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DEDDY IBRAHIM RAUF
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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 4 Documents
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Search results for , issue "Vol. 3 No. 7 (2026): January" : 4 Documents clear
The Impact of Corporate Governance Mechanisms on Strategic Risk Management and Firm Performance Nurzianti, Rahma; Rahmaddian, Tosi; Hadi, Mokhamad Yaurizqika
Journal Management & Economics Review (JUMPER) Vol. 3 No. 7 (2026): January
Publisher : Malaqbi Publisher

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.59971/jumper.v3i7.827

Abstract

This study investigates the impact of corporate governance mechanisms on strategic risk management (SRM) and firm performance, with SRM examined as a mediating variable. Using a quantitative approach and Partial Least Squares Structural Equation Modeling (PLS-SEM), data were collected from managerial-level respondents across firms operating in dynamic and high-risk environments. The results reveal that board independence and board expertise significantly enhance SRM practices, underscoring the role of effective oversight and domain knowledge in shaping strategic responses to risk. SRM is also found to have a strong positive effect on firm performance, demonstrating its strategic value in improving organizational resilience and competitive advantage. However, board independence, board expertise, and board size show no direct effect on firm performance, indicating that governance mechanisms influence outcomes primarily through risk management processes rather than direct governance intervention. Board size also exhibits no significant relationship with SRM, suggesting that capability and functional effectiveness matter more than structural characteristics. Furthermore, SRM significantly mediates the relationships between board independence and firm performance, and between board expertise and firm performance, confirming its role as a crucial conduit through which governance affects organizational results. Overall, the findings reinforce the importance of aligning governance quality with strategic risk practices to enhance firm performance in increasingly unpredictable business environments.
Strategic Agility and Organizational Resilience: How Adaptive Strategies Drive Business Continuity in Dynamic Environments Artis; Jalaluddin, T.; Primasari, Niken Savitri; Coryanata, Isma
Journal Management & Economics Review (JUMPER) Vol. 3 No. 7 (2026): January
Publisher : Malaqbi Publisher

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.59971/jumper.v3i7.849

Abstract

This study examines the role of strategic agility in enhancing organizational resilience and ensuring business continuity within dynamic and uncertain environments. Drawing on dynamic capability theory, the research investigates how adaptive strategies—such as rapid decision-making, resource flexibility, and proactive sensing—enable organizations to withstand disruptions and maintain operations. Using a quantitative research design with structural equation modeling (SEM), the findings reveal that strategic agility exerts a significant positive effect on both organizational resilience and business continuity. Additionally, organizational resilience is shown to strongly influence business continuity and mediates the relationship between strategic agility and continuity outcomes. These results demonstrate that agility enables organizations to anticipate change, while resilience operationalizes these capabilities to absorb shocks and recover effectively. The model exhibits strong explanatory power and robust validity, reinforcing the interdependence between agility and resilience as essential strategic capabilities. This study contributes to the literature by offering an integrated framework for understanding how adaptive strategies enhance organizational stability and performance in volatile contexts. Practical implications are also provided to guide leaders in embedding agility and resilience into strategic planning and operational processes.
The Influence of Transformational Leadership, Employee Engagement, and Organizational Culture on Innovation Performance Lambe, Kristian Hoegh Pride; Hakim, Latifa Dinar Rahmani; Yusuf, Ramdan; Susilowati, Eko Meiningsih
Journal Management & Economics Review (JUMPER) Vol. 3 No. 7 (2026): January
Publisher : Malaqbi Publisher

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.59971/jumper.v3i7.860

Abstract

Innovation performance has become a critical determinant of organizational competitiveness in increasingly dynamic and uncertain environments. This study investigates the influence of transformational leadership, employee engagement, and organizational culture on innovation performance, with particular emphasis on the mediating role of employee engagement and the moderating role of organizational culture. Using a quantitative, explanatory research design, data were collected through a structured questionnaire from 268 full-time employees across medium and large organizations in innovation-driven sectors. Partial Least Squares Structural Equation Modeling (PLS-SEM) was employed to test the proposed hypotheses. The results indicate that transformational leadership has a significant positive effect on both employee engagement and innovation performance. Employee engagement is also found to positively influence innovation performance and partially mediates the relationship between transformational leadership and innovation performance. Additionally, organizational culture significantly moderates the relationships between transformational leadership and innovation performance, as well as between employee engagement and innovation performance, such that these relationships are stronger in innovation-supportive cultures. The findings highlight the importance of aligning leadership practices, employee engagement initiatives, and organizational culture to achieve sustainable innovation outcomes. This study contributes to the leadership and innovation literature by offering an integrated empirical framework and provides practical implications for organizations seeking to enhance innovation performance through human and cultural factors.
The Role of Knowledge Management Capabilities in Enhancing Organizational Learning and Decision-Making Quality Damayanti, Gita; Hartono, Sri; Azzahro, Afriyani Mabruka; Durya, Ngurah Pandji Mertha Agung
Journal Management & Economics Review (JUMPER) Vol. 3 No. 7 (2026): January
Publisher : Malaqbi Publisher

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.59971/jumper.v3i7.874

Abstract

In an increasingly knowledge-driven and uncertain business environment, organizations are required to continuously learn and make high-quality decisions to sustain competitiveness and long-term performance. This study investigates the role of knowledge management capabilities in enhancing organizational learning and decision-making quality, with organizational learning positioned as a mediating mechanism. Using a quantitative research design, data were collected through a cross-sectional survey of employees working in knowledge-intensive organizations. The proposed research model was tested using Partial Least Squares Structural Equation Modeling (PLS-SEM). The results reveal that knowledge management capabilities have a significant positive effect on organizational learning and decision-making quality. Furthermore, organizational learning significantly enhances decision-making quality and partially mediates the relationship between knowledge management capabilities and decision-making quality. These findings highlight that effective knowledge management not only provides direct informational support for decision making but also strengthens organizational learning processes that transform knowledge into improved decision outcomes. This study contributes to the knowledge-based view and organizational learning literature by offering an integrated framework that explains how knowledge management capabilities create value through learning and decision-making quality. From a practical perspective, the results suggest that organizations should strategically invest in both knowledge management systems and learning-oriented cultures to enhance decision effectiveness in dynamic environments.

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