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All Journal Conference In Business, Accounting And Management (Cbam) 2012 KAPAL Jurnal Ilmu Pengetahuan dan Teknologi Kelautan Jurnal Studi Manajemen Organisasi Diponegoro Journal of Management Jurnal Ilmu Ekonomi ASET Jurnal Manajemen Atma Jaya IJIBE (International Journal of Islamic Business Ethics) Fokus Ekonomi DIJB (Diponegoro International Journal of Business) Business Management Analysis Journal (BMAJ) Jurnal Ilmiah ASET Jurnal Manajemen
Sri Rahayu Tri Astuti
Faculty Of Economica & Business – Management Department Diponegoro University
Decision Sciences, Operations Research & Management Earth & Planetary Sciences Economics, Econometrics & Finance Social Sciences

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PRODUCT UNIQUENESS VALUE ADVANTAGE TO IMPROVE MARKETING PERFORMANCE Khasanah, Imroatul; Astuti, Sri Rahayu Tri
Business Management Analysis Journal (BMAJ) Vol 8, No 2 (2025): Business Managament Analysis Journal (BMAJ)
Publisher : Universitas Muria Kudus

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.24176/bmaj.v8i2.15113

Abstract

This study investigates how product uniqueness value advantage mediates the relationship between product innovation and marketing performance. Data were gathered from 342 food-producing SMEs in Central Java, Indonesia. The owners and managers of food product SMEs in Central Java are the respondents of this study's survey. Data collection was conducted over a three-month period using structured questionnaires distributed directly and supplemented by interviews. The research model includes five assumptions that were investigated using Structural Equation Modelling (SEM). Product innovation, product uniqueness value advantage, long-term competitive advantage, and marketing performance were the variables studied. The findings suggest that all hypotheses have a favorable and significant effect. Among these, product uniqueness value advantage has the greatest influence on marketing performance. Several recommendations are suggested to utilize this advantage and thus boost marketing performance: SMEs should: actively and quickly create new product variations for the market; be creative in creating food products that showcase unique qualities that suit consumer tastes; (3) strive to be leaders in launching new product concepts; and (4) be flexible and responsive to changing market trends, especially when it comes to adjusting to the food industry's explosive growth. The findings of this study have several limitations that must be addressed in future research. The impact of sustainable competitive advantage on marketing success is minimal compared to the influence of other variables. To better understand its impact on marketing performance, future research could examine increasing the number of indicators for the sustainable competitive advantage variable to provide a more comprehensive measure of this concept. 
Product Uniqueness Value Advantage to Improve Marketing Performance Imroatul Khasanah; Sri Rahayu Tri Astuti
Business Management Analysis Journal (BMAJ) Vol. 8 No. 2 (2025): Business Managament Analysis Journal (BMAJ)
Publisher : Universitas Muria Kudus

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.24176/bmaj.v8i2.15113

Abstract

This study investigates how product uniqueness value advantage mediates the relationship between product innovation and marketing performance. Data were gathered from 342 food-producing SMEs in Central Java, Indonesia. The owners and managers of food product SMEs in Central Java are the respondents of this study's survey. Data collection was conducted over a three-month period using structured questionnaires distributed directly and supplemented by interviews. The research model includes five assumptions that were investigated using Structural Equation Modelling (SEM). Product innovation, product uniqueness value advantage, long-term competitive advantage, and marketing performance were the variables studied. The findings suggest that all hypotheses have a favorable and significant effect. Among these, product uniqueness value advantage has the greatest influence on marketing performance. Several recommendations are suggested to utilize this advantage and thus boost marketing performance: SMEs should: actively and quickly create new product variations for the market; be creative in creating food products that showcase unique qualities that suit consumer tastes; (3) strive to be leaders in launching new product concepts; and (4) be flexible and responsive to changing market trends, especially when it comes to adjusting to the food industry's explosive growth. The findings of this study have several limitations that must be addressed in future research. The impact of sustainable competitive advantage on marketing success is minimal compared to the influence of other variables. To better understand its impact on marketing performance, future research could examine increasing the number of indicators for the sustainable competitive advantage variable to provide a more comprehensive measure of this concept. 
WHY DO SOME RURAL BANKS DELAY DIGITAL TRANSFORMATION? A STRATEGIC PERSPECTIVE Sri Rahayu Tri Astuti; Ignatius Hari Santoso
Jurnal Manajemen Vol. 23 No. 1 (2026): Jurnal Manajemen
Publisher : Fakultas Ekonomi dan Bisnis Universitas Katolik Indonesia Atma Jaya

