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All Journal Ilmu Administrasi Publik Daya Saing : Jurnal Ilmu Manajemen Jurnal Bina Praja Journal of Economic, Bussines and Accounting (COSTING) Applied Information System and Management Scientific Journal of Reflection : Economic, Accounting, Management and Business JIMF (JURNAL ILMIAH MANAJEMEN FORKAMMA) Abdi Laksana : Jurnal Pengabdian Kepada Masyarakat Journal of Industrial Engineering & Management Research (JIEMAR) Ascarya: Journal of Islamic Science, Culture and Social Studies Ekonomi dan Bisnis Edunomia : Jurnal Ilmiah Pendidikan Ekonomi Jurnal PKM Manajemen Bisnis ProBisnis : Jurnal Manajemen International Journal of Multidisciplinary Research and Literature (IJOMRAL) AKADEMIK: Jurnal Mahasiswa Humanis Formosa Journal of Applied Sciences (FJAS) Lensa Ilmiah: Jurnal Manajemen dan Sumberdaya Jurnal Peradaban Masyarakat (JPM) Neraca: Jurnal Ekonomi, Manajemen dan Akuntansi Karimah Tauhid Pasundan Community Service Development Jurnal Pengabdian kepada Masyarakat : Kreasi Mahasiswa Manajemen Journal of Innovative and Creativity International Journal of Management and Digital Business Anthronomics: Jurnal Manajemen Sumber Daya Manusia SocServe: Jurnal Pengabdian kepada Masyarakat JUMANDIK Jurnal Manajemen & Pendidikan Multidisciplinary Indonesian Center Journal Dirya : Journal of Economic Management Jurnal Ad'ministrare: Jurnal Pemikirian Ilmiah dan Pendidikan Administrasi Perkantoran Benefit: Jurnal Manajemen dan Bisnis Kesmas: Jurnal Kesehatan Masyarakat Nasional (National Public Health Journal)
Supratikta, Hadi
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Optimization Of Business Strategy Through Performance Measurement With KPIS and The Utilization Of Digital Technology In Addressing External And Internal Environments Havizh, Muhammad; wiansih, Leni; Riandi, Arif; Supratikta, Hadi
Jurnal Ilmiah Ilmu Administrasi Publik Vol 15, No 2 (2025)
Publisher : Program Pascasarjana Universitas Negeri Makassar

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.26858/jiap.v15i2.82361

Abstract

This study aims to analyze the optimization of business strategy through performance measurement using Key Performance Indicators (KPIs) and the utilization of digital technology in addressing challenges from both external and internal environments. The rapid development of digital technology and changing market dynamics require companies to continually evaluate and adjust their strategies. KPIs serve as a measurement tool that allows businesses to monitor and analyze their performance in various aspects such as financial, operational, and customer satisfaction. This research examines how the application of digital technology, such as information systems and data analytics, can support more effective and efficient performance measurement processes. Additionally, the study highlights the importance of understanding the company's external and internal conditions, which include market trends, government policies, as well as organizational resources and culture. The findings of this research indicate that the integration of KPIs with digital technology provides significant competitive advantages, enabling companies to be more responsive to challenges and seize available opportunities. Therefore, business strategies based on clear performance measurement and the utilization of digital technology are key to achieving sustainability and optimal business growth.
The Role of Strategic Managers in Achieving Competitive Advantage: Formulating Objectives, Vision, Mission, and Company Philosophy for Long-Term Strategy Farhan, David Nur; Nugroho, Kurniawan Setyo; Febrianto, Satriyadi; Fakhrurazi, M.; Supratikta, Hadi
Jurnal Ad'ministrare: Jurnal Pemikirian Ilmiah dan Pendidikan Administrasi Perkantoran Volume 12, Issue 2, 2025
Publisher : Pendidikan Administrasi Perkantoran, Universitas Negeri Makassar

