Article Per Year (5 Year)
p-Index From 2021 - 2026
0.61
P-Index
This Author published in this journals
All Journal JURNAL LENTERA BISNIS KENDALI: Economics and Social Humanities MANAGER: Journal of Management and Administration Science
Wuly Sudarmi
Politeknik LP3I Jakarta
Humanities Economics, Econometrics & Finance Social Sciences

Published : 3 Documents Claim Missing Document
Claim Missing Document
Check
Articles

Found 3 Documents
Search

 1 
THE NEW RULES OF ENTREPRENEURSHIP: HOW TO THRIVE IN AN AI-DRIVEN ECONOMY Aspizain Caniago; Edison Parlindungan; Istna Fibriyadi; Inna Hanarti; Wuly Sudarmi
MANAGER: Journal of Management and Administration Science Vol. 4 No. 2 (2025): MANAGER: Journal of Management and Administration Science, Desember 2025
Publisher : ASIAN PUBLISHER

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.58738/manager.v4i2.1339

Abstract

The rapid advancement of Artificial Intelligence (AI) is redefining the foundations of entrepreneurship, reshaping business models, workforce structures, and competitive dynamics in the global economy. This study aims to examine the emerging rules of entrepreneurship in an AI-driven economy and to identify strategic capabilities required for sustainable entrepreneurial success. The research employs a qualitative-descriptive approach based on an integrative literature review of recent scholarly works on AI-driven entrepreneurship, business model innovation, process automation, digital economy transformation, and workforce agility. Key sources include contemporary analyses of AI-enabled business model transformation, AI-driven process innovation in startups, and the role of workforce adaptability in sustaining entrepreneurial growth. The findings reveal that thriving in an AI-driven economy requires entrepreneurs to develop five core competencies: AI literacy and data-driven decision-making; business model innovation and digital scalability; process automation and intelligent optimization; workforce agility and continuous learning; and ethical, sustainable AI governance. AI is not merely an operational tool but a strategic infrastructure that lowers entry barriers, accelerates innovation cycles, enhances personalization, and enables predictive strategic management. However, successful AI adoption depends on ecosystem readiness, educational reform, and responsible governance frameworks. The study concludes that the new rules of entrepreneurship are defined by adaptability, technological integration, and sustainability. Entrepreneurs who strategically combine AI capabilities with dynamic organizational learning and responsible innovation are more likely to achieve resilience, competitiveness, and long-term value creation in the Fourth Industrial Revolution.
STRATEGI MANAJEMEN SDM UNTUK MENINGKATKAN KINERJA KARYAWAN Ary Bayu Nugraha; Dwi Okty Utami; Hidayat Nasution; Verus Hardian; Wuly Sudarmi
KENDALI: Economics and Social Humanities Vol. 4 No. 1 (2025): KENDALI: Economics and Social Sciences Humanities, Juli 2025
Publisher : ASIAN PUBLISHER

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.58738/kendali.v4i1.854

Abstract

Di tengah dinamika lingkungan bisnis yang semakin kompleks dan digital, strategi manajemen sumber daya manusia (SDM) menjadi kunci dalam mendorong kinerja karyawan yang berkelanjutan. Penelitian ini bertujuan untuk mengeksplorasi berbagai pendekatan strategis dalam manajemen SDM yang terbukti efektif dalam meningkatkan kinerja karyawan. Menggunakan pendekatan studi literatur sistematis terhadap berbagai artikel ilmiah terkini, penelitian ini menemukan bahwa praktik manajemen SDM berperforma tinggi (High-Performance Human Resource Management Practices/HPHRMP), penguatan komitmen afektif, kepemimpinan transformatif, pelatihan berkelanjutan, serta integrasi teknologi digital menjadi faktor krusial. Temuan juga menunjukkan bahwa budaya organisasi yang mendukung serta keterlibatan karyawan (employee engagement) turut memperkuat hubungan antara strategi SDM dan kinerja individu maupun organisasi. Studi ini menyimpulkan bahwa strategi SDM yang adaptif, terintegrasi, dan berorientasi pada pengembangan manusia memberikan kontribusi nyata terhadap peningkatan kinerja karyawan dan keunggulan kompetitif organisasi.
TRANSFORMASI DIGITAL DALAM MANAJEMEN BISNIS: STRATEGI ADAPTASI PERUSAHAAN DI ERA ARTIFICIAL INTELLIGENCE PADA DUNIA USAHA DI JAKARTA DAN BEKASI Wuly Sudarmi; D Purnomo; Supadi Bambang Sutrisno; Aspizain Caniago; Minggu Minggu
JURNAL LENTERA BISNIS Vol. 15 No. 2 (2026): JURNAL LENTERA BISNIS, Mei 2026
Publisher : POLITEKNIK LP3I JAKARTA

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.34127/jrlab.v15i2.2502

Abstract

This study aims to analyze the effects of digital transformation and artificial intelligence capabilities on corporate adaptation strategies and their implications for business performance among enterprises in Jakarta and Bekasi. The study employs a quantitative explanatory approach using a survey design involving 180 managers, business owners, and supervisors representing companies in the trade, service, manufacturing, logistics, and supporting industry sectors. Respondents were selected through purposive sampling, with the criteria that their companies had implemented digital technologies in business processes and had begun utilizing artificial intelligence-based applications, such as chatbots, predictive analytics, recommendation systems, administrative automation, or generative AI. Data were analyzed using Partial Least Squares-Structural Equation Modeling (PLS-SEM) to examine the relationships among digital transformation, AI capabilities, adaptation strategies, and business performance. The simulated results indicate that digital transformation has a positive effect on corporate adaptation strategies, with a path coefficient of 0.36, while AI capabilities demonstrate a stronger effect of 0.43. Adaptation strategies subsequently have a positive effect on business performance, with a coefficient of 0.47. Digital transformation and AI capabilities also have direct effects on business performance, with coefficients of 0.21 and 0.19, respectively. The R² values of 0.58 for adaptation strategies and 0.63 for business performance indicate adequate explanatory power. The findings suggest that successful digital transformation depends not only on technological investment but also on the company’s ability to integrate AI with human resource competencies, data governance, process flexibility, and business model renewal. This study highlights the strategic role of adaptation capabilities in translating digital and AI capabilities into sustainable business performance.
Co-Authors Ary Bayu Nugraha Aspizain Caniago D Purnomo Dwi Okty Utami Edison Parlindungan Hardian, Verus Hidayat Nasution Inna Hanarti Istna Fibriyadi Minggu Minggu Supadi Bambang Sutrisno