain, organizational capabilities, stakeholder relationships, and learning. It does not claim primary survey, interview, experimental, or transaction data. Results and Conclusion: The synthesis identifies four mutually dependent mechanisms: relevant value proposition, experience consistency, credible social communication, and market learning loop. Their value depends on transparent governance, usable information, proportionate participation requirements, and a review process that converts exceptions into improvement. The article argues that higher activity alone is an inadequate indicator of success because benefits can coexist with hidden workload, exclusion, dependency, or weakened trust. Contribution: The article contributes a diagnostic framework, linked performance indicators, six propositions for empirical testing, and a fivestage implementation pathway that can be used in resource-constrained community organizations.
Strategic Positioning of Community Cooperatives in Competitive Local Markets Wawan Ichwanudin; M. Syafarudin Mahaputra
KRIEZ ACADEMY: Journal of Development and Community Service Vol. 3 No. 7 (2026): Kriez Academy - July
Publisher : Yayasan Kreatif Indonesia Emas

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Abstract

Background: Strategic Positioning of Community Cooperatives in Competitive Local Markets has practical relevance for community-facing organizations because visible activity does not necessarily translate into durable organizational or stakeholder outcomes. In competitive local markets, managers must coordinate local needs, participation rules, service arrangements, resources, information, and follow-up commitments while responding to expectations from community organizations, local enterprises, residents, managers, and public or educational partners. A program may expand reach or participation and still underperform when responsibilities are unclear, information is fragmented, or dependency. Aims: This article develops a capability-based framework explaining how strategic positioning of community cooperatives may contribute to participation, trust, and capability. It distinguishes simple activity from coordinated capability and identifies boundary conditions that can weaken otherwise positive relationships. Research Method: The paper uses an integrative conceptual review of established literature relevant to the focal domain, organizational capabilities, stakeholder relationships, and learning. It does not claim primary survey, interview, experimental, or transaction data. Results and Conclusion: The synthesis identifies four mutually dependent mechanisms: needs and problem clarity, inclusive participation, capability and resource alignment, and feedback and institutional learning. Their value depends on transparent governance, usable information, proportionate participation requirements, and a review process that converts exceptions into improvement. The article argues that higher activity alone is an inadequate indicator of success because benefits can coexist with hidden workload, exclusion, dependency, or weakened trust. Contribution: The article contributes a diagnostic framework, linked performance indicators, six propositions for empirical testing, and a fivestage implementation pathway that can be used in resource-constrained community organizations.
Co-Authors Ijang Faisal Nida Garnida Fitrianti Raden Roro Fatmasari Ucu Supriatna Wawan Ichwanudin