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.25170/jm.v23i1.7834

Abstract

This study aims to analyze the factors influencing digital transformation delay at Bank Perekonomian Rakyat using the Innovation Resistance Theory perspective. Specifically, this study examines the role of digital capability, relationship orientation, perceived strategic risk, and institutional pressure in explaining the phenomenon of delayed digital adoption in the local banking sector. This study used a quantitative approach with a survey method involving 168 respondents, who are supervisors and managers of BPR in several region in Java island. Data are analyzed using Partial Least Square SEM to examine the relationship between constructs in the research model. The result show that digital capability has a significant negative effect on digital transformation delay and perceived strategic risk, while relationship orientation has a positive impact on perceived strategic risk. Furthermore, perceived strategic risk has been shown to increase the digital transformation delay, while institutional pressure has a negative effect on reducing it. These findings suggest that digital transformation delay at BPR is influenced by a combination of internal factors, perceived risk and external pressure. The result of this study imply that Bank Perekonomian Rakyat need to enhance their digital capabilities and strategically manage risk perception and relationship orientation to accelerate the digital transformation. The novelty of this research lies in its attempt to explain the phenomenon of digital transformation delay as a form of resistance to innovation in small scale banking organizations, which has previously been studied primarily from a technology adoption perspective. It also integrates the internal, cultural and external factors into a comprehensive empirical model
WHY DO SOME RURAL BANKS DELAY DIGITAL TRANSFORMATION? A STRATEGIC PERSPECTIVE Sri Rahayu Tri Astuti; Ignatius Hari Santoso
Jurnal Manajemen Vol. 23 No. 1 (2026): Jurnal Manajemen
Publisher : Fakultas Ekonomi dan Bisnis Universitas Katolik Indonesia Atma Jaya

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.25170/jm.v23i1.7834

Abstract

This study aims to analyze the factors influencing digital transformation delay at Bank Perekonomian Rakyat using the Innovation Resistance Theory perspective. Specifically, this study examines the role of digital capability, relationship orientation, perceived strategic risk, and institutional pressure in explaining the phenomenon of delayed digital adoption in the local banking sector. This study used a quantitative approach with a survey method involving 168 respondents, who are supervisors and managers of BPR in several region in Java island. Data are analyzed using Partial Least Square SEM to examine the relationship between constructs in the research model. The result show that digital capability has a significant negative effect on digital transformation delay and perceived strategic risk, while relationship orientation has a positive impact on perceived strategic risk. Furthermore, perceived strategic risk has been shown to increase the digital transformation delay, while institutional pressure has a negative effect on reducing it. These findings suggest that digital transformation delay at BPR is influenced by a combination of internal factors, perceived risk and external pressure. The result of this study imply that Bank Perekonomian Rakyat need to enhance their digital capabilities and strategically manage risk perception and relationship orientation to accelerate the digital transformation. The novelty of this research lies in its attempt to explain the phenomenon of digital transformation delay as a form of resistance to innovation in small scale banking organizations, which has previously been studied primarily from a technology adoption perspective. It also integrates the internal, cultural and external factors into a comprehensive empirical model
Co-Authors Adinda Sekar Ramdhani Affandi, Kevin Carollan Alayka Hardandy Dinata, Alayka Hardandy Albin Reyhan Nur Wiyanto Ari Wibawa Budi Santosa Arista, Desi Aulia Rahman Azka, Muhammad Irfan Bambang Sri Waluyo Belgis Novel, Belgis Berliana Cahyaran Dian Mutiara Saputri, Dian Mutiara Dyah Adhisti Pastikarani, Dyah Adhisti E Desi Arista Frendy Prasetya Hestyani, Andriana Dwi Hidayat, Yahya Nuur Ika Agustina Rahmasari, Ika Agustina Ikhlas, Disa Insanul Imroatul Khasanah Kudadiri, Diana Rose Made Ayu Ayu Hosananing Pangesti, Made Ayu Ayu Hosananing Melita, Shelli Mochammad Ilham Fachmi, Mochammad Ilham Muhammad Hanif Nadia Nailil Ulya, Nadia Nailil Nanda Putri Prameswari Nastiti, Aridara Niar Andini, Niar Nur Hidayati Nuri Mahdi Arsyanti, Nuri Mahdi Nyarmiati, Nyarmiati Praditya, Avianto Dimas Pramanawati, Felyna Pratama, Reza Akbar Puspita, Dinda Ayu Puspitasari, Sisca Willy Putri, Anindya Dwiana Rachma Ananti, Dian Laksmi Ramdhani, Adinda Sekar Resti Rahmadani Roza Azizah Primatika, Roza Azizah Santoso, Ignatius Hari Satriyo, Guntur Adi Shandy Ibnu Zakaria Sri Pujiyanto Sudaryanto, Chandra Widi Yoestini Yoestini Yogi Wibisana, Yogi Yuwandha Anggia Putri