Article Per Year (5 Year)
p-Index From 2021 - 2026
2.48
P-Index
This Author published in this journals
All Journal Martabe : Jurnal Pengabdian Kepada Masyarakat Educenter: Jurnal Ilmiah Pendidikan Kriez Academy KISA INSTITUE : Journal of Economics, Accounting, Business, Management, Engineering and Society EDUCENTER JURNAL PENDIDIKAN Branding: Jurnal Manajemen & Bisnis
Raharja, Arif Budi
Universitas Mathla’ul Anwar, Banten
Agriculture, Biological Sciences & Forestry Arts Humanities Computer Science & IT Decision Sciences, Operations Research & Management Economics, Econometrics & Finance Education Health Professions Industrial & Manufacturing Engineering Social Sciences

Published : 17 Documents Claim Missing Document
Claim Missing Document
Check
Articles

Found 17 Documents
Search

 1   2 
Strategic Management of Higher Education: A Study on Increasing the Number of New Students at University X Dharmajaya, Muhamad Agung; Rachman, Nono Arief; Raharja, Arif Budi
Educenter : Jurnal Ilmiah Pendidikan Vol. 4 No. 1 (2025): Educenter: Jurnal Ilmiah Pendidikan
Publisher : ARKA INSTITUTE

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.55904/educenter.v4i1.2116

Abstract

The increase in the number of new students is one indicator of the success of universities in facing increasingly fierce competition in higher education. This study aims to analyze the implementation of strategic management in an effort to increase the number of new students at University X. This study uses a qualitative approach with descriptive methods, where data is collected through interviews, observations, and documentation studies regarding the planning, implementation, and evaluation of new student admission strategies. The results show that University X implements various strategies, including digital and offline promotion and marketing, strengthening the branding of highly accredited study programs, improving the quality of lecturers and academic services, providing incentives and appreciation for students and the academic community, supporting Student Activity Units, routine monitoring, and data analysis based on tracer studies and registration data. The implementation of appropriate and sustainable strategies, including adjustments based on evaluations, has been proven to increase the attractiveness of institutions in the eyes of prospective students and support the increase in the number of new students. This study emphasizes the importance of implementing consistent, adaptive, and data-driven strategic management to maintain the sustainability and competitiveness of universities.
IMPLEMENTASI LMS MOODLE UNTUK E-LEARNING SD MUHAMMADIYAH MAESAN DAN SD MUHAMMADIYAH BANGERAN, YOGYAKARTA Fajrin, Hanifah Rahmi; Widadi, Sigit; Raharja, Arif Budi
Martabe : Jurnal Pengabdian Kepada Masyarakat Vol 4, No 1 (2021): Martabe : Jurnal Pengabdian Kepada Masyarakat
Publisher : Universitas Muhammadiyah Tapanuli Selatan

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.31604/jpm.v4i1.78-84

Abstract

Generally, schools in remote areas, in this case SD Muhammadiyah Maesan and SD Muhammadiyah Bangeran have few students, this could be due to several factors related to learning technology, namely: teacher competence in using ICT devices for learning is inadequate, elementary schools do not yet have software as a forum for digital learning content that can be a medium for interaction of teaching and learning activities between teachers and students via the internet, ICT infrastructure in elementary schools is not sufficient for learning. Therefore, the community service team implemented a Moodle learning management system (LMS) platform for learning in both schools. With this e learning platform, it can make it easier for teachers or teaching staff to create IT / e learning-based teaching material content. The teachers are taught the process of installing, dressing and maintaining the devices. After the implementation of community service, SD Muhammadiyah Maesan and SD Muhammadiyah Bangeran can use e-learning / moodle cloud in managing the subjects to be taught.
DIGITAL TRANSFORMATION AND CUSTOMER SATISFACTION IN INDONESIAN BANKING SECTOR Arif Budi Raharja; Muhamad Abi Dunya; Zaenal Aripin
Journal of Economics, Accounting, Business, Management, Engineering and Society Vol. 1 No. 8 (2024): KISA INSTITUE : July 2024
Publisher : PT. Kreatif Indonesia Satu

