cover
Article Per Year (5 Year)
All
Home Page
OAI Link
Editorial Team
Contact
Reviewer
Google Scholar
Contact Name
Muhammad Ali Fikri
Contact Email
muhammad.fikri@mgm.uad.ac.id
Phone
+628122993530
Journal Mail Official
fokus@mgm.uad.ac.id
Editorial Address
Jalan Kapas 9 Semaki Yogyakarta
Location
Kota yogyakarta,
Daerah istimewa yogyakarta
INDONESIA
Jurnal Fokus Manajemen Bisnis
Published by Universitas Ahmad Dahlan
ISSN : 20884079     EISSN : 27160521     DOI : 10.12928
Core Subject : Economy, Humanities, Science, Social,
Humanities Decision Sciences, Operations Research & Management Economics, Econometrics & Finance Social Sciences
FOKUS Jurnal Manajemen Bisnis mencakup penelitian yang berkaitan dengan: 1. Manajemen Pemasaran 2. Manajemen Keuangan dan Perbankan 3. Manajemen Sumber Daya Manusia 4. Manajemen Operasi 5. Manajemen Strategik 6. Manajemen Pengetahuan 7. Bisnis, Inovasi, Ekonomi. 8. Kewirausahaan 9. Manajemen Syariah
Arjuna Subject : Bisnis, Menejemen, dan Akutansi (semua kategori) - Bisnis, Menejemen, dan Akutansi (Lain-Lain)
Articles 3 Documents
 1 
Search results for , issue "Vol. 16 No. 1 (2026)" : 3 Documents clear
Formulation of community driven business strategies for MSMEs using SWOT and QSPM Mulyadi, Musa; Asnawi, Yudha Heryawan; Daryanto, Heny Kuswanti
Jurnal Fokus Manajemen Bisnis Vol. 16 No. 1 (2026)
Publisher : Universitas Ahmad Dahlan

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.12928/fokus.v16i1.14779

Abstract

This study aims to formulate community-based business strategies for micro, small, and medium enterprises in the garment and doll sectors in Caringin, Bogor, Indonesia. Although micro, small, and medium enterprises in this area have significant potential, many still perform suboptimally despite abundant resources and opportunities. This study uses a qualitative case study design and methodology that combines forum group discussions, questionnaires, and strategic analysis using the strengths, weaknesses, opportunities, threats and quantitative strategic planning matrix. The research sample consists of 13 micro, small, and medium enterprises actors involved in the Caringin micro, small, and medium enterprises forum. The findings indicate that while micro, small, and medium enterprises have significant strengths in skilled labor and the quality of local raw materials, they face challenges in digital marketing, financial management, and limited production capacity. The formulated strategies include enhancing digital literacy, leveraging online platforms for marketing and sales, and developing products that leverage local design differentiation. The theoretical contribution of this study lies in applying participatory development theory to formulate community-based strategies for the micro, small, and medium enterprises sector, particularly in similar regions. Practically, this research provides more relevant and practical strategic guidance for micro, small, and medium enterprises to optimize their potential. This study fills a gap in the existing literature by providing new insights into the role of the community in formulating micro, small, and medium enterprises business strategies.
Empowering MSMEs agility: A microfoundational perspective linking human capital and dynamic managerial capability Kusumawijaya, Ida Ketut; Astuti, Partiwi Dwi; Wartana, I Made Hedy; Adi, I Ketut Yudana
Jurnal Fokus Manajemen Bisnis Vol. 16 No. 1 (2026)
Publisher : Universitas Ahmad Dahlan

