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LEMBAGA PENGEMBANGAN MANAJEMEN DAN PUBLIKASI IMPERIUM Office Address: 18 Office Park Lantai 25, Suite A2, Jl. TB Simatupang No. 18, Kebagusan, Pasar Minggu, Jakarta Selatan Indonesia - 12520.
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INDONESIA
Jurnal Riset Manajemen dan Bisnis
Published by Lembaga Pengembangan Manajemen dan Publikasi Imperium
ISSN : -     EISSN : 27985911     DOI : https://doi.org/10.36407/jrmb
Core Subject : Economy, Science, Social,
Decision Sciences, Operations Research & Management Economics, Econometrics & Finance Social Sciences
Jurnal Riset Manajemen dan Bisnis is intended to be the journal for publishing articles reporting the results of research on Business Management. The journal will focus on providing quality research in the areas of Business Management. The goal of the journal is to cover topics that are paramount in HR management, marketing, and finance. Accordingly, papers that focus on emerging and interdisciplinary topics are encouraged.
Arjuna Subject : Bisnis, Menejemen, dan Akutansi (semua kategori) - Bisnis, Menejemen, dan Akutansi (Lain-Lain)
Articles 2 Documents
 1 
Search results for , issue "vol. 8 no. 2 (2023)" : 2 Documents clear
Model keterkaitan resource–capability–market forces terhadap pembentukan strategi bersaing dan hasil kinerja perusahaan Triyono Arief Wahyudi
Jurnal Riset Manajemen dan Bisnis Vol. 8 No. 2 (2023)
Publisher : Lembaga Pengembangan Manajemen dan Publikasi Imperium

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.36407/jrmb.v8i2.1119

Abstract

This study analyzes the influence of company resources, capabilities, customers, and competitors on competitive strategy and firm performance. A quantitative approach was employed, involving 78 senior employees from service companies in DKI Jakarta. Data were collected through questionnaires and analyzed using multiple regression analysis after validating instrument reliability and classical assumptions. The findings reveal that while company resources and customer-related factors do not significantly affect competitive strategy, capabilities and competitor-related factors exert significant positive influences. Furthermore, competitive strategy significantly enhances company performance. These results highlight that capabilities and competitive awareness are more critical than resource ownership alone in shaping effective strategies. Practically, service firms should prioritize capability development—such as employee training and innovation processes—and strengthen competitor monitoring to improve strategic responsiveness. Policymakers and industry associations may also support sector competitiveness through capability-building programs and knowledge-sharing platforms
Innovative work behavior and turnover intention: A conceptual model Hendryadi Hendryadi
Jurnal Riset Manajemen dan Bisnis Vol. 8 No. 2 (2023)
Publisher : Lembaga Pengembangan Manajemen dan Publikasi Imperium

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.36407/jrmb.v8i2.1153

Abstract

This article develops a conceptual framework to examine the dual effect of Innovative Work Behavior (IWB) on Turnover Intention (TI), recognizing that innovation can both reduce and increase employees' desire to leave an organization depending on contextual conditions. Drawing on multiple theoretical perspectives—including Social Exchange Theory, the Job Demands-Resources (JD-R) Model, Self-Determination Theory, Leader-Member Exchange (LMX) Theory, Affective Events Theory, and Organizational Justice Theory—the proposed framework identifies key mediating mechanisms (LMX, work engagement, organizational commitment, and job satisfaction) that explain how IWB influences turnover intention, as well as critical moderating factors (perceived organizational support, distributive fairness, and organizational culture) that shape the strength and direction of this relationship. The framework acknowledges that while IWB can enhance employee retention when supported and recognized, it may also increase turnover intention in contexts characterized by hierarchical cultures, low support, or unfair reward systems. By integrating both the bright and dark sides of innovation, this conceptual paper contributes to a more nuanced understanding of the relationship between IWB turnover intention. It provides a foundation for future empirical testing. The framework offers practical implications for public service organizations and other contexts seeking to balance innovation promotion with employee satisfaction and stability.

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