Article Per Year (5 Year)
p-Index From 2021 - 2026
7.999
P-Index
This Author published in this journals
All Journal Psikologika : Jurnal Pemikiran dan Penelitian Psikologi Jurnal Psikologi Jurnal Psikologi Tabularasa Journal of Educational, Health and Community Psychology Persona: Jurnal Psikologi Indonesia Jurnal Psikologi Psikodimensia: Kajian Ilmiah Psikologi The Indonesian Journal of Occupational Safety and Health Jurnal Pengukuran Psikologi dan Pendidikan Indonesia (JP3I) INSAN Jurnal Psikologi dan Kesehatan Mental Jurnal Psikologi Ulayat: Indonesian Journal of Indigenous Psychology Jurnal Ecopsy Inquiry: Jurnal Ilmiah Psikologi Jurnal Psikologi Teori dan Terapan Syntax Literate: Jurnal Ilmiah Indonesia JURNAL DIVERSITA JEMA: Jurnal Ilmiah Bidang Akuntansi dan Manajemen Ganaya: Jurnal Ilmu Sosial dan Humaniora Psychopolytan (Jurnal Psikologi) Psikostudia : Jurnal Psikologi Journal Psikogenesis Jurnal Psikologi : Jurnal Ilmiah Fakultas Psikologi Universitas Yudharta Pasuruan Psychocentrum Review ANIMA Indonesian Psychological Journal Jurnal Penelitian Pendidikan, Psikologi Dan Kesehatan (J-P3K) Budapest International Research and Critics Institute-Journal (BIRCI-Journal): Humanities and Social Sciences Jurnal Kependidikan: Jurnal Hasil Penelitian dan Kajian Kepustakaan di Bidang Pendidikan, Pengajaran dan Pembelajaran Psyche 165 Journal Jurnal Transformasi Administrasi Annals of Human Resource Management Research Jurnal Humaniora dan Ilmu Pendidikan Psycho Idea Makara Human Behavior Studies in Asia Gadjah Mada Journal of Psychology (GamaJoP) Jurnal Indonesia Sosial Sains Eduvest - Journal of Universal Studies EcoProfit : Sustainable and Environtment Business
Etikariena, Arum
Departemen Psikologi Industri Dan Organisasi Universitas Indonesia
Religion Aerospace Engineering Arts Humanities Astronomy Biochemistry, Genetics & Molecular Biology Chemistry Computer Science & IT Decision Sciences, Operations Research & Management Earth & Planetary Sciences Economics, Econometrics & Finance Education Energy Environmental Science Health Professions Immunology & microbiology Languange, Linguistic, Communication & Media Law, Crime, Criminology & Criminal Justice Library & Information Science Materials Science & Nanotechnology Mathematics Medicine & Pharmacology Neuroscience Nursing Physics Public Health Social Sciences Other

Published : 75 Documents Claim Missing Document
Claim Missing Document
Check
Articles

Found 75 Documents
Search

 4   5   6   7   8 
Pengaruh Kepemimpinan Transformasional terhadap Perilaku Kerja Inovatif: Peran Motivasi untuk Belajar dan Budaya Organisasi Ambidextrous: THE EFFECT OF TRANSFORMATIONAL LEADERSHIP ON INNOVATIVE WORK BEHAVIOR: THE ROLE OF MOTIVATION TO LEARN AND AMBIDEXTROUS ORGANIZATIONAL CULTURE Hertina, Dewi Ariani; Etikariena, Arum
Jurnal Transformasi Administrasi Vol 14 No 02 (2024): Jurnal Transformasi Administrasi Volume 14 Nomor 02 Tahun 2024
Publisher : Puslatbang KHAN

