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Journal : Dynamic Management Journal

MERGER AND BUSINESS CONSOLIDATION AMONG INDONESIAN’S BUMN KARYA : A STRATEGY TO AVOID FINANCIAL DISTRESS AND STRENGTHENING CAPITAL FOR LONG-TERM SUSTAINABILITY Andriani, Ria; Tambunan, Diana; Warsono, Warsono; Herlan, Hasta
Dynamic Management Journal Vol 8, No 4 (2024): October
Publisher : Universitas Muhammadiyah Tangerang

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.31000/dmj.v8i4.12714

Abstract

This study aims to analyze the strategic mergers proposed by the BUMN Ministry, focusing on the mergers of PT Hutama Karya with PT Waskita Karya, PT Adhi Karya with PT Nindya Karya, and PT Wijaya Karya with PT Pembangunan Perumahan. Using a descriptive research approach, the study employs quantitative analysis to evaluate financial compatibility and operational synergies among the companies involved. The findings reveal that the merger of Adhi Karya and Nindya Karya emerges as the most advantageous option, effectively combining Adhi's liquidity challenges with Nindya's strong revenue generation capabilities. Additionally, merging PT Waskita Karya with PT Hutama Karya could provide vital resources to address Waskita's financial struggles, contingent on Hutama Karya’s capacity to manage these challenges effectively. The merger of PT Wijaya Karya with Pembangunan Perumahan shows promise in leveraging Pembangunan's stability to enhance Wijaya's financial performance. In conclusion, the proposed mergers present a strategic opportunity to enhance financial stability, operational efficiency, and market competitiveness. Merging PT Pembangunan Perumahan with PT Nindya Karya capitalizes on both companies' financial strengths, while the pairing of PT Waskita Karya and PT Adhi Karya facilitates resource pooling to improve operational performance. Lastly, the merger of PT Wijaya Karya with a smaller, agile company can help mitigate its liquidity issues while harnessing the strengths of a dynamic partner. Recommendations emphasize the importance of conducting thorough due diligence to assess financial compatibility, cultural alignment, and operational synergies before finalizing mergers. Establishing clear strategic goals and integration plans is essential for ensuring successful transitions. Ongoing monitoring and evaluation post-merger will be crucial for adapting strategies and driving sustained growth and profitability in the newly formed entities.with stakeholders will be key to rebuilding trust and securing the company’s future.
MAPPING THE INFLUENCE: A CONCEPTUAL MODEL OF BRAND REPUTATION, INFLUENCER MARKETING, ORGANIZATIONAL AGILITY, STRATEGIC LEADERSHIP, AND BUSINESS PERFORMANCE Andriani, Ria; Heirunissa, Heirunissa; Harun, Muhamad; Herlan, Hasta
Dynamic Management Journal Vol 9, No 2 (2025): April
Publisher : Universitas Muhammadiyah Tangerang

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.31000/dmj.v9i2.13862

Abstract

This study proposes a conceptual model that integrates brand reputation, influencer marketing, and organizational agility in driving business performance, with strategic leadership as a moderating variable. The study is motivated by the need for organizations to adapt to rapid market changes. The method employed is a systematic review of journal articles indexed in SINTA, Google Scholar, and Scopus, as well as relevant industry reports. The results indicate that brand reputation and influencer marketing have a positive influence on organizational agility, which in turn mediates the improvement of business performance through enhanced responsiveness and operational efficiency. Furthermore, strategic leadership strengthens the relationship between organizational agility and business performance by effectively leveraging market dynamics. The findings highlight the importance of synergy between brand reputation management, ethical implementation of influencer marketing, and the reinforcement of organizational agility to achieve sustainable business performance, particularly among SMEs in Indonesia. The study's limitation lies in its reliance on secondary data, suggesting that future research should involve field studies for model validation.
REBRANDING WEST JAVA: INTEGRATING VISIONARY LEADERSHIP, SOCIAL TRANSFORMATION, AND PLACE IDENTITY TO ACHIEVE COMPETITIVE ADVANTAGE AND INVESTMENT READINESS Islami, Vina; Andriani, Ria; Haerunnisa, Haerunnisa; Harun, Muhamad
Dynamic Management Journal Vol 9, No 4 (2025): October
Publisher : Universitas Muhammadiyah Tangerang

