cover
Article Per Year (5 Year)
All
Home Page
OAI Link
Editorial Team
Contact
Reviewer
Google Scholar
Contact Name
Muhammad Muhajir Aminy
Contact Email
azeer.elkhawarizm@uinmataram.ac.id
Phone
+628970990790
Journal Mail Official
jed@uinmataram.ac.id
Editorial Address
Jl. Gajah Mada No. 100 Jempong Baru, Kec. Sekarbela, Kota Mataram, NTB, Indonesia
Location
Kota mataram,
Nusa tenggara barat
INDONESIA
Journal of Enterprise and Development (JED)
Published by Universitas Islam Negeri Mataram
ISSN : 27153118     EISSN : 26858258     DOI : https://doi.org/10.20414/jed
Core Subject : Economy,
Economics, Econometrics & Finance
Journal of Enterprise and Development (JED) (p-ISSN: 2715-3118/ e-ISSN: 2685-8258) is an international peer-reviewed journal that publishes high-quality research in economics, finance, management, entrepreneurship, and tourism, with a particular focus on enterprise development, innovation, public policy, and sustainable economic development. The journal promotes theoretically grounded, methodologically rigorous, and policy-relevant scholarship that contributes to academic debate and practical understanding of development issues in both emerging and developed economies.
Arjuna Subject : Ilmu Ekonomi, Ekonometrika dan Keuangan (semua kategori) - Ilmu Ekonomi, Ekonometrika dan Keuangan (Lain-Lain)
Articles 273 Documents
 24   25   26   27   28 
The Effects of ESG Disclosure, Intellectual Capital, and Environmental Costs on Firm Value: The Moderating Role of Profitability Rizki Risdianto; Susi Susilawati; Ridwan Saleh; Samukri Samukri; Maria Suryaningsih
Journal of Enterprise and Development (JED) Vol. 8 No. 2 (2026): May - August
Publisher : Faculty of Islamic Economics and Business of Universitas Islam Negeri Mataram

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.20414/jed.v8i2.15618

Abstract

Purpose: This study examines the effects of ESG disclosure, intellectual capital, and environmental costs on firm value. It also assesses the moderating role of profitability in companies listed on the Indonesia Stock Exchange.Method: This study employed a quantitative research design using panel data regression analysis. The sample was selected through purposive sampling and consisted of 90 companies during 2021-2024, resulting in 360 firm-year observations.Result: The empirical findings show that ESG disclosure, intellectual capital, environmental costs, and profitability do not significantly affect firm value. In addition, profitability does not moderate theeffects of ESG disclosure, intellectual capital, and environmental costs on firm value.Practical Implications for Economic Growth and Development: The findings indicate that the variables examined in this study do not significantly contribute to firm value. This suggests that the economic benefits of ESG disclosure, intellectual capital, environmental costs, and profitability have not been clearly reflected in market valuation. Therefore, further evaluation is needed to understand how these activities can create value that is recognized by investors.Originality/Value: This study contributes to the existing literature by examining profitability as a moderating variable in the relationships between ESG disclosure, intellectual capital, environmental costs, and firm value across several industry sectors in Indonesia.
How Reattachment to Work and Talent Retention Promote Proactive Behavior: The Mediating Role of Autonomous Motivation in Indonesia’s Leasing Industry Elga Vania Sihaloho; Dita Oki Berliyanti; B Medina Nilasari
Journal of Enterprise and Development (JED) Vol. 8 No. 2 (2026): May - August
Publisher : Faculty of Islamic Economics and Business of Universitas Islam Negeri Mataram