Show Abstract | Download Original | Original Source | Check in Google Scholar

Abstract

Indonesia is ranked 61st out of 132 countries in the world based on innovation capability. This shows that Indonesia needs to strive so that can improve innovation capabilities, from the organizational level to the individual level. This research was conducted to examine the moderating role of ambidextrous organizational culture on the direct effect of transformational leadership on innovative work behavior as well as the indirect effect through motivation to learn. This research was conducted on ASN through a survey distributed online using a self-report questionnaire. Data were analyzed using Hayes’ PROCESS models 4 and 15 with SPSS version 26 software. The results show that motivation to learn fully mediates the effect of transformational leadership on innovative work behavior. In addition, ambidextrous organizational culture does not moderate either the direct or indirect effect of transformational leadership on innovative work behavior. This shows that transformational leadership requires the mediating role of motivation to learn so that innovative work behavior can occur. However, it turns out that an ambidextrous organizational culture cannot strengthen employees’ innovative work behavior. This research provides a foundation for organizations to encourage motivation to learn through the application of transformational leadership, which can then have an impact on employee innovative behavior
Business acumen dan perilaku kerja inovatif pada industri energi: Menguji peran motivasi intrinsik dan person job fit Iqbal, Rofiq; Etikariena, Arum
Persona:Jurnal Psikologi Indonesia Vol 13 No 2 (2024): Desember
Publisher : Faculty of Psychology Universitas 17 Agustus 1945 Surabaya

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.30996/persona.v13i2.11833

Abstract

In the upcoming era of sustainability, energy companies face various environmental issues, necessitating innovation from their employees to tackle these challenges. This study aims to identify whether intrinsic motivation moderates the indirect effect of Person Job Fit mediating the relationship between Business Acumen and Innovative Work Behaviour. This study was conducted at a publicly listed energy sector company, involving 271 permanent employees who have worked for at least one year. Convenience sampling was used to select the participants. The measurement tools included Business Acumen (α = 0.95), Person-Job Fit (α = 0.79), intrinsic motivation (α = 0.80), and innovative work behavior (α = 0.80). Data analysis using Process Macro Model 14 showed that Business Acumen (BA) has a significant direct effect on both Person-Job Fit (P-J Fit) and Innovative Work Behavior (IWB). However, intrinsic motivation does not significantly moderate the indirect effect of P-J Fit. Nevertheless, P-J Fit is proven to mediate the relationship between BA and IWB at certain levels of intrinsic motivation. This study significantly contributes to the literature and practical implications for companies in enhancing employees' innovative behavior.
Pengaruh Kepemimpinan Transformasional terhadap Perilaku Kerja Inovatif: Peran Motivasi untuk Belajar dan Budaya Organisasi Ambidextrous: THE EFFECT OF TRANSFORMATIONAL LEADERSHIP ON INNOVATIVE WORK BEHAVIOR: THE ROLE OF MOTIVATION TO LEARN AND AMBIDEXTROUS ORGANIZATIONAL CULTURE Hertina, Dewi Ariani; Etikariena, Arum
Jurnal Transformasi Administrasi Vol 14 No 02 (2024): Jurnal Transformasi Administrasi Volume 14 Nomor 02 Tahun 2024
Publisher : Puslatbang KHAN

Show Abstract | Download Original | Original Source | Check in Google Scholar

Abstract

Indonesia is ranked 61st out of 132 countries in the world based on innovation capability. This shows that Indonesia needs to strive so that can improve innovation capabilities, from the organizational level to the individual level. This research was conducted to examine the moderating role of ambidextrous organizational culture on the direct effect of transformational leadership on innovative work behavior as well as the indirect effect through motivation to learn. This research was conducted on ASN through a survey distributed online using a self-report questionnaire. Data were analyzed using Hayes’ PROCESS models 4 and 15 with SPSS version 26 software. The results show that motivation to learn fully mediates the effect of transformational leadership on innovative work behavior. In addition, ambidextrous organizational culture does not moderate either the direct or indirect effect of transformational leadership on innovative work behavior. This shows that transformational leadership requires the mediating role of motivation to learn so that innovative work behavior can occur. However, it turns out that an ambidextrous organizational culture cannot strengthen employees’ innovative work behavior. This research provides a foundation for organizations to encourage motivation to learn through the application of transformational leadership, which can then have an impact on employee innovative behavior
How School Principal’s Humility Encourages Teachers to Be More Innovative : The Role of Informal Learning and Psychological Safety as Mediators Rifdah Qotrunnada; Arum Etikariena
Jurnal Kependidikan: Jurnal Hasil Penelitian dan Kajian Kepustakaan di Bidang Pendidikan, Pengajaran dan Pembelajaran Vol 11, No 2 (2025): June
Publisher : Universitas Pendidikan Mandalika (UNDIKMA)

