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The Determinant of Loan Portfolio Shifting: Empirical Study of Banks in ASEAN Country Foza Hadyu Hasanatina; I Wayan Nuka Lantara; Afina Hasya
Jurnal Manajemen Universitas Bung Hatta Vol. 18 No. 2 (2023): Jurnal Manajemen Universitas Bung Hatta
Publisher : Management Department, Faculty of Economics and Business, Universitas Bung Hatta

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.37301/jmubh.v18i2.23210

Abstract

In offering a loan, banks have several considerations. This is because Standard Basel has regulations and requirements for banks to offer loans. This relates to the bank’s minimum capital and liquidity requirements. This factor includes external and internal factors. This is important to be noted because external and internal factors contain risks inherent in financial instruments. Risk management is one of the things that the executive is most concerned about in taking a policy. Risks faced by the bank include interest rate risk and credit risk. In this case, we study interest rate and credit risk in the bank’s loan offering management role. We study banks in ASEAN Countries. The results show that interest rate is one of the considerations of banks for providing the loan. But, no evidence of credit risk. We also add analysis using a profitability ratio that captures the bank’s loan offering management. In this case, profitability strengthens the model relationship tested.   This title was found in another journal. The journal's editorial team has stated that the title not publish in their journal. https://bit.ly/3EKML08
Beyond Culture: How Digital Cultural Capability Mediates the Effects of Information Technology, Digital Marketing, and Local Wisdom on MSME Performance Wely Hadi Gunawan; Afina Hasya
Fundamental and Applied Management Journal Vol. 4 No. 3 (2026): September
Publisher : Global Research Collaboration

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.66314/famj.v4i3.1188

Abstract

Purpose – The article asks what part Digital Cultural Capability plays between three strategic resources – Information Technology, Digital Marketing and Local Wisdom – and the performance of fashion enterprises whose products remain culturally rooted. Design/methodology/approach – A one-shot survey reached 285 owner-managers of fashion enterprises spread over seven regions of West Java, Indonesia. Estimation of the proposed model relied on variance-based structural equation modelling, run in SmartPLS 4.1.x and supported by 5,000 bootstrap resamples. Findings – Digital Cultural Capability is raised by Local Wisdom (β = 0.667, p < 0.001) and by Digital Marketing (β = 0.284, p < 0.001), yet not by Information Technology (β = 0.009, p = 0.882). The capability itself improves performance (β = 0.390, p < 0.001) and relays the effect of Local Wisdom (β = 0.127, p < 0.001) as well as that of Digital Marketing (β = 0.054, p = 0.023), whereas the parallel route from Information Technology stays insignificant (β = 0.002, p = 0.931). Ten hypotheses were posed and seven survived testing. Practical implications – Owners are advised to read technology as an entry requirement rather than a source of advantage in itself, and to invest instead in the organisational capacity that turns cultural assets into digital value propositions. Originality/value – Digital Cultural Capability is introduced and empirically corroborated as a fresh capability construct grounded in Dynamic Capabilities Theory. Digital transformation in culturally rooted enterprises, on this evidence, depends far less on acquiring technology than on the ability to blend digital initiatives with cultural resources.