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The Sweet Consumption Trap: The Role Of Brand Image And Sensory Appeal In Sustaining High-Sugar Beverage Consumption Achmad Ridha; Fina Ruzika Zaimar
International Journal of Education Management and Religion Vol. 3 No. 2 (2026): July 2026
Publisher : Pondok pesantren As-salafiyah As-Safi'iyyah

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.71305/ijemr.v3i2.1172

Abstract

Despite increasing awareness of the health risks associated with excessive sugar consumption, the demand for high-sugar beverages remains persistently high. This phenomenon suggests that factors beyond rational health considerations play a critical role in shaping sustained consumption behavior. This study aims to examine the roles of brand image and sensory appeal in sustaining high-sugar beverage consumption, with emotional attachment serving as a mediating mechanism and health risk awareness included as a control variable. Using a quantitative approach, data were collected through a survey of high-sugar beverage consumers and analyzed using Partial Least Squares Structural Equation Modeling (PLS-SEM) with SmartPLS. The results indicate that both brand image and sensory appeal have significant positive effects on emotional attachment and continuance purchase intention. Emotional attachment emerges as a key predictor of continuance purchase intention and partially mediates the relationships between brand image, sensory appeal, and sustained consumption behavior. Health risk awareness is found to negatively influence continuance purchase intention, although its effect is weaker compared to affective and sensory-driven factors. These findings highlight the presence of a sweet consumption trap, in which emotional and sensory mechanisms reinforce continued consumption despite consumers’ awareness of health risks. The study contributes to the literature by offering an integrated framework that explains the persistence of unhealthy consumption and provides insights for both marketing strategy and public health interventions.
Strategic Human Resource Development And Digital Leadership Toward Employee Performance In Smart Organizations Muh. Anugrah Prabowo Putra; Fitriani; Achmad Ridha
International Journal of Education Management and Religion Vol. 3 No. 2 (2026): July 2026
Publisher : Pondok pesantren As-salafiyah As-Safi'iyyah

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.71305/ijemr.v3i2.1359

Abstract

This study investigates the influence of Strategic Human Resource Development (SHRD) and Digital Leadership (DL) on Employee Performance (EP) within the context of smart organizations in Makassar City, Indonesia. The study responds to the accelerating digital transformation that requires organizations to strengthen both human capital strategies and leadership competencies. Using a quantitative explanatory design, data were collected from 150 employees and line managers across financial services, digital marketing, and telecommunication sectors through a structured questionnaire using a seven-point Likert scale. The data were analyzed with Partial Least Squares–Structural Equation Modeling (PLS-SEM) using SmartPLS 4.0. The measurement model showed satisfactory reliability and validity (CR > 0.80; AVE > 0.50), while the structural model revealed that both SHRD (β = 0.61; p < 0.001) and DL (β = 0.21; p < 0.01) significantly influence employee performance, explaining 58.2% of its variance (R² = 0.582). These results indicate that strategic HRD serves as a stronger and more direct predictor of performance, while digital leadership functions as a contextual enabler fostering innovation and adaptability. Theoretically, the study extends the Resource-Based View and Dynamic Capability Theory, demonstrating that performance in smart organizations is achieved through the synergy between structured human development and visionary leadership. Practically, it emphasizes that sustainable digital transformation in emerging economies must begin with strategic human transformation. Future research should explore mediating variables such as engagement or digital culture to enrich the conceptual framework of digital HRD.