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All Journal JURNAL ILMIAH PLATAX JURNAL EMBA : JURNAL RISET EKONOMI, MANAJEMEN, BISNIS DAN AKUNTANSI Jurnal Dimensi Pratama Teknik Sipil Jurnal Bisnis, Manajemen, dan Informatika Hasanuddin Economics and Business Review Jurnal Bina Praja JMBI UNSRAT (Jurnal Ilmiah Manajemen Bisnis dan Inovasi Universitas Sam Ratulangi) Jurnal Sinaps Open Access Indonesia Journal of Social Sciences Open Access Indonesia Journal of Social Sciences Journal of Artificial Intelligence and Digital Business Management Studies and Business Journal Jurnal Riset Bisnis, Manajemen, dan Ilmu Ekonomi Journal of Creative Power and Ambition (JCPA) Tangkoko : Jurnal Manajemen dan Akuntansi Maneggio
Christoffel Mintardjo, Christoffel
Universitas Sam Ratulangi
Humanities Civil Engineering, Building, Construction & Architecture Computer Science & IT Decision Sciences, Operations Research & Management Economics, Econometrics & Finance Education Electrical & Electronics Engineering Engineering Environmental Science Law, Crime, Criminology & Criminal Justice Library & Information Science Neuroscience Public Health Social Sciences

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DIGITAL ENTREPRENEURSHIP PADA PETANI HORTIKULTURA: PENGARUH KUALITAS PRODUK DAN STRATEGI PEMASARAN TERHADAP PERSEPSI PENDAPATAN PETANI MELALUI PEMANFAATAN MEDIA SOSIAL (STUDI KASUS PETANI DESA AMPRENG KABUPATEN MINAHASA) Vikaristi Emor; Imelda W. Ogi; Christoffel M. O. Mintardjo
JMBI UNSRAT (Jurnal Ilmiah Manajemen Bisnis dan Inovasi Universitas Sam Ratulangi). Vol 13 No 1 (2026): JMBI UNSRAT Volume 13 Nomor 1
Publisher : Magister Manajemen Program Pasca Sarjana Universitas Sam Ratulangi Manado

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.35794/jmbi.v13i1.67847

Abstract

This study aims to analyze the effect of product quality and marketing strategy on farmers’ income perception through the mediating role of social media utilization within the context of digital entrepreneurship among horticultural farmers in Ampreng Village, Minahasa Regency. This research employed a quantitative approach with a survey method by distributing questionnaires to 77 respondents. Data were analyzed using path analysis and PROCESS Macro in SPSS. The results show that product quality and marketing strategy have positive and significant effects on social media utilization. In addition, product quality, marketing strategy, and social media utilization positively and significantly influence farmers’ income perception. The mediation test indicates that social media utilization mediates the effects of product quality and marketing strategy on farmers’ income perception. These findings highlight the importance of product quality improvement, effective marketing strategy implementation, and social media optimization as part of digital entrepreneurship practices to strengthen agricultural marketing performance and farmers’ income perception in the digital era.
ANALISIS STRATEGI PEMASARAN UMKM SEMBAKO DI PASAR TRADISIONAL BERSEHATI KOTA MANADO Jeysri Maarontong; Silvya L. Mandey; Christoffel M. O. Mintardjo
JMBI UNSRAT (Jurnal Ilmiah Manajemen Bisnis dan Inovasi Universitas Sam Ratulangi). Vol 13 No 1 (2026): JMBI UNSRAT Volume 13 Nomor 1
Publisher : Magister Manajemen Program Pasca Sarjana Universitas Sam Ratulangi Manado