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.12928/fokus.v16i1.14846

Abstract

Human capital, dynamic managerial capability, and organizational agility are increasingly recognized as key enablers of strategic adaptation for micro, small, and medium enterprises, particularly in volatile environments. However, the pathway through which human capital fosters organizational agility remains insufficiently examined. This study investigates the mediating role of dynamic managerial capability in the relationship between human capital and organizational agility within micro, small, and medium enterprises in Bali, Indonesia. Adopting a quantitative approach, data were collected from 131 micro, small, and medium enterprises managers using structured questionnaires, employing a proportionate random sampling technique. The relationships among constructs were analyzed using variance-based structural equation model-partial least square, including measurement and structural model evaluation. The findings indicate that while human capital strongly influences dynamic managerial capability, its direct effect on organizational agility is weak. Mediation analysis confirms that dynamic managerial capability mediates the effect of human capital on agility. These results underscore that organizational agility in micro, small, and medium enterprises is realized not merely through the presence of human capital, but through its activation via dynamic managerial capability. This research provides empirical evidence for the microfoundational role of dynamic managerial capability in translating human resources into agile organizational performance, advances strategic capability theory, and offers practical insights for capability development in emerging economies.
Examining the succession process in family businesses: A case study of a catering business Refli, Raki Zikra; Anggadwita, Grisna; Agarwal, Sucheta
Jurnal Fokus Manajemen Bisnis Vol. 16 No. 1 (2026)
Publisher : Universitas Ahmad Dahlan

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.12928/fokus.v16i1.15002

Abstract

This study explores succession planning to ensure the long-term sustainability of family businesses, a critical issue given the high failure rate linked to ineffective leadership transitions. Focusing on Sedap Catering, a family business established in 1987 in Bandung, West Java, Indonesia, the research aims to analyze the stages and dynamics of succession, specifically how the founding generation applies strategies to potential successors. Family businesses are crucial to the Indonesian economy, but they often face challenges in maintaining leadership continuity. Theoretical frameworks include family business theory, succession planning, and stewardship theory, offering insights into the motivations of family leaders during the succession process. A qualitative approach is used with a single case study, involving in-depth interviews, observations, and document studies. Five key respondents were selected through purposive sampling. Data analysis is conducted using thematic analysis, triangulation, and member checking to ensure reliability. The results show that Sedap Catering’s succession process is informal yet structured, reflecting the family’s values of trust, continuity, and service quality. Successors are selected based on character, competence, and commitment, with gradual integration into the business and continuous evaluation. This method ensures smooth leadership transfer, strong employee loyalty, and family harmony. The study provides practical insights for family businesses in Indonesia and contributes to academic understanding of succession planning.

Page 1 of 1 | Total Record : 3

 1 

Filter by Year

2026 2026


Reset
Filter By Issues
All Issue Vol. 16 No. 1 (2026) Vol. 15 No. 2 (2025) Vol. 15 No. 1 (2025) Vol. 14 No. 2 (2024) Vol. 14 No. 1 (2024) Vol. 13 No. 2 (2023) Vol. 13 No. 1 (2023) Vol. 12 No. 2 (2022) Vol. 12 No. 1 (2022) Vol. 11 No. 2 (2021) Vol 11, No 2 (2021) Vol 11, No 1 (2021) Vol. 11 No. 1 (2021) Vol 10, No 2 (2020) Vol. 10 No. 2 (2020) Vol 10, No 1 (2020) Vol. 10 No. 1 (2020) Vol. 9 No. 2 (2019) Vol 9, No 2 (2019) Vol 9, No 1 (2019) Vol. 9 No. 1 (2019) Vol. 8 No. 2 (2018) Vol 8, No 2 (2018) Vol 8, No 1 (2018) Vol. 8 No. 1 (2018) Vol. 7 No. 2 (2017) Vol 7, No 2 (2017) Vol 7, No 1 (2017) Vol. 7 No. 1 (2017) Vol 6, No 2 (2016) Vol. 6 No. 2 (2016) Vol. 6 No. 1 (2016) Vol 6, No 1 (2016) Vol 5, No 2 (2015) Vol. 5 No. 2 (2015) Vol. 5 No. 1 (2015) Vol 5, No 1 (2015) Vol 4, No 2 (2014) Vol. 4 No. 2 (2014) Vol 4, No 1 (2014) Vol. 4 No. 1 (2014) Vol 3, No 2 (2013) Vol. 3 No. 2 (2013) Vol. 3 No. 1 (2013) Vol 3, No 1 (2013) Vol 2, No 2 (2012) Vol. 2 No. 2 (2012) Vol. 2 No. 1 (2012) Vol 2, No 1 (2012) Vol 1, No 2 (2011) Vol. 1 No. 2 (2011) Vol 1, No 1 (2011) Vol. 1 No. 1 (2011) More Issue