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Abstract

The Role of Strategic Managers in Achieving Competitive Advantage This research investigates the crucial role of strategic managers in achieving long-term competitive advantage. Competitive advantage is the result of well-planned and implemented strategies, the roots of which lie in the managers' ability to formulate the organization's fundamental elements. Strategic managers function as principal architects who translate the company's aspirations into a cohesive direction for action. The main focus is on the formulation process of objectives, vision, mission, and company philosophy. The vision provides an inspirational outline of the desired future, acting as an emotional anchor and defining the overall direction. The mission clearly defines the purpose of the organization's existence, its scope of operations, and the value it offers to stakeholders. Operational objectives, derived from the vision and mission, provide measurable benchmarks for assessing strategic progress. Meanwhile, the company philosophy (or core values) shapes the organizational culture, guides ethical decision-making, and ensures consistency of actions across all levels. It is found that the clear articulation and effective communication of these elements are paramount. Strategic managers must ensure that each component aligns with one another and with the dynamic external environment. This alignment enables the company to optimally allocate resources, differentiate itself from competitors, and respond agilely to market changes. Thus, the strategic managers' ability to formulate this philosophical and objective foundation directly impacts the company's resilience and profitability over the long term, making them the key drivers in the creation and maintenance of sustainable competitive advantage.
Perencanaan Keuangan dan Pengelolaan Arus Kas sebagai Dasar Investasi Produktif bagi Anggota Kelompok Sadar Wisata di Kampung 7 Muara Kecamatan Bojongsari Kota Depok Supratikta, Hadi; Sampurnaningsih, Sri Retnaning; Darmawan, Galylia Aryanita; Subur, Akhmad; Noviani, Dini; Faisal, Lutfi; Mulya, Muchamad Rizki
SocServe: Jurnal Pengabdian kepada Masyarakat Vol 2 No 2 (2025): SocServe: Jurnal Pengabdian kepada Masyarakat
Publisher : Sapta Arga Nusantara

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Abstract

Pengembangan pariwisata yang berfokus pada komunitas memerlukan dukungan manajemen keuangan yang kuat agar usaha tersebut dapat bertahan. Kegiatan Pengabdian kepada Masyarakat (PKM) ini ditujukan untuk memberikan pemahaman praktis tentang perencanaan keuangan dan pengelolaan arus kas kepada anggota Kelompok Sadar Wisata di Desa 7 Muara, Kecamatan Bojongsari, Kota Depok. Pendekatan yang diterapkan adalah kualitatif dengan teknik ceramah interaktif, diskusi kelompok, serta pelatihan praktis. Kegiatan tersebut berlangsung pada 25 Mei 2025 dan melibatkan 30 peserta dari pelaku UMKM pariwisata setempat. Hasil kegiatan menunjukkan kemajuan pemahaman peserta tentang konsep dasar perencanaan kas, pencatatan penerimaan dan pengeluaran usaha, serta strategi investasi jangka panjang. Pengaruh baik dari aktivitas ini adalah terbentuknya dasar yang kokoh untuk pengembangan usaha pariwisata yang berkelanjutan di Kampung 7 Muara.
STRATEGI PENGAMBILAN KEPUTUSAN DALAM DINAMIKA KEPEMIMPINAN PUNCAK IMPLIKASINYA TERHADAP KINERJA PERUSAHAAN PERBANKAN DI INDONESIA Putri, Feby Widia; Mufaati, Nurma Dewi; Haerani, Rani; Mustopa, Bintang Alya Binurika; Supratikta, Hadi
Journal of Economic, Bussines and Accounting (COSTING) Vol. 8 No. 6 (2025): COSTING : Journal of Economic, Bussines and Accounting
Publisher : Institut Penelitian Matematika, Komputer, Keperawatan, Pendidikan dan Ekonomi (IPM2KPE)

