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Jose Beno
Politeknik Ilmu Pelayaran Semarang
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Digital competency adoption and maritime workforce transformation: a mixed-methods PLS-SEM validation of an integrated technology-organization-environment model in indonesian shipping Jose Beno; Awel Suryadi; Yuliani Yuliani; Widya Putri Idayatma
JRTI (Jurnal Riset Tindakan Indonesia) Vol. 11 No. 2 (2026): JRTI (Jurnal Riset Tindakan Indonesia)
Publisher : IICET (Indonesian Institute for Counseling, Education and Therapy)

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.29210/30037016000

Abstract

The maritime sector’s digital transformation requires not only technology adoption but also workforce capability development. While the Technology–Organization–Environment (TOE) framework explains organizational technology adoption and TAM/UTAUT explain individual technology use, neither adequately explains how contextual conditions translate into workforce capabilities. Addressing this gap, this study develops and tests a Maritime Human-Capital Transformation Model for Society 5.0, emphasizing human capability and resilience. An exploratory sequential mixed-methods design was employed, comprising in-depth interviews with 15 maritime stakeholders from four stakeholder groups, followed by a survey of 250 maritime professionals analyzed using Partial Least Squares Structural Equation Modeling (PLS-SEM). The results demonstrated satisfactory reliability and validity across all constructs. Qualitative findings identified three competency dimensions: hard digital skills, socio-technical skills, and psychological readiness. Quantitative results showed that Technological Readiness, Organizational Support, and Environmental Pressure significantly influenced Digital Competency Adoption and Human Capital Transformation Effectiveness. Technological Readiness had the strongest effect on Digital Competency Adoption (β = 0.586, p < 0.001), while Digital Competency Adoption positively influenced transformation effectiveness (β = 0.364, p < 0.001) and partially mediated all three TOE relationships. The model explained 51.5% of the variance in Digital Competency Adoption and 50.9% in Human Capital Transformation Effectiveness. These findings extend the TOE framework by positioning digital competency adoption as a key mechanism linking contextual conditions to human-capital transformation in the maritime sector, advancing a human-centered approach to digitalization aligned with Society 5.0.
Strategic Measures to Prevent Short Cargo During Coal Loading and Unloading Operations: A Case Study: Langkah-langkah Strategis untuk Mencegah Kekurangan Muatan Selama Operasi Pemuatan dan Pembongkaran Batubara: Studi Kasus Latifa Ika Sari; Jose Beno; Risma Hulinggi
JURNAL VENUS Vol. 14 No. 2 (2026): September
Publisher : PIP Makassar

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.48192/vns.v14i2.894

Abstract

Short cargo refers to a condition in which the quantity of cargo unloaded does not match the amount loaded or specified in the stowage plan. This discrepancy poses a significant challenge for shipping companies, as it not only leads to financial losses but also damages their reputation. This study aims to analyze the causes, impacts, and prevention strategies of short cargo incidents during the coal loading and unloading process at a shipping company. A qualitative research method with a case study approach was employed. Data were collected through interviews, observations, and document analysis, with key informants including the Operations Manager, the shipping agent, and the ship’s master. Fault Tree Analysis (FTA) was used to identify the root causes of the problem. The findings indicate that the primary factors contributing to short cargo are adverse weather conditions, human error, criminal activities, and equipment malfunctions during loading and unloading operations. The consequences of short cargo extend beyond financial losses to include reputational damage and a decline in customer trust. To mitigate these risks, the company has implemented various preventive strategies, such as enhancing supervision during operations, using more efficient loading and unloading equipment, providing training for crew members and stevedores, and strengthening coordination among relevant stakeholders. With these measures in place, the company aims to reduce the occurrence of short cargo and improve the effectiveness and efficiency of its coal handling operations.
Co-Authors Awel Suryadi Risma Hulinggi Sari, Latifa Ika Widya Putri Idayatma Yuliani Yuliani