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The Effect Of Learning Organizational Culture, Academic Leadership And Collegiality Climate On Knowledge Sharing Behavior In Educational Institutions Aziz, Firman; Prayitno, Hadi; Putranto, Samuel Aditya Eko; Wisnu, Basuki; Lubis, Fatimah Malini; Riyanti, Apriani
Jurnal Pengabdian Masyarakat dan Riset Pendidikan Vol. 4 No. 3 (2026): Jurnal Pengabdian Masyarakat dan Riset Pendidikan Volume 4 Nomor 3 (Januari 202
Publisher : Lembaga Penelitian dan Pengabdian Masyarakat

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.31004/jerkin.v4i3.4776

Abstract

The core intent of this research is to find out the roles that the learning organizational culture, academic leadership, and collegiality contribute to the knowledge-sharing behavior development in educational institutions. The research issue is set on the proposition that knowledge sharing has a good effect on learning and academic performance. An explanatory quantitative design was employed in the study that consisted of 160 educators who were selected by purposive sampling. The data collection instrument was a five-point Likert scale questionnaire, and the data were analyzed using multiple linear regression. The findings show that learning organizational culture, academic leadership, and collegiality are not only the factors but also the main contributors to the knowledge-sharing behavior, which is the most significant and positive impact. This research, on the one hand, significantly contributes to the theory of educational management and organizational behavior in the context of learning organizations and on the other hand, provides educational institutions with strategic implications through the continuous interaction of learning culture, collaborative academic leadership, and collegial work climate.
Human Resource Analytics and Data-Driven Decision Making: Implications for Talent Acquisition and Retention Strategies Syamsulbahri; Putranto, Samuel Aditya Eko; Hakim; Masthuroh
Journal Management & Economics Review (JUMPER) Vol. 3 No. 8 (2026): On Progress
Publisher : Malaqbi Publisher

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.59971/jumper.v3i8.875

Abstract

The increasing availability of workforce data and advanced analytical tools has transformed the role of human resource management from a primarily administrative function into a strategic, evidence-based discipline. This study investigates the influence of human resource analytics (HRA) on data-driven decision making (DDDM) and examines its implications for talent acquisition and talent retention strategies. Employing a quantitative research design, data were collected through a structured questionnaire from 296 HR managers and senior decision makers across medium and large organizations. The data were analyzed using Partial Least Squares Structural Equation Modeling (PLS-SEM). The results reveal that human resource analytics has a significant positive effect on data-driven decision making, talent acquisition, and talent retention. Furthermore, data-driven decision making significantly enhances both talent acquisition effectiveness and talent retention outcomes and partially mediates the relationships between human resource analytics and the two talent management outcomes. These findings provide empirical evidence that analytics-driven HR practices improve recruitment efficiency, quality of hire, and employee retention by enabling more accurate and proactive HR decisions. The study contributes to the growing literature on HR analytics by clarifying the mechanisms through which analytics creates value in talent management and offers practical insights for organizations seeking to leverage data-driven approaches to achieve sustainable human capital advantages.