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

Abstract

Background: Indonesian banking sector undergoes rapid digital transformation driven by technological advancement and changing customer expectations. Aims: This study examines relationships between digital transformation initiatives and customer satisfaction in Indonesian banks. Research Method: Survey-based quantitative approach involving 312 banking customers across major Indonesian cities, supplemented by interviews with 15 bank executives. Results and Conclusion: Digital transformation significantly enhances customer satisfaction through improved service accessibility, transaction efficiency, and personalized experiences. Mobile banking adoption reached 87 percent among surveyed customers, with 73 percent reporting increased satisfaction. However, digital divide issues affect older customers and rural populations. Contribution: Research provides insights for Indonesian banks to optimize digital transformation strategies while maintaining inclusive service delivery across diverse customer segments.
SUPPLY CHAIN RESILIENCE AND BUSINESS CONTINUITY IN INDONESIAN MANUFACTURING SECTOR Nia Riana; Arif Budi Raharja; Ijang Faisal
Journal of Economics, Accounting, Business, Management, Engineering and Society Vol. 1 No. 8 (2024): KISA INSTITUE : July 2024
Publisher : PT. Kreatif Indonesia Satu

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

Abstract

Background: COVID-19 pandemic exposed vulnerabilities in global supply chains, prompting Indonesian manufacturers to reassess resilience strategies. Aims: This study examines supply chain resilience practices and their impact on business continuity in Indonesian manufacturing sector. Research Method: Mixed-methods approach combining surveys of 156 manufacturing companies with case studies of 12 high-resilience organizations across diverse industries. Results and Conclusion: Companies with diversified supplier bases, digital supply chain visibility, and flexible production capabilities demonstrated 64 percent faster disruption recovery. However, only 38 percent of surveyed companies implemented comprehensive resilience strategies. Supplier relationship quality and information sharing emerged as critical enablers. Contribution: Research provides framework for Indonesian manufacturers to enhance supply chain resilience through strategic supplier management, technology adoption, and contingency planning.  
SUSTAINABLE PACKAGING SOLUTIONS AND INNOVATION Zaenal Aripin; Arif Budi Raharja; Nyoman Dwika Ayu Amrita
Journal of Economics, Accounting, Business, Management, Engineering and Society Vol. 2 No. 12 (2025): Kisa Institute : December 2025
Publisher : PT. Kreatif Indonesia Satu

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

Abstract

Background: The global packaging industry faces mounting pressure from environmental degradation, stricter regulatory frameworks, and rising stakeholder expectations regarding sustainability. Conventional packaging practices, heavily reliant on single-use plastics and non-recyclable materials, contribute significantly to pollution, resource depletion, and carbon emissions. The COVID-19 pandemic further exposed vulnerabilities in packaging supply chains while simultaneously accelerating consumer awareness of environmental responsibility. As a result, organizations must urgently innovate toward sustainable packaging solutions that balance ecological performance with economic viability and operational efficiency. Aims: This study investigates the drivers, implementation approaches, barriers, and performance outcomes of sustainable packaging innovation across manufacturing and retail organizations in Southeast Asia, with a focus on developing an evidence-based framework for practitioners and policymakers. Method: A mixed-methods design was employed, combining a quantitative survey of 312 senior managers across Southeast Asia (response rate 26%) using 87 validated Likert-scale items, and qualitative case studies from 28 cross-sector organizations through 94 semi-structured interviews averaging 75 minutes each, supplemented by direct observation and document analysis. Quantitative data were analyzed using multivariate regression and correlation techniques (e.g., r = 0.67 for the communication variable); qualitative data underwent systematic thematic coding with triangulation. Results: Findings reveal that 78% of organizations initiated sustainable packaging transformation within the last three years, driven primarily by regulatory compliance (72%) and market demands for eco-friendly products (68%). Phased implementation approaches supported by change management practices — with a budget allocation of 15–20% — achieved success rates of 71–83%. Organizations adopting sustainable packaging reported an average 34% reduction in material waste (range 18–67%), a 28% improvement in customer satisfaction, a 22% increase in brand equity scores, and an 18% reduction in long-term packaging costs. Organizational resistance (68%) emerged as the primary barrier, effectively mitigated through early stakeholder involvement (+140%) and comprehensive employee training programs (+165%). Contribution: This study develops an evidence-based framework for advancing sustainable packaging capabilities, offering actionable insights for industry practitioners, organizational leaders, and environmental policymakers navigating the circular economy transition in Southeast Asia.  
THE ROLE OF OPERATIONS STRATEGY IN BUILDING SUSTAINABLE COMPETITIVE ADVANTAGE: A SYSTEMATIC LITERATURE REVIEW Arif Budi Raharja; Zaenal Aripin
KRIEZ ACADEMY : Journal of development and community service Vol. 3 No. 06 (2026): Kriez Academy - June
Publisher : Yayasan Kreatif Indonesia Emas