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.35794/jmbi.v13i1.67976

Abstract

This study aims to analyze the marketing strategies of grocery SMEs at Bersehati Traditional Market in Manado City based on the 7P marketing mix and relationship marketing approaches. This research was motivated by increasing business competition, the development of modern retail markets, changes in consumer behavior, and the importance of social relationships in traditional market trading activities. The study employed a descriptive qualitative approach to obtain an in-depth understanding of the marketing strategies implemented by grocery SMEs. The research was conducted at Bersehati Traditional Market in Manado City with 20 informants consisting of 5 main and 15 supporting informants. Data collection techniques included observation, interviews, and documentation. Data analysis used the interactive model of Miles, Huberman, and Saldaña, which includes data reduction, data display, and drawing conclusions. Data validity was ensured through source triangulation, technique triangulation, and time triangulation.The results showed that the marketing strategies of grocery SMEs at Bersehati Traditional Market are still dominated by traditional marketing approaches based on social relationships, service quality, product quality, and customer closeness. The aspects of product, price, people, and relationship marketing were found to be important factors in maintaining customer loyalty and business sustainability. In addition, interpersonal relationships, direct communication, and customer trust significantly influence SME marketing activities in traditional markets.This study concludes that the implementation of the 7P marketing mix in grocery SMEs is influenced not only by economic aspects but also by social dimensions and interpersonal relationships between sellers and customers. Therefore, strengthening relationship-based marketing strategies is an important factor in improving the competitiveness and sustainability of grocery SMEs in traditional markets.
Mapping Green Practices in the Hospitality Industry: A Bibliometric and Content Analysis of Scopus-Indexed Literature Fandy Yones Latuni; Lawren Julio Rumokoy; Christoffel M. O. Mintardjo; Fitty Valdi Arie
Journal of Creative Power and Ambition (JCPA) Vol. 4 No. 01 (2026): Journal of Creative Power and Ambition (JCPA)
Publisher : CV Edujavare Publishing

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.70610/jcpa.1345

Abstract

The hospitality industry contributes significantly to the global economy, but its operational activities generate environmental impacts, such as energy consumption, water use, waste, and carbon emissions. This study aims to map research trends related to green practices, green hotels, and sustainable hotels, and to identify dominant themes and literature gaps through a combination of bibliometric and content analysis. This research method uses a qualitative approach through a literature review, with bibliometric data obtained from 959 documents indexed by Scopus, analyzed using VOSviewer through network visualization, overlay, and density visualization. Next, content analysis was conducted on 40 selected articles based on topic relevance and abstract clarity. The bibliometric results show significant growth in publications in the 2020–2025 period, with key clusters related to employee behavior, consumer behavior, green human resource management (GHRM), corporate social responsibility (CSR), organizational performance, and post-pandemic sustainability. The content analysis identified three main categories in the implementation of green practices: human factors, organizational factors, and technology and innovation factors. This study confirms that the implementation of green practices is a multidimensional phenomenon that requires an integrative approach. These findings provide theoretical, practical, and methodological contributions, and offer a future research agenda that emphasizes the integration of people, organizations, and technology, digitalization, and the implementation of smart hospitality.
Digital Competence of Medical Personnel: A Systematic Literature Review and Meta-Analysis Ferdy.T. Rumambi; Lawren Julio Rumokoy; Christoffel M. O. Mintardjo; Fitty Valdi Arie
Journal of Creative Power and Ambition (JCPA) Vol. 4 No. 01 (2026): Journal of Creative Power and Ambition (JCPA)
Publisher : CV Edujavare Publishing

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.70610/jcpa.1361

Abstract

Digital competence among healthcare professionals has become increasingly essential for ensuring high-quality patient care and adapting to the rapid advancement of healthcare technologies. Therefore, this systematic review and meta-analysis aimed to synthesize existing evidence regarding digital competence levels among healthcare professionals, identify the key factors associated with digital competence, and evaluate the effectiveness of digital competence training interventions. A comprehensive search of PubMed, Scopus, Web of Science, and ERIC databases was conducted for studies published between January 2015 and December 2023. Observational and quasi-experimental studies involving physicians, nurses, and other healthcare professionals were included, with screening, data extraction, and risk-of-bias assessment independently performed by two reviewers using the Newcastle-Ottawa Scale. Meta-analysis was conducted using a random-effects model. A total of 47 studies involving 12,356 participants from 28 countries met the inclusion criteria. The pooled mean digital competence score was 68.2% (95% CI: 64.8–71.6%), with significant differences observed across professional groups and healthcare settings. Physicians demonstrated higher competence levels (71.4%) than nurses (66.3%) (p = 0.003), while healthcare personnel working in tertiary hospitals showed greater competence (72.1%) compared with those in primary care settings (61.5%) (p < 0.001). Important predictors of digital competence included age, years of professional experience, and formal information technology training. Furthermore, digital competence training interventions significantly improved competence levels by 18.5% (95% CI: 14.2–22.8%; I² = 58%). Overall, the quality of evidence was moderate for most outcomes, indicating that targeted training programs can play a substantial role in enhancing digital competence among healthcare professionals.
Strategic Talent Management in the Digital Era: Its Impact on Organizational Performance and Competitive Advantage Darmawaty Syam; Victor P. K. Lengkong; Rita N. Taroreh; Christoffel M. O. Mintardjo
Maneggio Vol. 3 No. 3 (2026): JUNE - MJ
Publisher : PT. Anagata Sembagi Education