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.33394/jk.v11i2.14980

Abstract

This study aims to examine how principals’ leader humility influences teachers’ innovative work behavior through the mediating roles of psychological safety and informal learning. This study used a quantitative survey method. There were four instruments used, including Teacher Innovative Work Behavior Scale, Expressed Humility Scale, Individual Psychological Safety Scale, and Informal Learning Scale. Data were collected from 221 teachers in Indonesia using a convenience sampling technique. Hypotheses were tested using Model 6 of the Hayes PROCESS macro. All hypotheses were supported by the data, indicating that the effect of leader humility on innovative work behavior is mediated by psychological safety (β = 0.06; 95% CI = [0.03, 0.11]), informal learning (β = 0.09; 95% CI = [0.02, 0.15]), and serial mediation of psychological safety and informal learning (β = 0.07; 95% CI = [0.03, 0.12]). These findings highlight the importance of school principal training focused on humility, interpersonal risk management training for teachers, the establishment of teacher learning groups, and enhancement of school management support for teachers’ innovation processes.
Ambidextrous Organizational Culture and Psychological Safety: Encourage Innovative Work Behavior of Higher Education Lecturers in Indonesia Rezky Nurul Fatihah; Arum Etikariena
Jurnal Indonesia Sosial Sains Vol. 6 No. 4 (2025): Jurnal Indonesia Sosial Sains
Publisher : CV. Publikasi Indonesia

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.59141/jiss.v6i4.1644

Abstract

Rapid global change requires organizations, including universities, to innovate in producing new ideas and adapting to a dynamic environment. Lecturer innovation in research, community service, and learning methods is the key to increasing competitiveness and will produce skilled lecturers. Lecturers are crucial in encouraging innovative behavior that supports academic and research progress. This research explores the influence of ambidextrous culture as an environmental factor on lecturers' innovative work behavior, with psychological safety as a mediating variable. This research uses a quantitative approach with a cross-sectional research design. The number of participants in this research was 107 PTN lecturers in Indonesia using a sampling technique, namely convenience sampling. Hypothesis testing using SPSS version 27 software with Hayes' process model 4. The results of the study found that ambidextrous organizational culture has a positive and significant influence on innovative work behavior with results (β = 0.702, p < 0.001), but the mediating role psychological safety does not play a role in the indirect relationship between ambidextrous organizational culture on innovative work behavior and results (β=0.088, p > 0.153) with the confidence interval value (95% CI) (LL=-0.033, UL=0.209) including zero, indicating that this mediation effect is not proven.
Measuring the Intention for Innovative Work Behavior: Scale Development for Indonesian Employees Etikariena, Arum; Kusuma, Aflaha Hadini; Dewi, Anak Agung Istri Ratna Kumala; Shabrina, Devika Nur; Hafizhah, Rana; Seno, Zidan Raleto
JP3I (Jurnal Pengukuran Psikologi dan Pendidikan Indonesia) Vol 14, No 1 (2025): JP3I
Publisher : Fakultas Psikologi UIN Syarif Hidayatullah Jakarta

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.15408/jp3i.v14i1.38023

Abstract

The current business era is dynamic and filled with uncertainty, and innovating is no longer an option but a solution to survive and compete. Innovation in the organisational context, carried out by employees in their work, is known as Innovative Work Behaviour (IWB). However, the measurement tool for innovative work behaviour focuses on past behaviour, whereas innovative behaviour is characterised by uncertainty. Previous behaviour may not necessarily predict future behaviour. Meanwhile, intention is the closest factor to predicting future behaviour. Some researchers have adjusted the measurement of innovative work behaviour into the intention for innovative work behaviour. But its reliability and validity have not been tested, and it has not been adapted to the Indonesian language. Therefore, this quantitative study aims to develop a measurement tool of intention for innovative work behaviour in Indonesia based on the Su et al. Scale (2019). Using the convenience sampling method, 1,071 participants who had worked for at least 1 (one) year in their organisation participated in this study. The results show that the I-IWB Scales had good reliability (α = 0.84). Confirmatory factor analysis also revealed that the scale fit the one-factor model (RMSEA = 0.05 < 0.07), CFI (CFI = 0.97 > 0.95), TLI = 0.955 > 0.90). Construct validity shows the model fit as a unidimensional scale. Thus, based on the analysis results, it can be said that the I-IWB Scale is still reliable and valid for measuring the construct of intention for innovative work behaviour for Indonesian employees.
Apakah Keadilan Organisasi Berperan dalam Menampilkan Perilaku Kerja Inovatif pada Karyawan Gen Z? Alviyani, Ira; Etikariena, Arum
Jurnal Online Psikogenesis Vol 13 No 1 (2025): Juni
Publisher : Fakultas Psikologi Universitas YARSI

