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Post-Pandemic Economic Resilience: The Role of Women-Led SMEs in Tasikmalaya's Craft Sector, West Java Nurcahyanie, Yunia Dwie; Azzahra, Adelia
Journal of Economic Development and Village Building Vol. 3 No. 2 (2025): Journal of Economic Development and Village Building
Publisher : Politeknik Siber Cerdika Internasional

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.59261/jedvb.v3i2.46

Abstract

This qualitative research investigates the mechanisms of economic resilience in the post-COVID-19 era through a study of women-led small and medium-sized enterprises in the handicraft sector of Tasikmalaya. Data collection was carried out through in-depth interviews with 20 female entrepreneurs and field observations. To complement the qualitative analysis, basic quantitative descriptive statistics were derived from structured interview responses. The findings demonstrate that these enterprises have successfully navigated unexpected challenges by adopting smart adaptation strategies. The descriptive data reveal that social networks and digital platforms were utilized for sales by 80% of respondents, while 55% actively participated in local collaboration networks. Regarding coping strategies, cost optimization was adopted by 90% of the enterprises, while 70% diversified their products. However, only 35% of the enterprises have returned to pre-crisis income levels, while 45% remain on the path to sustainable recovery. The product mix has shifted from 75% purely traditional products to 60%, while the share of applied and customized products has increased correspondingly. This research demonstrates how resilience in these enterprises emerges from social capital, collective wisdom, and innovation in practice rather than from institutional support. The study highlights the importance of formulating targeted support policies aligned with the unique characteristics of these firms. Recommendations include strengthening local cooperation networks, providing access to financial resources, and developing training programs responsive to entrepreneurs' needs.
Student Support and Guidance Services in Australian Higher Education: A Cross-Institutional Analysis of Career Counseling and Academic Development Programs Savandha, Septien Dwi; Azzahra, Adelia; Rahmadhina, Alifa Suri
Asesment : Journal Of Counseling Guidance Vol. 3 No. 1 (2025): Asesment: Journal of Counseling Guidance
Publisher : P3M STAI Kuningan

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.59784/b0v3ch30

Abstract

Background: Student support services play critical roles in facilitating academic success and career development within higher education, yet a comprehensive understanding of their organisational structures, delivery models, and effectiveness across Australian institutions remains limited.Objective: This study systematically examined career counselling and academic development services across diverse Australian universities to identify factors associated with effective, accessible, and equitable service provision.Method: A convergent parallel mixed-methods design was employed across 22 institutions, integrating institutional questionnaires, surveys of 118 staff members and 4,847 students, semi-structured interviews, focus groups, and document analysis conducted over 18 months.Findings and Implications: Results revealed substantial heterogeneity in organisational structures, with student-to-staff ratios averaging 3,426:1 for career services and 2,673:1 for academic development. Appointment wait times (35.8%) and lack of service awareness (24.3%) emerged as primary barriers, while institutional factors including staffing ratios, operating hours, and delivery modalities explained 47.6% of variance in student satisfaction. International students and female students utilised services at significantly higher rates.Conclusion: Findings provide an evidence-based foundation for enhancing service accessibility, adequacy, and equity through organisational innovations, capacity enhancement, extended operating hours, and culturally responsive programming, with implications for institutional policy and sector-wide quality assurance frameworks.
Human-AI Collaboration in Small Enterprises: Balancing Automation and Human Input Azzahra, Adelia; Ridzki, Mohamad Maulana
Return : Study of Management, Economic and Bussines Vol. 4 No. 12 (2025): Return: Study of Management, Economic and Business
Publisher : PT. Publikasiku Academic Solution

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.57096/return.v4i12.443

Abstract

Industry 5.0 emphasizes human-centric collaboration between artificial intelligence and human workers, yet small enterprises face unique challenges in AI adoption due to limited resources and technical expertise. This research examines the dynamics of human-AI collaboration in small enterprises, identifying implementation challenges, success strategies, and measurable impacts on productivity and employee satisfaction. A qualitative case study approach was employed, involving semi-structured interviews with 10 AI integration specialists and small enterprise owners (10-50 employees), analysis of 7 organizational case studies, and document reviews of industry reports (2020-2024). Data were analyzed using NVivo 12 software following Braun and Clarke’s thematic analysis framework. Analysis revealed five major themes: skill gaps affecting 68% of interviewed enterprises, employee resistance driven by job security concerns (54%), technical infrastructure barriers (72%), productivity improvements ranging from 15-35% with average 34.3%, and critical importance of human oversight in decision-making (92% consensus). Small enterprises implementing AI with gradual integration strategies reported 28% average productivity increase, 17.8% revenue growth, and 22% improvement in employee satisfaction within 12 months. The 3-year cumulative ROI reached 184% despite initial implementation costs averaging 3-5x software licensing fees. Effective human-AI collaboration in small enterprises requires balanced integration strategies emphasizing employee training (15-20% of budget), transparent policies, gradual implementation (6-12 months), and maintaining human judgment in critical decisions (80-95% of strategic tasks). AI serves most effectively as a complementary tool handling 70-85% of routine, data-intensive tasks while humans retain control over strategic, creative, and interpersonal functions. The research validates Industry 5.0’s human-centric paradigm and provides quantified benchmarks for small enterprise AI adoption.