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.20414/jed.v8i2.16058

Abstract

Purpose: This study examines the effects of reattachment to work and talent retention on employees’ proactive behavior, with autonomous motivation serving as a mediating variable.Method: This study employed a quantitative research approach and used purposive sampling. Data were collected through structured questionnaires administered to full-time employees of leasing companies in Greater Jakarta who had at least one year of work experience. A total of 163 valid responses were analyzed using Structural Equation Modeling (SEM).Results: The findings indicate that reattachment to work and talent retention have significant positive effects on employees’ proactive behavior. Both variables also positively influence autonomous motivation, which, in turn, significantly enhances proactive behavior. Furthermore, autonomous motivation significantly mediates the relationship between reattachment to work and proactive behavior, as well as the relationship between talent retention and proactive behavior.Practical Implications for Economic Growth and Development: The findings demonstrate that strengthening employees’ psychological readiness to resume work and implementing effective talent retention practices can foster proactive behavior. These efforts may contribute to improved service quality, greater organizational competitiveness, and sustainable economic development.Originality/Value: This study integrates reattachment to work, talent retention, autonomous motivation, and proactive behavior into a unified conceptual model. It extends previous research by demonstrating the mediating role of autonomous motivation in explaining how employees’ psychological readiness and organizational talent retention practices foster proactive behavior. The study also provides empirical evidence from Indonesia’s leasing industry, a highly competitive sector that has received limited scholarly attention.
Enhancing Job Satisfaction through Organizational Support and Authentic Leadership in Machinery and Heavy Equipment Manufacturing: Work Engagement as a Mediator Nindya Putri Rachmandani; Dita Oki Berliyanti; B Medina Nilasari
Journal of Enterprise and Development (JED) Vol. 8 No. 2 (2026): May - August
Publisher : Faculty of Islamic Economics and Business of Universitas Islam Negeri Mataram

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.20414/jed.v8i2.16038

Abstract

Purpose: This study examines the effects of perceived organizational support and authentic leadership on job satisfaction among employees in the machinery and heavy equipment manufacturing industry, with work engagement serving as a mediating variable.Method: This quantitative study involved 238 employees from machinery and heavy equipment manufacturing companies in the Greater Jakarta area, Indonesia. Data were collected using a Likert-scale questionnaire and analyzed using Partial Least Squares Structural Equation Modeling (PLS-SEM).Result: The findings demonstrate that perceived organizational support has positive effects on both job satisfaction and work engagement. Authentic leadership has a positive direct effect on work engagement but does not directly affect job satisfaction. Furthermore, work engagement mediates the effects of both perceived organizational support and authentic leadership on job satisfaction.Practical Implications for Economic Growth and Development: Companies should strengthen organizational support, foster authentic leadership practices, and promote employee work engagement to improve job satisfaction. These initiatives may contribute to stronger organizational performance, improved productivity, and the achievement of organizational goals.Originality/Value: Unlike previous studies that have generally examined perceived organizational support and authentic leadership separately, this study integrates both variables into a single mediation model involving work engagement to explain job satisfaction. The findings reveal that authentic leadership influences job satisfaction only indirectly through work engagement.

Page 28 of 28 | Total Record : 273

 24   25   26   27   28 

Filter by Year

2019 2026


Reset
Filter By Issues
All Issue Vol. 8 No. 2 (2026): May - August Vol. 8 No. 1 (2026): January - April Vol. 7 No. 3 (2025): September - December Vol. 7 No. 2 (2025): May - August Vol. 7 No. 1 (2025): January - April Vol. 6 No. 3 (2024): Journal of Enterprise and Development (JED) Vol. 6 No. 2 (2024): Journal of Enterprise and Development (JED) Vol. 6 No. 1 (2024): Journal of Enterprise and Development (JED) Vol. 5 No. 3 (2023): Journal of Enterprise and Development (JED) Vol. 5 No. Special-Issue-2 (2023): Journal of Enterprise and Development (JED) Vol. 5 No. 2 (2023): Journal of Enterprise and Development (JED) Vol. 5 No. Special-Issue-1 (2023): Journal of Enterprise and Development (JED) Vol. 5 No. 1 (2023): Journal of Enterprise and Development (JED) Vol. 4 No. 2 (2022): Journal of Enterprise and Development (JED) Vol. 4 No. 1 (2022): Journal of Enterprise and Development (JED) Vol. 3 No. 2 (2021): Journal of Enterprise and Development (JED) Vol. 3 No. 1 (2021): Journal of Enterprise and Development (JED) Vol. 2 No. 2 (2020): Journal of Enterprise and Development (JED) Vol. 2 No. 1 (2020): Journal of Enterprise and Development (JED) Vol. 1 No. 2 (2019): Journal of Enterprise and Development (JED) More Issue