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.31539/mxs8k739

Abstract

This study aims to examine the dynamics of leadership within the Top Management Team (TMT) and their influence on strategic decision-making processes in Indonesian banking institutions. Using a descriptive qualitative approach, data were collected through document analysis and indirect interviews with TMT members. The findings indicate that diversity within TMTs particularly in terms of educational background, professional experience, and gender positively contributes to the quality and innovativeness of strategic decisions. Such diversity enables teams to formulate more creative and adaptive strategies in response to external shifts, including advancements in digital technologies and changes in banking regulations. Nevertheless, the study also reveals challenges related to achieving consensus among team members, which may impede decision making efficiency if not effectively managed. In addition, the distribution of power within TMTs whether centralized or dispersed significantly shapes the dynamics and effectiveness of strategic decision-making. Overall, the results underscore the importance of managing diversity and fostering collaborative leadership within TMTs to enhance the strategic capabilities of banks operating in an increasingly dynamic and competitive industry landscape.
MANAJEMEN STRATEGIS DALAM KONSEPTUALISASI SMART MANUFACTURING: IMPLIKASI TERHADAP DAYA SAING PERUSAHAAN Ahmad Yafi Rangkuti; Asri, Septika; Maulana, Jihad; Karimah, Aisyah; Supratikta, Hadi
Journal of Economic, Bussines and Accounting (COSTING) Vol. 8 No. 6 (2025): COSTING : Journal of Economic, Bussines and Accounting
Publisher : Institut Penelitian Matematika, Komputer, Keperawatan, Pendidikan dan Ekonomi (IPM2KPE)

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.31539/jekt1b34

Abstract

Technological developments in the era of the Fourth Industrial Revolution and the transition toward Industry 5.0 require companies to implement adaptive and innovative strategic management. Smart manufacturing emerges as an approach that integrates digital technologies, automation, and data analytics with business strategy and human resource management. This article aims to conduct a literature review by emphasizing the role of strategic management, knowledge management, and strategic human resource planning in strengthening corporate competitive advantage. An analytical review method is employed to examine the concepts of strategic management, types of business strategies relevant to the context of smart manufacturing, and their implications for company competitiveness. The analysis reveals that the integration of digital technologies, differentiation strategies, innovation, and human resource readiness can drive companies toward achieving sustainable competitive advantage. The article concludes with the development of a conceptual framework that links strategic management, smart manufacturing, and competitive advantage within the context of digital transformation.
BLUEPRINT MASA DEPAN INDUSTRI KREATIF YANG BERKELANJUTAN (EKOSISTEM, PONDASI ETIKA DAN EKONOMI, MENCETAKKAN VALUE JANGKA PANJANG) Ramadan, Warisatun; Faturrachman, Alifudin; Abidin, Minhajul; Al Mubarak, Faqih Ramdani; Supratikta, Hadi
Journal of Economic, Bussines and Accounting (COSTING) Vol. 8 No. 6 (2025): COSTING : Journal of Economic, Bussines and Accounting
Publisher : Institut Penelitian Matematika, Komputer, Keperawatan, Pendidikan dan Ekonomi (IPM2KPE)

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.31539/f38kwx48

Abstract

The creative industry has emerged as a promising new pillar of economic growth; however, its long-term viability is fundamentally dependent on the integration of sustainability principles. This article presents a comprehensive blueprint structured around three core pillars: Adaptive Ecosystems, Balanced Ethical and Economic Foundations, and Long-Term Value Creation. Drawing on contemporary literature published between 2020 and 2025, as well as theoretical synthesis including Prof. Hadi Supratikta’s perspective on the critical role of Emotional and Spiritual Intelligence (EQ/SQ) in Society 5.0 this study identifies significant gaps between prevailing industry practices and global sustainability imperatives. The analysis highlights the urgent need to shift from linear economic models toward a Regenerative Economy, to institutionalize Environmental, Social, and Governance (ESG) standards, and to cultivate an ethically conscious creative workforce. The proposed blueprint advocates a holistic intervention approach, encompassing policies that promote green innovation, investment in ethics-based human capital development, and the establishment of standardized metrics for measuring social and cultural impact. Ultimately, this framework aims to ensure that the creative industry not only generates economic value but also functions as a positive and transformative force for society and the environment.
MODEL INTEGRASI PROGRAM BISNIS DALAM MISI ORGANISASI UNTUK PERUMUSAN STRATEGI BERKELANJUTAN PADA PERUSAHAAN ALAT BERAT Yuliyana, Andrean Prayuda; Aziz, Iqbal Abdul; Kodiri, Kodiri; Supratikta, Hadi
Journal of Economic, Bussines and Accounting (COSTING) Vol. 9 No. 1 (2026): COSTING : Journal of Economic, Bussines and Accounting
Publisher : Institut Penelitian Matematika, Komputer, Keperawatan, Pendidikan dan Ekonomi (IPM2KPE)

