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All Journal Multidiciplinary Output Research for Actual and International Issue (Morfai Journal) JIBEMA: Jurnal Ilmu Bisnis, Ekonomi, Manajemen, dan Akuntansi
Nurul Intan Permanasari
Universitas Bakrie
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THE IMPACT OF OVERSEAS CSR IMPLEMENTATION ON LIFTING PERFORMANCE AND CORPORATE PROFITABILITY AT PERTAMINA INTERNATIONAL EP: A SEM-PLS APPROACH Nurul Intan Permanasari; Andi Mardhotilla; Jerry Heikal
Multidiciplinary Output Research For Actual and International Issue (MORFAI) Vol. 5 No. 6 (2025): Multidiciplinary Output Research For Actual and International Issue
Publisher : RADJA PUBLIKA

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.54443/morfai.v5i6.4439

Abstract

This study investigates the effect of overseas Corporate Social Responsibility (CSR) on two performance outcomes of Pertamina International EP (PIEP): lifting (Y1) and corporate profit (Y2). Using a quantitative, explanatory design, we compiled 32 observations from four operating areas (Malaysia, Iraq, Algeria, HQ-International) across 2018–2025. CSR is modeled as a latent construct (X) with three reflective indicators CSR_Education, CSR_Environment, and CSR_Overseas while Y1 is measured by lifting_bpd and lifting efficiency, and Y2 by revenue and net profit. Data were analyzed with SEM-PLS (SmartPLS 4). The measurement model meets all thresholds (outer loadings ≥0.70; AVE ≥0.50; CR and Cronbach’s alpha ≥0.70), with particularly strong reliability for CSR (CR=0.986; AVE=0.973) and Profit (CR=0.978; AVE=0.978). The structural model shows CSR has a positive and significant effect on both outcomes: CSR → Lifting (β=0.92; t=59.816; p<0.001; R²=0.847; Q²=0.515) and CSR → Profit (β=0.961; t=80.605; p<0.001; R²=0.924; Q²=0.898). Among indicators, CSR_Overseas (λ=0.988) is the strongest signal within the CSR construct; lifting_bpd (λ=0.935) dominates Y1; and revenue and net profit (both λ=0.989) equally anchor Y2. The findings imply that targeted, context-sensitive overseas CSR can simultaneously stabilize operations and strengthen financial outcomes in international upstream oil and gas.
Developing A Sustainable Business Model For Frozen Fish SMEs Using The Business Model Canvas Approach Nurul Intan Permanasari; Herdianto; Diva Dinar Fasya; Agung Budi Darmoyo; Andiani Herlina Putri Dega; Aldila Hisyam Hasrudin
JIBEMA: Jurnal Ilmu Bisnis, Ekonomi, Manajemen, dan Akuntansi Vol. 4 No. 1 (2026): July
Publisher : CV. Muris Global Education

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.62421/jibema.v4i1.710

Abstract

Small and medium-sized enterprises (SMEs) must align market demand, product benefits, revenue, costs, activities, and resources to ensure sustainability. This study analyzes the business model of Frozen Fish Delight Indonesia through a qualitative single-case study based on document analysis. The analysis focuses on six Business Model Canvas (BMC) elements: Customer Segments, Value Proposition, Revenue Streams, Cost Structure, Key Activities, and Key Resources. The primary source was the 2026 Frozen Fish Delight Indonesia Business Plan, containing consumer problem mapping, simulated consumer profiles, product specifications, marketing plans, operational processes, investment needs, five-year financial projections, and risk analysis. Data were deductively coded and cross-checked across report sections to assess internal consistency. The findings show that customer segments include middle- to upper-middle-income households, especially working women and young families; distributors, agents, resellers, frozen food retailers; culinary businesses; and prospective Asian and Middle Eastern export buyers. The value proposition emphasizes convenient, hygienic, ready-to-cook frozen fish that is free from fishy or earthy odors, does not easily stick during frying, contains no added MSG or preservatives, and is available in plain and seasoned variants. Revenue is planned from direct sales, wholesale distribution, culinary business supplies, and future exports. However, inconsistency exists between direct household sales and the minimum purchase policy of one box containing five packages. Although costs, activities, and resources are planned in detail, consumer and financial outcomes remain projections. Therefore, the model shows initial coherence but requires market validation, clearer channel policies, operational monitoring, and sustainability measurement before realized business performance can be established.
Co-Authors Agung Budi Darmoyo Aldila Hisyam Hasrudin Andi Mardhotilla Andiani Herlina Putri Dega Diva Dinar Fasya Heikal, Jerry Herdianto