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.24854/jps.v13i1.4436

Abstract

Innovation is important for the sustainability of the company, therefore innovative work behavior of employees is an important factor in Gen Z employees, who are known to be innovative. However, Gen Z employees often express disappointment over unfairness in the workplace, which is influenced by organizational justice. This study was conducted to see the role of organizational justice on innovative work behavior in Gen Z employees. Data were obtained from 217 employees aged 18-28 years using an online questionnaire. Based on the results of a simple linear regression analysis, organizational justice plays a positive and significant role in innovative work behavior (β = 0.36, p < .001). Organizational justice can explain 13% of the variance in innovative work behavior (R² = 0.13, p < .001). Based on the results of multiple linear regression analysis, the procedural justice dimension plays a positive and significant role in innovative work behavior (β = 0.40, p < .001). However, the dimensions of distributive justice (β = 0.08, p = .32), interpersonal justice (β = 0.07, p = .36), and informational justice (β = -0.08, p = .28) did not play a significant role in innovative work behavior. Research shows that procedural justice plays a role in encouraging innovative work behavior; therefore, companies must ensure a fair, transparent, and consistent decision-making process so that Gen Z employees exhibit innovative work behavior.
The Role of Business Acumen in Fostering Innovative Work Behavior Moderated By Innovative Climate Hukom, Stephanie Andrea Frederica; Etikariena, Arum
Eduvest - Journal of Universal Studies Vol. 5 No. 5 (2025): Eduvest - Journal of Universal Studies
Publisher : Green Publisher Indonesia

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.59188/eduvest.v5i5.51277

Abstract

This study investigates the role of business acumen (BA) in fostering innovative work behavior (IWB) among employees, moderated by an innovative climate (IC). The focus is on startups in Indonesia, where innovation is crucial for the survival and growth of companies. Using a quantitative approach, data were collected from 226 startup employees through an online questionnaire. The study employed a cross-sectional design and statistical analysis was conducted using IBM SPSS Statistics 26 and PROCESS Hayes Version 4.2. The findings reveal a significant positive relationship between BA and innovative work behavior, indicating that employees with higher BA are more likely to exhibit innovative behavior. However, the moderating effect of an innovative climate on the BA-IWB relationship was not supported, suggesting that the presence of an innovative climate does not necessarily enhance the impact of BA on innovative work behavior. The results highlight the importance of BA as a key competency for driving innovation in startups, regardless of the organizational climate. This study contributes to the literature by providing empirical evidence on the role of BA in promoting innovative work behavior and offers practical implications for startups to focus on developing BA among their employees to foster innovation. Future research should explore other potential moderators and different contexts to further understand the dynamics of BA and innovative work behavior.
The Role of Ambidextrous Organizational Culture and Psychological Safety in Shaping Innovative Work Behavior Among IT Sector Employees Romulus, Marthin; Etikariena, Arum; Hilmi, Yusuf
Ganaya : Jurnal Ilmu Sosial dan Humaniora Vol 8 No 3 (2025)
Publisher : Jayapangus Press

