Article Per Year (5 Year)
p-Index From 2021 - 2026
0.408
P-Index
This Author published in this journals
All Journal Journal Of Economic Sciences (Ekuisci)
Indi Ramadhani
Universitas Siliwangi, Tasikmalaya
Economics, Econometrics & Finance

Published : 2 Documents Claim Missing Document
Claim Missing Document
Check
Articles

Found 2 Documents
Search

 1 
Crisis Decision Bundling (CDB) as a crisis leadership framework for digital platform organizations: Integrating dynamic capabilities and situational crisis communication theory in the Netflix Case Dicky Chandra; Eeng Ahman; Askolani Askolani; Nuryadi Wijiharjono; Indi Ramadhani
Jurnal Ekuisci Vol 3 No 3 (2026): Vol 3 No 3 January 2026
Publisher : Ann Publisher

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.62885/ekuisci.v3i3.972

Abstract

Background. This study examines Netflix’s crisis leadership by integrating crisis leadership theory, dynamic capabilities, and Situational Crisis Communication Theory (SCCT) across four major crises (2000, 2011, 2020, 2022). Methods. A qualitative single-case critical review design is employed. Data include SEC filings, shareholder letters, earnings calls, Investor Relations materials, and relevant international business journalism. Result. Analysis combines heuristic tracing of crisis trajectories with directed qualitative content analysis (Schreier’s coding frame) to reconstruct 14 crisis decisions and assess propositions P1–P4. Findings indicate: the 2000 financial crisis triggered a subscription pivot and a “simplicity–accessibility” identity anchor that aligned early responses under time pressure (P1); the 2011 Qwikster backlash was contained through rapid rollback, public apology, and reunified customer experience, restoring the service’s value frame (P2); the 2020 pandemic disruption was addressed via global–local resource orchestration, release rescheduling, and remote post-production/localization to sustain content supply continuity (P3); and the 2022 subscriber decline prompted monetization reset (AVOD, paid sharing), phased market roll-out, and a shift in performance metrics legitimized through fairness–access–transparency framing (P4). Conclusion. The study’s main contribution is the CDB framework, conceptualizing high-velocity, centrally orchestrated crisis decision bundles that coordinate cross-domain actions and legitimacy framing, turning crises into catalysts of digital platform business-model transformation.
Organizational Pride from 2018 to 2024: What Have We Learned and Where is the Field Heading? Juniar Alisa; Nadya Ayu Lestari; Indi Ramadhani
Jurnal Ekuisci Vol 3 No 4 (2026): Vol 3 No 4 March 2026
Publisher : Ann Publisher

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.62885/ekuisci.v3i4.1113

Abstract

Background. Organizational pride has emerged as a significant emotional construct in the study of the work environment, yet systematic mapping of its intellectual development remains limited. Aim. This study aims to present a comprehensive bibliometric analysis of research on organizational pride by identifying intellectual structure, geographical distribution, and thematic evolution over time. Methods. The bibliometric approach is applied to data from scientific databases, analyzed using thematic mapping, factor analysis, and co-occurrence analysis. Results. Knowledge production was concentrated mainly in European institutions, particularly in England and Spain, and gradually extended to Asia and North America. A significant thematic shift was identified, namely from a focus on individual employee behavior to integration with strategic issues such as corporate social responsibility. Organizational pride is confirmed as a driving theme with high relevance and development in the contemporary organizational behavior literature. Conclusions. Organizational pride not only functions as an individual emotional response but also as a multidimensional strategic construct influenced by organizational support, leadership, and social perception. Implementation. These findings provide a systematic foundation for researchers and practitioners to identify research gaps and guide future studies of organizational pride in a variety of cultural and industrial contexts.
Co-Authors Askolani Askolani Dicky Chandra Eeng Ahman, Eeng Juniar Alisa Nadya Ayu Lestari Nuryadi Wijiharjono