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.31539/d7wfs806

Abstract

The heavy equipment industry is under increasing pressure to transform in response to regulatory requirements, market volatility, and the growing urgency of sustainability. Despite this, many companies continue to experience fragmentation across their Environmental, Social, and Governance (ESG), Corporate Social Responsibility (CSR), and Net-Zero initiatives, which are frequently implemented in isolation and lack alignment with core business strategy. This study aims to develop a conceptual model that integrates these business programs into the organizational mission to support the formulation of a cohesive and sustainable strategy. The research adopts a qualitative model-development approach, combining a Systematic Literature Review (SLR) to identify key variables with a multiple case study analysis of four leading heavy equipment companies: PT United Tractors Tbk, Caterpillar Inc., Komatsu Ltd., and PT Hexindo Adiperkasa Tbk. The results propose the Mission–Program–Strategy (MPS) Integration Model. This model positions the organizational mission (the why) as an active strategic filter that aligns and integrates business programs (the what), ultimately enabling the formulation of a coherent and actionable sustainable strategy (the how). The case studies reveal that leading firms such as PT United Tractors through its “10 Sustainability Aspirations” and Caterpillar through its strong emphasis on the circular economy have intuitively applied the underlying logic of this model. The findings offer important managerial implications by providing a practical framework for industry leaders to bridge the gap between sustainability strategy formulation and implementation, while transforming the organizational mission from a passive statement into a functional strategic instrument.
An Analysis of Performance-Based Human Resource Development among Employees at the Center for Environmental and Forestry Generation Development Fitria, Fitria; Hamsinah B, Hamsinah B; Supratikta, Hadi
Lensa Ilmiah: Jurnal Manajemen dan Sumberdaya Vol. 5 No. 1 (2026): Lensa Ilmiah: Jurnal Manajemen dan Sumberdaya
Publisher : ELRISPESWIL - Lembaga Riset dan Pengembangan Sumberdaya Wilayah

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.54371/jms.v5i1.1131

Abstract

This study examines the implementation of performance-based human resource development (HRD) at Pusat Pengembangan Generasi Lingkungan Hidup dan Kehutanan (PPGLHK), an organizational unit under the Ministry of Environment and Forestry, Indonesia. Using a qualitative descriptive design, the study involved four key informants selected through purposive sampling (the Head of the Center, two Division Heads, and the Head of the Administrative Subdivision). Data were collected through in-depth interviews, observations, focus group discussions (FGD), and supporting document analysis, and were analyzed using the Miles and Huberman interactive model (data reduction, data display, and conclusion drawing). The findings indicate that performance-based HRD at PPGLHK has been oriented toward achieving organizational performance goals; however, implementation remains constrained by limited time, misalignment between certain training materials and job needs, and insufficient post-training evaluation. Program effectiveness is shaped by workload, leadership support, and the availability of facilities and infrastructure. Overall, HRD initiatives are reported to contribute positively to employee performance, particularly in terms of work quality, output quantity, and work reliability, although stronger coordination and a more comprehensive evaluation mechanism are required to better integrate HRD programs with organizational performance strategies.
Analisis Efektivitas Pemanfaatan Artificial Intelegence Dalam Meningkatkan Produktivitas Sumber Daya Manusia Pada Kelompok Kerja Madrasah Ibtidaiyah Kecamatan Jatiasih Kota Bekasi Fajri, Akmal Karim; Sunarsi, Denok; Supratikta, Hadi
Journal of Innovative and Creativity Vol. 6 No. 1 (2026)
Publisher : Fakultas Ilmu Pendidikan Universitas Pahlawan Tuanku Tambusai

