Article Per Year (5 Year)
p-Index From 2021 - 2026
0.659
P-Index
This Author published in this journals
All Journal Jurnal Ilmu Manajemen & Ekonomika Journal Research of Social Science, Economics, and Management IIJSE
Karambut, Fermico
Unknown Affiliation
Decision Sciences, Operations Research & Management Economics, Econometrics & Finance Environmental Science Social Sciences

Published : 3 Documents Claim Missing Document
Claim Missing Document
Check
Articles

Found 3 Documents
Search

 1 
The Influence of Data Strategy on Competitive Advantage and Company Performance (Empirical Study on Engineering, Procurement, and Construction Companies) Andry, Elvi; Pracoyo, Anto; Simatupang, Batara Maju; Karambut, Fermico
Indonesian Interdisciplinary Journal of Sharia Economics (IIJSE) Vol 7 No 3 (2024): Sharia Economics
Publisher : Sharia Economics Department Universitas KH. Abdul Chalim, Mojokerto

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.31538/iijse.v7i3.5628

Abstract

Data strategy is an important point for a company in the era of digitalization because it can be used as the main source for increasing a company's competitive advantage, which will ultimately improve the company's performance. This research aims to see the influence of data strategy on competitive advantage and company performance. Data strategies here are divided into two, namely defensive data strategies and offensive data strategies. The research was conducted with a survey of 202 respondents from EPC companies listed on the Indonesia Stock Exchange. Using the Structural Equation Modeling (SEM PLS) the research results found that defensive data strategies and offensive data strategies influence competitive advantage but not Company Performance. The results also explain that data strategy does not mediate the relationship between offensive and defensive data strategies with competitive advantage and company performance. This research provides implications for company policy in formulating strategies by considering the position of defensive data strategies and offensive data strategies because they can directly and positively influence competitive advantage. Practically, the implications of the results of this research can help EPC companies in designing data policies or strategies and using them as a competitive advantage.
The Influence of Social Media Marketing, Performance Expectancy, and Social Influence on Purchase Intention: Evidence from Bibit App Agnany, Mauliddinia Iftikhar; Rofianto, Whony; Haryanti, Enny; Karambut, Fermico
Jurnal Ilmu Manajemen dan Ekonomika Vol. 18 No. 1 (2025): Jurnal Ilmu Manajemen dan Ekonomika, Vol. 18, No.1, December 2025
Publisher : Indonesia Banking School

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.35384/jime.v18i1.874

Abstract

This study analyzes the influence of Social Media Marketing Activities (SMMA) on Brand Equity and Purchase Intention, as well as the impact of Brand Equity on Electronic Word of Mouth (E-WOM). Additionally, it examines the roles of E-WOM, Performance Expectancy (PE), and Social Influence (SI) in shaping Purchase Intention among Instagram followers of the Bibit investment application. Using a quantitative approach, data were collected from 100 respondents via convenience sampling. Data analysis was conducted using Partial Least Squares Structural Equation Modeling (PLS-SEM) with SmartPLS 4. The results indicate that SMMA significantly affects Brand Equity, and Brand Equity strongly influences E-WOM. However, SMMA and E-WOM were found to have no significant impact on Purchase Intention. In contrast, PE and SI proved to have a positive and significant influence on Purchase Intention. These findings suggest that for high-involvement products such as digital investment applications, functional value and social influence are more decisive in shaping purchase decisions than promotional activities or online recommendations.
The Effect of Digital Leadership Style, Compensation, and Employee Engagement on Employee Loyalty Through the Performance of Generation Z Employees at Sinar Mas Insurance Lingga, Herlita Sanawati; Karambut, Fermico; Simatupang, Batara Maju; Putri, Vidiyanna Rizal
Journal Research of Social Science, Economics, and Management Vol. 5 No. 9 (2026): Journal Research of Social Science, Economics, and Management
Publisher : Publikasi Indonesia

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.59141/jrssem.v5i9.1414

Abstract

This research aims to examine and analyze the direct influence of digital leadership style, compensation, and employee engagement on employee performance, as well as their influence on employee loyalty through performance as a mediating variable among Generation Z employees at PT Asuransi Sinar Mas. The research variables consist of Digital Leadership Style, Compensation, and Employee Engagement as independent variables, Employee Loyalty as the dependent variable, and Employee Performance as the mediating variable. The research method used is a quantitative descriptive approach with an explanatory design. Primary data were collected through questionnaires from 200 Generation Z employee respondents selected using a convenience sampling technique. The research stages include validity testing, reliability testing, classical assumption testing (multicollinearity, heteroscedasticity, and normality), and data analysis using path analysis with the SPSS program. The results of the study indicate that digital leadership style, compensation, and employee engagement simultaneously and partially have a positive and significant effect on employee performance. In addition, employee performance is empirically proven to play a significant role in linking the three independent variables to employee loyalty. Employee engagement was found to be the most dominant driver of loyalty. As managerial advice, companies should continue strengthening their digital leadership ecosystem and investing in psychological well-being programs to enhance employee retention. Furthermore, management is advised to implement an open recruitment system to remain competitive and transparent, mitigate the risk of young talent turnover, and optimize productivity to foster long-term loyalty.
Co-Authors Agnany, Mauliddinia Iftikhar Andry, Elvi Haryanti, Enny Lingga, Herlita Sanawati Pracoyo, Anto Putri, Vidiyanna Rizal Rofianto, Whony Simatupang, Batara Maju