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.37329/ganaya.v8i3.4458

Abstract

Despite ongoing digital transformation efforts, Indonesia still lags behind in global innovation rankings, raising questions about the organizational and psychological factors influencing individual innovation in the IT sector. This study examines the role of Ambidextrous Organizational Culture (AOC) and Psychological Safety (PS) in shaping Innovative Work Behavior (IWB) among IT employees in Indonesia. Grounded in the Interactionist Perspective on Creativity, the study uses a quantitative approach with an online survey of 144 IT professionals. Validated instruments were used to measure AOC, PS, and IWB, with data analyzed using linear regression and Hayes' PROCESS Model 4. The findings show that AOC significantly predicts IWB both directly (β = 0.3973, p < 0.01) and indirectly through PS (indirect β = 0.2239), indicating a significant partial mediation effect. These results highlight the importance of cultivating a dual-focused organizational culture and psychologically safe environments to stimulate employee innovation. Practically, organizations should integrate cultural and psychological enablers into their HR and innovation strategies to strengthen innovative work behavior in Indonesia’s IT sector.
How School Principal’s Humility Encourages Teachers to Be More Innovative : The Role of Informal Learning and Psychological Safety as Mediators Qotrunnada, Rifdah; Etikariena, Arum
Jurnal Kependidikan : Jurnal Hasil Penelitian dan Kajian Kepustakaan di Bidang Pendidikan, Pengajaran, dan Pembelajaran Vol. 11 No. 2 (2025): June
Publisher : LPPM Universitas Pendidikan Mandalika

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.33394/jk.v11i2.14980

Abstract

This study aims to examine how principals’ leader humility influences teachers’ innovative work behavior through the mediating roles of psychological safety and informal learning. This study used a quantitative survey method. There were four instruments used, including Teacher Innovative Work Behavior Scale, Expressed Humility Scale, Individual Psychological Safety Scale, and Informal Learning Scale. Data were collected from 221 teachers in Indonesia using a convenience sampling technique. Hypotheses were tested using Model 6 of the Hayes PROCESS macro. All hypotheses were supported by the data, indicating that the effect of leader humility on innovative work behavior is mediated by psychological safety (β = 0.06; 95% CI = [0.03, 0.11]), informal learning (β = 0.09; 95% CI = [0.02, 0.15]), and serial mediation of psychological safety and informal learning (β = 0.07; 95% CI = [0.03, 0.12]). These findings highlight the importance of school principal training focused on humility, interpersonal risk management training for teachers, the establishment of teacher learning groups, and enhancement of school management support for teachers’ innovation processes.
Co-Authors Achmad, Mulhimi Admaja, Wahyu Dwi Agita Novi Alice S.M. Gleichmann Alice Salendu Alviyani, Ira Amru, Muhammad Fahizza Andi Kurnia, Andi Armina, Sesaria Nur Arvidyani Anindita Astika Syafitri Athifa An Umillah Aurelia, Fatina Zahra Az Zahra, Afifah Chusna Aziza, Meilda Aulia Bella Carissa Carissa, Bella Claristia, Agnes Dania Agusta Dwiastuti Dea Shahnaz Virginia Deri Natria Deviyanti Anggini Putri Dewi, Anak Agung Istri Ratna Kumala Dewi, Puspita Buana Amartya Dhea Rizky Ardini Dina Ramadhani Eikla Luwlu Yasmina Ellysabeth Ayuni Fadhilah Dianty Fatihah, Rezky Nurul Fauzan, Muhammad Labib Gafriella Sa&#039;adah Ghaisa Marin Hartono Hafizhah, Rana Haidar Zuhdi Hamdi Muluk Hertina, Dewi Ariani Hidayat, Noor Shabrina Hilmi, Yusuf Hukom, Stephanie Andrea Frederica Iqbal, Rofiq Iswahyudi, Didik Johannes, Judith Caroline Kalimashada, Shanindya Bias Imaji Karina A. H. Putri Khaerunnisa, Nadia Kusuma, Aflaha Hadini Lukitasari, Dania Luxmaning Hutaki Widiastari Madhani, Alya Aqilah Maeshade, Sheila Mayang Pramudita Yusuf Pitaloka, Yolla Chintya Pricilla Mourine Ham Prita Adwi Minandarin Shamara Putri, Hilda Elsa Qotrunnada, Rifdah Rahmadanty, Vivian Elfrida Ratna Kumala Dewi, Anak Agung Istri Retno Windiarsih Rezky Nurul Fatihah Rifdah Qotrunnada Romulus, Marthin Salsabiah Firdausiah Sarah Marua Seno, Zidan Raleto Setyowati Setyowati Shabrina, Devika Nur Sugandi, Ramdan Fatra Tsalitsa Haura Syarifah Vina Amelia Yulianti Vissy Vandiya Widiaristi, Monica Sekar Yoga Aji Nugraha Zuhdi, Haidar