International Journal of Management Science
The International Journal of Management Science aims to provide a platform for researchers, academics, and practitioners to contribute to the advancement of knowledge in the field of management science. The journal welcomes original research articles, theoretical papers, empirical studies, case analyses, and literature reviews that address various aspects of management across different industries and organizational settings. The focus and scope of The International Journal of Management Science include, but are not limited to, the following areas: Organizational Behavior: Studies examining individual and group behavior within organizations, including topics such as motivation, leadership, decision-making, and workplace diversity. Strategic Management: Research on the formulation, implementation, and evaluation of organizational strategies, including strategic planning, competitive analysis, and corporate governance. Operations Management: Investigations into the efficient and effective management of processes, resources, and supply chains, covering topics such as production planning, quality management, and logistics. Human Resource Management: Studies related to the management of human capital within organizations, including recruitment, training and development, performance appraisal, and employee relations. Marketing Management: Research on marketing strategies, consumer behavior, market research, branding, advertising, and product development. Financial Management: Analysis of financial decision-making, investment strategies, capital budgeting, risk management, and corporate finance. Innovation Management: Studies focusing on innovation processes, technology management, entrepreneurship, and organizational creativity. The International Journal of Management Science encourages interdisciplinary approaches and welcomes research that combines management science with other fields such as economics, sociology, psychology, and information systems. The journal emphasizes the practical implications and managerial relevance of research findings, aiming to bridge the gap between theory and practice in the field of management.
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<![CDATA[Leadership Ostracism Behavior and Counterproductive Work Behavior in Ethiopian Public Institutions: The Mediating Role of Moral Disengagement ]]>
<![CDATA[Hailie Gebremariam, Yohannis]]>;
<![CDATA[Devi, M.]]>
<![CDATA[ International Journal of Management Science Vol. 3 No. 2 (2025): July-December ]]>
Publisher : <![CDATA[Tinta Emas Publisher ]]>
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DOI: 10.59535/ijms.v3i2.571
<![CDATA[This study investigated the effect of Leadership Ostracism Behavior (LOB) on Counterproductive Work Behavior (CWB), emphasizing the mediating role of Moral Disengagement (MD) among public sector employees in the East Gojjam Zone, Amhara Region, Ethiopia. Using a quantitative, explanatory, cross-sectional design, data were collected from 397 public employees through validated Likert-scale questionnaires and analyzed using Structural Equation Modeling (SEM) in AMOS. Results revealed a negative direct effect of LOB on CWB, indicating that employees exposed to ostracizing leaders were initially less likely to engage in overt deviance, likely due to cultural norms emphasizing hierarchy and respect for authority. However, LOB exhibited a strong positive effect on Moral Disengagement (β = 0.53, p < .001), and MD, in turn, significantly increased CWB (β = 0.40, p < .001). Mediation analysis confirmed that MD fully mediates the relationship between LOB and CWB (indirect effect β = 0.21, p < .001), transforming leadership exclusion into delayed counterproductive behavior through moral rationalization. These findings highlight that while ostracism may suppress immediate retaliation, it erodes employees’ moral self-regulation, fostering cognitive justification for unethical acts. The study contributes to leadership and organizational behavior literature by demonstrating that the consequences of destructive leadership unfold through moral-cognitive mechanisms rather than direct behavioral responses. Practically, the results underscore the need for ethical leadership training, moral engagement programs, and inclusive communication structures within Ethiopia’s public institutions to mitigate the hidden costs of ostracizing leadership and promote ethical, high-performing workplaces.]]>
<![CDATA[Leadership Style and Motivation on The Performance of Managers in The Youth of Nahdlatul Wathan Sumbawa Besar Organization ]]>
<![CDATA[Listiyana Listiyana]]>;
<![CDATA[Djoko Soelistya]]>;
<![CDATA[Odigbo Ikechukwu Aloysius]]>;
<![CDATA[Amiruddin Ismail]]>
<![CDATA[ International Journal of Management Science Vol. 3 No. 2 (2025): July-December ]]>
Publisher : <![CDATA[Tinta Emas Publisher ]]>
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DOI: 10.59535/ijms.v3i2.624
