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DEDDY IBRAHIM RAUF
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Jl. Batua Raya IX Lr. 3 No. 18a
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INDONESIA
(JUMPER)
Published by PT. Maju Malaqbi Makkarana
ISSN : -     EISSN : 29883784     DOI : 10.59971/jumper
Core Subject : Economy, Humanities, Social,
Humanities Economics, Econometrics & Finance Social Sciences
Journal Management & Economics Review : JUMPER is a journal for publishing research results on business decisions, processes and activities in actual business settings. Theoretical and empirical advances in buyer behavior, finance, organizational theory and behavior, marketing, risk and insurance and international business are regularly evaluated. Published for executives, researchers and scholars, the Journal helps apply empirical research to practical situations and theoretical findings to the realities of the business world.
Arjuna Subject : Bisnis, Menejemen, dan Akutansi (semua kategori) - Bisnis, Menejemen, dan Akutansi (Lain-Lain)
Articles 5 Documents
 1 
Search results for , issue "Vol. 3 No. 4 (2025): October" : 5 Documents clear
The Influence Of Organizational Commitment, Job Satisfaction, and Leadership Support on Employee Retention Farawowan, Fauziah F.; Damanik, Lisa Gresti Sella; Tulak, Grace Tedy
Journal Management & Economics Review (JUMPER) Vol. 3 No. 4 (2025): October
Publisher : Malaqbi Publisher

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.59971/jumper.v3i4.704

Abstract

Employee retention has become a critical issue for organizations in today’s highly competitive business environment. High turnover rates not only increase recruitment and training costs but also disrupt organizational stability and long-term performance. This study examines the influence of organizational commitment, job satisfaction, and leadership support on employee retention. Using a quantitative research approach with survey data collected from employees across various sectors, statistical analyses were conducted to evaluate the relationships among these variables. The findings reveal that organizational commitment, job satisfaction, and leadership support each have significant positive effects on employee retention, both individually and collectively. Employees who are emotionally committed, satisfied with their work conditions, and supported by their leaders are more likely to remain within the organization. The results confirm the relevance of Social Exchange Theory, Herzberg’s Two-Factor Theory, and Leader-Member Exchange Theory in explaining employee retention behavior. Practically, the study underscores the importance of developing integrated human resource strategies that foster organizational commitment, enhance job satisfaction, and strengthen leadership support to reduce turnover. Limitations and recommendations for future research are also discussed, including the need for longitudinal studies and the exploration of additional variables such as organizational culture and work-life balance.
The Role of Organizational Learning, Knowledge Sharing, and Innovation Capability on Firm Performance Anshori, Mochammad Isa; Kamil, Ahmad; Sukardi; Aminah, Siti
Journal Management & Economics Review (JUMPER) Vol. 3 No. 4 (2025): October
Publisher : Malaqbi Publisher

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.59971/jumper.v3i4.705

Abstract

This study investigates the role of organizational learning, knowledge sharing, and innovation capability in influencing firm performance. Drawing on the knowledge-based view and resource-based view, the research examines how these intangible capabilities contribute to organizational success in dynamic and competitive environments. Using a quantitative approach, data were collected from firms across diverse industries and analyzed through multiple regression analysis. The results demonstrate that organizational learning, knowledge sharing, and innovation capability each have a significant positive effect on firm performance, with innovation capability exerting the strongest influence. Furthermore, the findings highlight the synergistic relationship among these variables, indicating that organizational learning and knowledge sharing serve as critical enablers of innovation capability, which in turn drives superior performance outcomes. The study contributes to theoretical discourse by integrating these constructs into a unified framework and provides practical insights for managers on the importance of fostering learning systems, promoting knowledge exchange, and investing in innovation as strategic priorities. Implications, limitations, and directions for future research are also discussed
Effect of Price Perception, Brand Trust, and Product Quality on Consumer Buying Behavior Yuliastuti, Hilda
Journal Management & Economics Review (JUMPER) Vol. 3 No. 4 (2025): October
Publisher : Malaqbi Publisher

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.59971/jumper.v3i4.706

Abstract

This study examines the effect of price perception, brand trust, and product quality on consumer buying behavior. Using a quantitative approach with a sample of 150 respondents, data were analyzed through multiple regression to assess the individual and simultaneous influence of the three independent variables. The findings reveal that price perception, brand trust, and product quality each have a significant positive impact on consumer buying behavior, with all variables collectively explaining a substantial proportion of the variance in purchase decisions. These results highlight that consumers are more likely to engage in buying behavior when they perceive prices as fair, have trust in the brand, and evaluate the product as high quality. Theoretically, the findings align with the Stimulus-Organism-Response (S-O-R) framework, demonstrating that external factors such as price, trust, and quality act as stimuli shaping consumer evaluations and responses. Managerially, the study emphasizes the importance of integrating value-based pricing strategies, building and maintaining brand trust, and consistently delivering superior product quality to drive consumer purchasing decisions.
Negotiation and Resilience: Human Resource Management Transformation in Coastal MSMEs of South Sulawesi Burhanuddin
Journal Management & Economics Review (JUMPER) Vol. 3 No. 4 (2025): October
Publisher : Malaqbi Publisher

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.59971/jumper.v3i4.438

Abstract

This qualitative study investigates the transformation of Human Resource Management (HRM) practices in community-based MSMEs in the coastal areas of South Sulawesi. Using an exploratory approach with in-depth interviews, observations, and document reviews involving 20 participants, the research reveals five key themes of HRM transformation: (1) negotiated formalization, where formal HR elements are flexibly adopted considering kinship ties; (2) relational performance systems emphasizing collective assessment mechanisms; (3) youth-mediated digital adoption; (4) crisis-driven safety and wellbeing practices; and (5) financing constraints limiting human capital investments. The findings demonstrate that HRM transformation does not follow standard corporate models but rather constitutes a hybridization process where formal practices are adapted within community norms. The study concludes that effective support for coastal MSMEs requires multidimensional approaches that respect local cultural logics, leverage youth as digital mediators, and address structural financing constraints.
The meaning of Pangngadakkang in HRM practice: ethnographic study on creative SMEs in Toraja Dipoatmodjo, Tenri Sayu Puspitaningsih
Journal Management & Economics Review (JUMPER) Vol. 3 No. 4 (2025): October
Publisher : Malaqbi Publisher

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.59971/jumper.v3i4.713

Abstract

This study explores the role of pangngadakkang—a Torajan cultural value centered on upliftment, respect, and mutual nurturance—in shaping human resource management (HRM) practices within creative micro, small, and medium enterprises (MSMEs) in Toraja, Indonesia. Using an ethnographic qualitative approach, data were collected over eight months through participant observation, semi-structured interviews, focus group discussions, and document analysis involving four creative MSMEs. The findings reveal pangngadakkang as an operative cultural grammar that redefines HRM across five themes: ethical leadership as moral custodianship, kinship-based recruitment and apprenticeship, ritualized workplace civility, moral economies of compensation, and youth-mediated technological modernization. These practices highlight a hybrid model of HRM that integrates modern business demands with deeply embedded cultural norms, fostering organizational resilience and worker dignity. However, tensions arise between cultural obligations and economic pressures, particularly in scaling enterprises and accessing formal finance. The study concludes that culturally informed HRM interventions, co-designed with communities and leveraging intergenerational knowledge exchanges, are essential to sustain Toraja’s creative industries. This research contributes to decolonizing HRM theory by foregrounding indigenous values as foundational to ethical and effective people management.

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