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Ijang Faisal
Universitas Muhammadiyah Bandung, Bandung, Indonesia
Computer Science & IT Decision Sciences, Operations Research & Management Economics, Econometrics & Finance Industrial & Manufacturing Engineering Social Sciences

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KNOWLEDGE-SHARING ROUTINES AND INNOVATION READINESS IN SOCIAL ENTERPRISES Sri Rochani Mulyani; Ijang Faisal
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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Background: Knowledge-Sharing Routines and Innovation Readiness in Social Enterprises addresses an increasingly practical concern in social enterprises and community entrepreneurship ecosystems. Organizations may introduce visible programs, digital tools, or partnership arrangements, yet outcomes remain uneven when responsibilities and feedback routines are weak. This article treats knowledge-sharing routines as an organizational capability that must be translated into repeatable decisions rather than as a one-time initiative. Aims: The article develops a conceptual framework linking knowledge-sharing routines with innovation readiness, problem-solving speed, and capability accumulation. It also identifies governance conditions and implementation risks that can strengthen or weaken those relationships. Review Approach: An integrative conceptual review is used to connect established perspectives from absorptive capacity, dynamic capabilities, organizational learning, and open innovation. The manuscript does not claim original survey, interview, experimental, or transaction data. Results and Conclusion: The synthesis identifies four operating mechanisms—knowledge acquisition, translation into routines, cross-organizational exchange, and experimentation and feedback—and proposes a staged pathway for diagnosis, pilot implementation, review, and scale. The central conclusion is that performance improves when information, decision rights, and learning routines are aligned with the needs of the people who use and deliver the service. Contribution: The contribution is a practical, testable structure for assessing knowledge-sharing routines in resource-constrained settings without assuming that technology, communication, or formal policy automatically creates capability.
INTERNAL CONTROL TRANSPARENCY AND MEMBER CONFIDENCE IN COOPERATIVES Nida Garnida Fitrianti; Ijang Faisal
KRIEZ ACADEMY: Journal of Development and Community Service Vol. 2 No. 9 (2025): Kriez Academy - September
Publisher : Yayasan Kreatif Indonesia Emas

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Background: Internal Control Transparency and Member Confidence in Cooperatives addresses an increasingly practical concern in cooperative and community-based financial institutions. Organizations may introduce visible programs, digital tools, or partnership arrangements, yet outcomes remain uneven when responsibilities and feedback routines are weak. This article treats internal control transparency as an organizational capability that must be translated into repeatable decisions rather than as a one-time initiative. Aims: The article develops a conceptual framework linking internal control transparency with member confidence, financial inclusion, and control reliability. It also identifies governance conditions and implementation risks that can strengthen or weaken those relationships. Review Approach: An integrative conceptual review is used to connect established perspectives from agency and stewardship, institutional trust, financial inclusion, and governance. The manuscript does not claim original survey, interview, experimental, or transaction data. Results and Conclusion: The synthesis identifies four operating mechanisms—transparent rules, segregated responsibilities, accessible member information, and proportionate oversight—and proposes a staged pathway for diagnosis, pilot implementation, review, and scale. The central conclusion is that performance improves when information, decision rights, and learning routines are aligned with the needs of the people who use and deliver the service. Contribution: The contribution is a practical, testable structure for assessing internal control transparency in resource-constrained settings without assuming that technology, communication, or formal policy automatically creates capability.
ESG SENSEMAKING AND STAKEHOLDER DIALOGUE IN COMMUNITY-LINKED ORGANIZATIONS Ijang Faisal; Sri Rochani Mulyani
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: ESG Sensemaking and Stakeholder Dialogue in Community-Linked Organizations addresses an increasingly practical concern in community-linked organizations and local markets. Organizations may introduce visible programs, digital tools, or partnership arrangements, yet outcomes remain uneven when responsibilities and feedback routines are weak. This article treats ESG sensemaking as an organizational capability that must be translated into repeatable decisions rather than as a one-time initiative. Aims: The article develops a conceptual framework linking ESG sensemaking with legitimacy, environmental awareness, and community participation. It also identifies governance conditions and implementation risks that can strengthen or weaken those relationships. Review Approach: An integrative conceptual review is used to connect established perspectives from stakeholder theory, corporate social responsibility, shared value, and legitimacy. The manuscript does not claim original survey, interview, experimental, or transaction data. Results and Conclusion: The synthesis identifies four operating mechanisms—material issue identification, stakeholder dialogue, credible disclosure, and feedback into operating decisions—and proposes a staged pathway for diagnosis, pilot implementation, review, and scale. The central conclusion is that performance improves when information, decision rights, and learning routines are aligned with the needs of the people who use and deliver the service. Contribution: The contribution is a practical, testable structure for assessing ESG sensemaking in resource-constrained settings without assuming that technology, communication, or formal policy automatically creates capability.
DIGITAL STORYTELLING AND INSTITUTIONAL TRUST IN COMMUNITY ORGANIZATIONS Ijang Faisal; Anggun Yolistina
KRIEZ ACADEMY: Journal of Development and Community Service Vol. 3 No. 8 (2026): Kriez Academy - August
Publisher : Yayasan Kreatif Indonesia Emas

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Background: Digital Storytelling and Institutional Trust in Community Organizations addresses an increasingly practical concern in public, social, and community-oriented organizations. Organizations may introduce visible programs, digital tools, or partnership arrangements, yet outcomes remain uneven when responsibilities and feedback routines are weak. This article treats digital storytelling as an organizational capability that must be translated into repeatable decisions rather than as a one-time initiative. Aims: The article develops a conceptual framework linking digital storytelling with institutional trust, legitimacy, and stakeholder understanding. It also identifies governance conditions and implementation risks that can strengthen or weaken those relationships. Review Approach: An integrative conceptual review is used to connect established perspectives from organizational legitimacy, stakeholder communication, trust formation, and dialogic communication. The manuscript does not claim original survey, interview, experimental, or transaction data. Results and Conclusion: The synthesis identifies four operating mechanisms—message clarity, evidence-backed disclosure, two-way dialogue, and timely response to concerns—and proposes a staged pathway for diagnosis, pilot implementation, review, and scale. The central conclusion is that performance improves when information, decision rights, and learning routines are aligned with the needs of the people who use and deliver the service. Contribution: The contribution is a practical, testable structure for assessing digital storytelling in resource-constrained settings without assuming that technology, communication, or formal policy automatically creates capability.
Co-Authors Anggun Yolistina Nida Garnida Fitrianti Sri Rochani Mulyani