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.62872/0emjcw72

Abstract

The digital transformation era has fundamentally reshaped the strategic landscape of talent management, compelling organizations to rethink how human capital is identified, developed, and retained. This study examines the relationship between Strategic Talent Management (STM) in the digital era and its impact on organizational performance and competitive advantage. Using a systematic literature review methodology, eighteen peer-reviewed articles published between 2019 and 2026 were analyzed. The findings reveal that digital-era STM, characterized by AI-driven talent analytics, agile workforce ecosystems, continuous digital learning, and data-informed performance management, significantly enhances organizational performance metrics including productivity, innovation output, and financial results. Furthermore, organizations that strategically align talent management practices with digital transformation imperatives achieve sustainable competitive advantage through the accumulation of rare, valuable, and inimitable human capital. The study proposes a comprehensive conceptual framework integrating digital talent acquisition, development, retention, and knowledge management as interconnected pillars of organizational competitiveness. Key moderating factors identified include organizational ambidexterity, digital leadership capability, and total quality management integration. Practical implications are provided for organizational leaders and HR strategists navigating the complexities of talent management in an increasingly digitized global economy.
War for Talent in Human Resource Management: Organizational Strategies for Attracting and Retaining Top Talent Roberthair Suripatty; Victor P. K. Lengkong; Rita N. Taroreh; Christoffel M. O. Mintardjo
Maneggio Vol. 3 No. 3 (2026): JUNE - MJ
Publisher : PT. Anagata Sembagi Education

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.62872/nrr8r786

Abstract

The intensifying global competition for skilled human capital, widely termed the "War for Talent", represents one of the most consequential strategic challenges in contemporary human resource management (HRM). This systematic literature review examines organizational strategies for attracting and retaining top talent in the digital era, synthesizing evidence from twenty peer-reviewed articles published between 2021 and 2024. The findings demonstrate that effective talent war strategies operate across three interlocking phases: attraction, development, and retention. Digital transformation has fundamentally reshaped all three phases: AI-powered recruitment and talent identification systems expand access to global talent pools; continuous digital learning platforms build inimitable competencies that strengthen retention; and HR analytics enable proactive identification of flight-risk employees before attrition materializes. Employer branding emerges as a decisive differentiator in competitive talent markets, while employee empowerment and work-life balance serve as foundational retention anchors. Sector-specific analyses across healthcare, hospitality, telecommunications, and technology reveal that while the universal logic of talent attraction and retention holds, the dominant strategies and acute pressure points differ significantly by industry. The COVID-19 pandemic accelerated digital HRM innovation and elevated employee well-being as a strategic priority. A conceptual three-phase framework integrating digital tools, human-centered policies, and predictive analytics is proposed to guide organizations in developing resilient, responsive talent management systems capable of winning the war for talent sustainably.
Future Workforce Readiness: The Role of Upskilling and Reskilling in Enhancing Employee Performance Naomi Ormak; Victor P. K. Lengkong; Rita N. Taroreh; Christoffel M. O. Mintardjo
Maneggio Vol. 3 No. 3 (2026): JUNE - MJ
Publisher : PT. Anagata Sembagi Education

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.62872/hxd0y216

Abstract

The accelerating pace of technological disruption, driven by artificial intelligence, automation, and digital transformation—has fundamentally altered the skills landscape of the modern workforce. This study examines the role of upskilling and reskilling programs in enhancing employee performance and building future workforce readiness. Employing a systematic literature review methodology, this paper synthesizes findings from 20 peer-reviewed articles published between 2021 and 2024 across leading international journals. The analysis identifies three primary mechanisms through which upskilling and reskilling contribute to employee performance: (1) cognitive and technical capability enhancement, (2) adaptive learning culture development, and (3) organizational resilience building. Results demonstrate that structured upskilling and reskilling initiatives, particularly those leveraging AI-enabled tools, virtual reality, and personalized learning pathways, significantly improve individual productivity, task performance, and organizational competitiveness. Furthermore, leadership support and a psychologically safe learning environment are identified as critical enablers. This study contributes a conceptual framework integrating human capital theory, dynamic capabilities, and learning organization perspectives to advance scholarly understanding of workforce readiness in the Industry 4.0–5.0 transition era.
Employer Branding and Talent Attraction: Analysis of Its Influence on Generation Z Job Interest Winarsih Winarsih; Victor P. K. Lengkong; Rita N. Taroreh; Christoffel M. O. Mintardjo
Maneggio Vol. 3 No. 3 (2026): JUNE - MJ
Publisher : PT. Anagata Sembagi Education