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

Abstract

Background: Increasingly dynamic business competition compels firms to seek sources of competitive advantage that are difficult for rivals to imitate and can be sustained over the long term. The operations function is critical to this effort, although its strategic role is often underappreciated. Aims: This study synthesizes the literature on the role of operations strategy in building sustainable competitive advantage and develops an integrated conceptual framework linking operational resources and capabilities to long-term competitive outcomes. Research Method: A systematic literature review guided by the PRISMA 2020 statement was conducted. Scopus, Web of Science, ScienceDirect, and Google Scholar were searched using combinations of the terms “operations strategy,” “competitive advantage,” and “sustainable competitive advantage.” Eligible studies were analyzed thematically through the lenses of the Resource-Based View and Dynamic Capabilities Theory. Results and Conclusion: Operations strategy acts as a bridging mechanism between a firm’s internal resources and capabilities and sustainable competitive advantage through five principal pathways: lean and agile practices, total quality management, the integration of sustainability into operational decisions, digital transformation and Industry 4.0, and alignment with the local institutional context. Operations-based advantage is more difficult to imitate when it arises from valuable, rare, inimitable, and non-substitutable resources supported by dynamic capabilities that enable continuous adaptation. Contribution: The study offers an integrated conceptual framework for academics and practitioners designing operations strategies for long-term competitive advantage and identifies future research priorities, particularly for small and medium-sized enterprises in developing countries.
THE INFLUENCE OF STRATEGIC MANAGEMENT AND ORGANIZATIONAL BEHAVIOR ON ORGANIZATIONAL PERFORMANCE IN THE HOTEL SERVICE INDUSTRY Arif Budi Raharja
Branding: Jurnal Manajemen dan Bisnis Vol 5 No 2 (2026): BRANDING: Jurnal Manajemen dan Bisnis
Publisher : UIN Sunan Gunung Djati Bandung

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.15575/jb.v5i2.58409

Abstract

This study aims to analyze the influence of strategic management and organizational behavior on organizational performance within the hotel service industry in Bandung. The increasingly dynamic nature of hotel industry competition demands that organizations effectively implement strategic management and foster organizational behavior that supports the achievement of corporate goals. A quantitative approach utilizing a survey method was employed. The study sample consisted of 50 respondents working in hotel service businesses in Bandung, selected via purposive sampling. Data were collected using Likert-scale questionnaires and analyzed through multiple linear regression using SPSS software. Statistical testing involved partial tests (t-test), simultaneous tests (F-test), and the coefficient of determination (R²). The results indicate that strategic management has a significant influence on organizational performance. Furthermore, organizational behavior also significantly influences organizational performance. Simultaneously, strategic management and organizational behavior exert a significant influence on organizational performance within the hotel industry in Bandung. These findings demonstrate that achieving organizational performance requires not only effective strategies but also individual and group behaviors capable of supporting strategy implementation. The study implies that hotel management should strengthen the processes of strategy formulation, implementation, and evaluation while creating an organizational environment that fosters communication, cooperation, motivation, and responsibility to enhance operational effectiveness and organizational competitiveness.
Co-Authors Ay, Nyoman Dwika Ayu Amrita , Nyoman Dwika Endang Ruchiyat Faisal, Ijang Hanifah Rahmi Fajrin, Hanifah Rahmi Ijang Faisal Matriadi, Faisal Muhamad Abi Dunya Muhamad Agung Dharmajaya Nia Riana Nono Arief Rachman Novianha Pynatih, Ngurah Made Nyoman Dwika Ayu Amrita Wawan Ichwanudin Widadi, Sigit Zaenal Aripin Zaenal Aripin