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INDONESIA
MABIS: Manajemen dan Bisnis
Published by Universitas Surabaya
ISSN : 14123789     EISSN : 24771783     DOI : http://dx.doi.org/10.24123
Core Subject : Economy, Social,
Economics, Econometrics & Finance Social Sciences
Manajemen & Bisnis (MABIS) is an open access journal with ISSN 1412-3789 and e-ISSN 2477-1783. The editorial board invites authors and experts to publish and share their ideas through scientific and empirical research in the field of Management and Business. The major objective of the publication is to improve theories, concepts, and practices in the field of management and business. The dissemination of research will enable young researchers, and practitioners to present and share their scientific empirical findings. We are going to be a bridge between theories and practices in management and business.
Arjuna Subject : Bisnis, Menejemen, dan Akutansi (semua kategori) - Bisnis, Menejemen, dan Akutansi (Lain-Lain)
Articles 543 Documents
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Financial technology and personal financial management: The mediating role of digital financial inclusion Ana Mufidah; Kamila Nur Afifah; Sumani Sumani
Manajemen dan Bisnis Vol 25, No 2 (2026): July 2026
Publisher : Department of Management - Faculty of Business and Economics. Universitas Surabaya.

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.24123/mabis.v25i2.1117

Abstract

Although financial technology has increased university students’ opportunity to use digital financial services, differences in their financial management behavior show that access alone does cannot guarantee good financial management. Therefore, this study examines whether digital financial inclusion plays a mediating role in association between financial technology and personal financial management. The sample for this research was 370 respondents. Data were analyzed using PLS-SEM. According to the outcomes of the study, there is an effect between financial technology on digital financial inclusion and personal financial management. Digital financial inclusion contributes substantially to personal financial management. Furthermore, digital financial inclusion has been shown to facilitate the relationship between connection between financial technology and personal financial management. This study enriches the literature on personal financial management behaviour, particularly by examining the contribution of financial technology and the mediating role of digital financial inclusion. The practical implication is that advancing digital financial inclusion via enhanced digital infrastructure, user-oriented financial platforms, and financial literacy support from policymakers and fintech providers can facilitate future financial planning and strengthen personal financial management.
Building small medium enterprise competitive advantage through situational leadership, digital marketing capabilities and innovation Muhammad Taufik; Valentino Aris; Rizal Bakri; Farida Islamiah; Husni Mubarak
Manajemen dan Bisnis Vol 25, No 3 (2026): November 2026 (Online First)
Publisher : Department of Management - Faculty of Business and Economics. Universitas Surabaya.

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.24123/mabis.v25i3.1159

Abstract

Small and medium enterprises increasingly need adaptive leadership and digital marketing capabilities to sustain competitiveness in dynamic digital markets. This study examines the influence of situational leadership and digital marketing capability on sustainable competitive advantage among SMEs in Makassar, with digital marketing innovation positioned as a mediating variable. Data were collected from 304 SME owners through a structured questionnaire and analyzed using Partial Least Squares Structural Equation Modeling (PLS-SEM). The findings reveal that situational leadership and digital marketing capability significantly enhance digital marketing innovation, with situational leadership emerging as the stronger determinant. Digital marketing innovation and situational leadership were found to exert significant positive effects on sustainable competitive advantage, while digital marketing capability showed no significant direct effect on competitive outcomes. Mediation analysis confirmed that digital marketing innovation significantly mediates both the relationship between digital marketing capability and situational leadership to sustainable competitive advantage. These results suggest that digital marketing capability functions as a strategic prerequisite rather than a direct driver of competitive advantage, and that its value is only realized when actively transformed into innovative marketing practices. The study contributes to the dynamic capabilities literature and extends situational leadership theory by demonstrating that adaptive leadership and digital capabilities must be channeled through innovation to generate sustainable competitive value in resource-constrained SME environments.
From strategy to implementation: a relational model of vertical-horizontal alignment in Indonesian financial services Andy Iskandar Iskandar; Elliot simangungsong; Eka Ardianto
Manajemen dan Bisnis Vol 25, No 2 (2026): July 2026
Publisher : Department of Management - Faculty of Business and Economics. Universitas Surabaya.

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.24123/mabis.v25i2.1126

Abstract

Vertical-horizontal strategy alignment is essential for translating top management's formulated strategy into coherent work priorities across hierarchical levels and organizational functions. However, limited research has explicitly examined the enabling factors of vertical-horizontal alignment and the relational mechanism through which these factors shape strategy implementation. This study aims to identify the key factors enabling vertical-horizontal alignment and to develop a relational model explaining how these factors jointly support strategy implementation. Adopting an interpretive qualitative approach and a multiple-case study design, the study draws on 20 semi-structured interviews with directors, general managers, and managers from four Indonesian financial services organizations. The findings reveal six core enablers: clear strategy, strong leader, strategic management office, management system, communication, and open discussion. These enablers do not operate in isolation but interact as a dynamic relational system in which clear strategy functions as the central integrative factor linking strategy formulation and implementation, while the entry point into the alignment process may vary across organizations. This study contributes to the strategy implementation literature by reframing vertical-horizontal alignment as a dynamic relational process. Practically, it provides a diagnostic basis for organizations seeking to strengthen cross-level and cross-functional alignment in strategy implementation.

Page 55 of 55 | Total Record : 543

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