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.62872/pxvyq112

Abstract

The global competition for young talent has intensified considerably, and Generation Z born between 1997 and 2012 now constitutes the largest cohort entering the workforce. This study analyzes the influence of employer branding and talent attraction strategies on Generation Z's job interest through a systematic literature review of twenty international peer-reviewed articles published between 2021 and 2023. Findings reveal that Generation Z possesses distinctive work preferences: they prioritize work-life balance, clear career development pathways, organizational culture authenticity, and sustainability values in their employer selection decisions. Effective employer branding for Generation Z must operate through digitally relevant platforms particularly social media such as Instagram, TikTok, and LinkedIn with authentic, interactive, and value-driven content. A clear Employee Value Proposition (EVP) and positive corporate reputation are found to significantly enhance job pursuit intention. This study proposes a three-stage talent attraction model Digital Touchpoints, Employer Brand Perception, and Job Pursuit Intention as a conceptual framework integrating findings from the literature. Managerial implications emphasize the strategic necessity of authentic digital content investment, employee advocacy programs, and alignment of EVP with the core values of Generation Z.
Co-Authors Adithya Pandowo Agnes Muntu Agus Supandi Soegoto Amelia Taroreh, Amelia Andrew Gustnest Binalay, Andrew Gustnest Anugrah Febriantama Arrazi Bin Hasan Jan Arthur H.P Mawuntu Beibby Muliaan Bernhard Tewal Bode Lumanauw Christian V. Datu Claudia W.M Korompis Darmawati Syam Darmawaty Syam Debry C. A. Lintong Dien, Yudhi Dwi Ulfa Nurdahlia, Dwi Ulfa Edward Nangoy Enjelita Anastasya Alow Fandy Yones Latuni Ferdy.T. Rumambi Fitty Valdi Arie Fitty Valdi Arie Frederik G. Worang, Frederik G. Gabriel Ronaldo Rares Genita G. Lumintang, Genita G. Genita Gracia Lumintang George M. V. Kawung Gloria Lumenta Greis Sendow, Greis Haji, Sulfi Abdul Hamiddin, Muh. Irwan Nur Hamsah, Prisillia Harijanto Sabijono Hasan, Kezia Lidya Herman Karamoy Hutabarat, Bella Nancy Imelda Ogi Imelda W. J. Ogi Imelda W. Ogi Irvan Trang Jacky S. B. Sumarauw Jaclin Sumual Jantje L. Sepang Jeffry L. A. Tampenawas Jelika M. Mamarimbing, Jelika M. Jeysri Maarontong Joy Elly Tulung Kasenda, Fenina Ezra Wulan Kawet, Raymond Ch. Kelejan, Daysi Fikka Kindangen, Jinever Natalia Kojo, Christoffel . Latjandu, Lady Lawren Julio Rumokoy Lawren Julio Rumokoy Lengkong, Viktor Limpele, Keisia Chinta Lisbeth Mananeke Lucky Dotulong Lumanauw, Bode . Makalisang, Meiland Malond yeremia Nainggolan Mangindaan, Harley A. B. Manorek, Enjelika Kireine Mayshara Kiay demak Merinda H. Ch. Pandowo Naomi Ormak Nurtjahjani, Fullchis Ogi, Imelda W. J. Oliviana, Melias Paat, Franda Benedicta Pancayoga, Robert . Pandowo, Merinda H. Ch Paulus Nugraha Philipus, Cyndrika R. Pratiwi, Putu Anggita Laksmi Raintung, Michael Ch. Rantung, Priccilya Lidya Regina Rapar, Gerald Raynald Karauwan, Raynald Rita N. Taroreh Roberthair Suripatty Romadhon Sumiran - Rudy S. Wenas Rumengan, Hermon Runtuwene, Giovanny A Saerang, David P. Saputra, Dimas Aryo Risky Sekplin A.S Sekeon Sendow, Greis Mike Silvya L. Mandey Silvya L. Mandey Sumarni Sumarni Sumual, Jacline I. Tampenawas, Jeffry L. A. Tawas, Hendra N Tindi, Ricardo G. Tuegeh, Octavia D. M. Tumbel, Altjle L. Turangan, Osvaldo W. Victor P. K. Lengkong Victor P.K Lengkong Victor. P. K. Lengkong Victorina Z. Tirayoh Vikaristi Emor Wanda Fauziyyah Waterkamp, Clara I. A. Wenas, Rudi S. Willem J. F. A. Tumbuan Winarsih Winarsih Winarsih Winarsih Yanichi Sutantra Yantje Uhing