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Abstract

Perkembangan teknologi digital pada era revolusi industri 4.0 mendorong organisasi pendidikan untuk beradaptasi dengan pemanfaatan teknologi guna meningkatkan efektivitas dan produktivitas sumber daya manusia. Salah satu teknologi yang berkembang pesat adalah Artificial Intelligence (AI) berbasis chat yang mampu membantu berbagai aktivitas administratif maupun akademik. Penelitian ini bertujuan untuk menganalisis efektivitas pemanfaatan Artificial Intelligence dalam meningkatkan produktivitas sumber daya manusia pada anggota Kelompok Kerja Madrasah Ibtidaiyah (KKMI) Kecamatan Jatiasih. Penelitian menggunakan pendekatan kualitatif dengan desain studi kasus. Teknik pengumpulan data dilakukan melalui wawancara mendalam, focus group discussion (FGD), dan studi dokumentasi terhadap kepala madrasah serta pengurus KKMI. Analisis data dilakukan melalui tahap reduksi data, penyajian data, dan penarikan kesimpulan. Hasil penelitian menunjukkan bahwa pemanfaatan AI berbasis chat memberikan kontribusi positif terhadap peningkatan produktivitas sumber daya manusia melalui peningkatan efisiensi waktu kerja, percepatan penyelesaian tugas administratif, serta peningkatan kualitas hasil pekerjaan. Namun demikian, implementasi AI masih menghadapi beberapa kendala seperti rendahnya literasi digital, keterbatasan infrastruktur teknologi, serta perbedaan kemampuan adaptasi terhadap teknologi di kalangan anggota organisasi. Oleh karena itu, pemanfaatan AI dalam organisasi pendidikan perlu didukung oleh peningkatan kompetensi digital, dukungan manajerial yang kuat, serta pengembangan kebijakan organisasi yang mendorong transformasi digital secara berkelanjutan.
Co-Authors Abidin, Minhajul Ade saputra Ade Setiawan Afrilia, Dwi Agustin, Sonya Ahmad Yafi Rangkuti ahmad yani Ahmadi, Ferry Akmal, Muhamad Akriyono , Phintoko Akhbar Al Asyary Al Mubarak, Faqih Ramdani Ali Zaenal Abidin Ali, Fajri Alfisyahri Alinda Nurayani Andika, Novi Arpan, Harizul Arsaf , Taufik Asep Hermawan Asri, Septika Ayu Sekar Rini, Ayu Sekar Aziz, Iqbal Abdul Bachtiar, Yusrial Betty Roosihermiatie Budiyono Budiyono Cahya Tri Purnami Cikayanti, Yoyoh Dalianti, Indana Darmawan, Galylia Aryanita DASUKI DASUKI Devi Andriani Dewi, Cynthia Dharmaesta, Livio Agung Dharmajati, Erthride Maharai Puri Dina Bisara Dina Bisara Lolong Dini Noviani Dirman, Syerlina Fadila Diyanto, Hendi Doni Lasut Ernawati, Fifth Faisal, Lutfi Faizal Jambak, Muh Fajri, Akmal Karim Fakhrurazi, M. Fandika , Reno Farhan, David Nur Faturohman, Miftah Reza Tama Faturrachman, Alifudin Fauziah, Annisa Frisca Fauziah, Sri Febrianto, Satriyadi Fernando, Louis