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.31000/dmj.v9i4.15130

Abstract

This study focuses on regional marketing strategies in West Java to address suboptimal economic development and to leverage local cultural potential in regional branding. The purpose of the research is to develop a conceptual model integrating visionary leadership, social transformation, and place identity to enhance investment readiness through the mediation of Sustainable Competitive Advantage (SCA), with environmental sustainability and infrastructure support as moderating variables. The method employed is qualitative conceptual analysis and a review of literature and reliable documentary sources. The findings produce a conceptual model showing that successful regional marketing strategies require a holistic synergy of leadership, Sundanese cultural values, and social innovation supported by sustainable practices. The study’s contribution and novelty lie in the multidimensional integration of regional branding strategies, focusing on SCA and investment readiness. The study’s limitation is its conceptual nature, necessitating empirical validation and gradual policy implementation.
Co-Authors A. Putri Djohar Tenri Waru Abdillah, Ifan Wahyu Ade Pujianto, Ade Akbara, Adida Wisnu Allenidekania Allenidekania Amir Hamzah Amir, Mayasyanti Dewi Andi Putri Djohar Tenri Waru Andi Sunyoto Aqil Fauzan, Muhammad Arditya, Vikha Hendra Arsya, Muhammad Rezzha Riamrizal Ashaury, Herdi Asmarawanti, Asmarawanti Astri Agustin Astria, Kadek Kiki Atmaja, Suryana Auliya, Afina Azzahra, Resa Safa Bambang Pamungkas Burhanuddin Basri Cahyando, Afibra I Charlina ' Deni Gunawan Destriani, Siti Haniva Dewantoko, Erlangga Dewayani, Dinda Dhinny Novryanthi Dian Ayubi Diana Tambunan Diyan, Muhamad Dwi Puji Hastuti Dwi, Rahmat Ellysabeth, Fania Erna Safariyah Fania Ellysabeth Fauziah, Zia Febriani, Shofi Fera Nelfianti Fitriani, Rani Ghozali, Baharun Ghozali, Bahrun Gufroni, Yasid Haerunnisa Haerunnisa, Haerunnisa Hayatunnufus Hayatunnufus Heirunissa, Heirunissa Hendrawan, Nugi Juan Hendri Hadiyanto Herlan, Hasta Hermandra ' Ibrahim, Zaky Idah Yuniasih Inggit Dessy Susanti Instianti Elyana Intan Nurhayati Irawan Danismaya Janah, Yunita Jeki Kuswanto Kartika Tarwati Komariah, Imas Siti Liawati, Nunung Lidiyawati, Herlina Luhur, Katon Pambudi Lukman Lukman M. Nuraminudin Mahnunah, Nimah Martini, Eva Maulana, Anwar Ma`ruf, Dhimas Aviantho Muhamad Harun Mujito Mujito, Mujito Murni Astuti Nailul Aliyyati Nani Nurhaeni Nelfianti, Fera Novhriyanthi, Dhinny Novhriyanti, Dhinny Nur Anisa, Amalia Nurhikmah, Rista nurlaela eva puji lestari Nurus Zahro Octafiana, Dian Fitria Pahlipi, Rizah Pamungkas, Bayu Aji Pamungkas, Thitut Priyo Prasetyo, Hanafi Adhi Pratama, Muhamad Ari Purnairawan, Yosep Puspita Nurul Sabrina, Puspita Nurul Putra, Andriyan Dwi Putrada, Muhammad Asif Qaddam, Alkautsar Daafiq Rahayu, Reza Gustiana Rahayu, Rita Rahmandika, Oky Cahyo Ramadhan, Endrayana Wisnu Brata Ramadhani, Surya Tri Atmaja Ramadi, Leo Rani Febriana Rina Megawati Sitorus Sa'di, Ahmad Samudra, Yoni Saka Sari, Reni Marfita Sazly, Syukron Sa`di, Ahmad Sa’di, Ahmad Seimahuira, Novanda Semedi, Gelang Surya Slameto, Andika Agus Sulastri, Rani Suparman Hilawu Susafa’ati Susafa’ati Susafa’ati Susanti, Elsa Syadiah, Lailatul Teni Agustina Teten Tresnawan Tri Utami Tri Utami Vina Islami, Vina Vyan Aldy Susanto Warman, Ade Warsono Warsono Wibowo, Ongky Arif Yani, Windri Yeni Yulianti Yunita Janah zulkarnain alamsyah, Azhar