Firdaus, Moh Firmansyah, Tantan Fitria Fitria Fitriyadi, Enjah Pipit Hadi Broto Haerani, Rani Hamsinah B, Hamsinah B Hamsinah Hamsinah, Hamsinah Handayani, Ni Putu Lidia Hanrio, Tio Hanrio Hasanah, Hilya Hasanah, Tuti Havizh, Muhammad Hefniwati, Ella Hia, Aspiran Sisca Hifny, Muhammad Hizbatu W, Nasahi Hutapea, Zeriko Ilham, Ramadhani Irawan, Sani Istingadah, Ayuk Ayus Iwan Setiawan Jambak, M. Faizal Juanda, Angga Juniyansyah, Agung Kadarwati , Suci Kadarwati, Suci Karimah, Aisyah Kartolo, Rachmat Khudori, Firmansyah Kodiri, Kodiri Kristina Kristina Kusumah, Febby Permatasari M Rokhis Khomarudin, M Rokhis M. Alkaf Mamis, Yonartilia Manalu, Hosanna Agree Rosion Mansur Mansur Maria Holly Herawati Marjohan, Masno Matalin, Jansend Maulan, Farhan Maulana, Jihad Mhd. Irsan Nasution Mirna Widiyanti Muchtadin, Muchtadin Mufaati, Nurma Dewi Muhamad Arifin, Muhamad MUHAMMAD AGUS SALIM Muhammad Husni Thamrin, Muhammad Husni Muhammad Priyatna, Muhammad Muhammad Wahyudi Mulya, Muchamad Rizki Mustopa, Bintang Alya Binurika Neni Nuraeni, Neni Noer Endah Pracoyo Noor Edi Widya Sukoco Noviyanti Noviyanti, Noviyanti Nugraha, Riad Endra Nugroho , Rama Adhitya Nugroho, Kurniawan Setyo Nur'aini, Eni Nurayani, Alinda Nurfadhlini, Nurfadhlini Nurhikmat, Wandi Oktaviana, Naning Onggokusumo, Andrika Permata, Ria Yuda Prabowo, Satria Agung Prakoso, Affriyanto Gema Prasetiyo, Arditiya Bayu Prasetya, Arief Budi Prayogi, Munawir Putri, Feby Widia Rachman, Lindra Rachmawati, Ike Rachmawati Raflizar Raflizar Ramadan, Warisatun Ratri, Tito Mustikaningrum Rezkullah, Muh Riandi, Arif Rianto, Eko Rizqi Fauzi, Mikail Alba Rosita, Wita Roy Qurrotu Ainin RR. Ella Evrita Hestiandari S.S., Muhammad Arfani Saefulloh, Imam Saefulloh, Saefulloh Samosir, Boniarta Sampurnaningsih, Sri Retnaning Santoso, Mohamad Saputra, Riagung Saputra, Yance Saputri, Tira Maulidya Saragih, Erliana Septiani, Kurnia Rahmah Setyo Supratno Sholihin, Dwi Rahmad Siti Hapsah, Siti Sjurahudin, Hamidi Sonawi, Sonawi Sri Astuti Subur, Akhmad Sudarma, Sudarma Sudaryana, Yayan Sudrajat, Ari Sugiarti, Endang Sugiyanto - Suhaendi, Suhaendi Sunarsi, Denok Sunjayani, Dinar Novandia Supriadi, Ferdi Rohman Susanto Susanto Sutanto B, R. Adhi Suteja, Mentari Nur Farida Syavera, Arnesha Febra Syerah , Helen Syerah, Helen Tri Pangkat Soesiawan Tri Yansyah Turnip, Jhon Sutrisno Ulinuha, Ibnu Ulum, Oktalisha Kirana Veruswati, Meita WAHYUDI Wakum, Ira Yuliana Waliyati, Waliyati Waluyani, Dyah Oktabriawatie Wardani, Ayu Kusuma Watanikar, Nasahi Hizbatu Wiansih, Leni Witriyani, Witriyani Wulandari, Nur Asti Yafi, Muhammad Reyhan Yansyah, Rusli Yokobus, Antonius Yuliasari, Yuliasari Yuliyana, Andrean Prayuda Yunus, Ahmad