<![CDATA[Many youth organizations, including the Youth of Nahdlatul Wathan (NW) Sumbawa Besar Organization, struggle to optimize managerial performance due to mismatched leadership styles and low member motivation, which reduce operational effectiveness and productivity, underscoring the need to evaluate how leadership style impacts performance by improving motivation. This study aims to analyze the impact of leadership style on managerial performance, both directly and indirectly through motivation as a mediating variable. Using a quantitative approach, data were collected via a Likert scale-based questionnaire from 51 administrators in Sumbawa Besar Regency and analyzed using SEM-PLS. The results indicate that leadership style significantly affects managerial performance and notably boosts member motivation, which in turn enhances managerial performance. This finding confirms the mediating role of motivation in the relationship between leadership and performance. Therefore, the implementation of adaptive leadership styles and member empowerment is essential for improving the operational effectiveness of organizations. In the Youth of NW Sumbawa Besar Organization, motivation plays a vital role as a mediator that amplifies the influence of leadership style on managerial performance, extending its effects beyond direct impact. This finding has not been documented in prior studies concerning the Youth of NW Sumbawa Besar Organization. The implications of this study offer a practical framework for youth organization managers to create leadership training programs aimed at boosting motivation.]]>
<![CDATA[The Consumer Dilemma Resolved!: The Significance of Purchase Choices in Succeeding in the Wedding Organizer Services Competition ]]>
<![CDATA[Elfara Rafida Zahra]]>;
<![CDATA[Ulfah Intan Fauzi]]>;
<![CDATA[Martin Salim]]>
<![CDATA[ International Journal of Management Science Vol. 3 No. 2 (2025): July-December ]]>
Publisher : <![CDATA[Tinta Emas Publisher ]]>
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DOI: 10.59535/ijms.v3i2.625
<![CDATA[This study aims to determine the effect of service quality and price on customer satisfaction mediated by purchasing decisions for wedding organizer services. This study uses a quantitative approach with a random sampling method. Data collection techniques in this study, use questionnaire techniques, and the measurement scale used is the Likert scale. The population and sample in this study were consumers who had used wedding organizer services totaling 100 respondents. The results showed that service quality and price, as well as purchasing decisions affect customer satisfaction, service quality, and price affect purchasing decisions, service quality and price affect customer satisfaction through purchasing decisions as mediation. Based on the results of the hypothesis, the value of service quality on customer satisfaction is greater than the hypothesis of service quality on customer satisfaction through mediation of purchasing decisions, this indicates a partial mediating effect. Price has a positive and significant effect on customer satisfaction through the mediation of purchasing decisions, based on the results of the price hypothesis, the value on customer satisfaction is greater than the price hypothesis on customer satisfaction through the mediation of purchasing decisions, this indicates a partial mediating effect. This research is interesting because of the different approach, considering the price aspect according to the client's needs and budget rather than a fixed package. In addition, this research shows that staff should empathize with clients, which has been lacking.]]>
<![CDATA[Job Satisfaction Mediates How Management Information Systems and Work Professionalism Shape Employee Performance in West Nusa Tenggara’s Industry Department ]]>
<![CDATA[Putri Ainayah Alfatihah]]>;
<![CDATA[Thatok Asmony]]>;
<![CDATA[Waraporn Jirachiefpattana]]>
<![CDATA[ International Journal of Management Science Vol. 3 No. 2 (2025): July-December ]]>
Publisher : <![CDATA[Tinta Emas Publisher ]]>
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DOI: 10.59535/ijms.v3i2.627
<![CDATA[This study aims to analyze and prove the influence of management information systems and work professionalism on employee performance with job satisfaction as an intervening variable at the West Nusa Tenggara (NTB) Provincial Industrial Office. This study uses a quantitative approach involving 50 respondents as a sample. Data were collected through questionnaires and analyzed using the SmartPLS 4.0 analysis tool. The results show that management information systems have a significant effect on job satisfaction, work professionalism has a significant effect on job satisfaction, management information systems have a significant effect on employee performance, and work professionalism has a significant effect on employee performance. However, job satisfaction does not have a significant effect on employee performance. This finding implies that improving management information systems and work professionalism can directly improve employee performance, although job satisfaction is not a determining factor in improving performance. This study contributes to understanding the dynamics of factors that influence employee performance in the public sector, especially in the NTB Provincial Industrial Office.]]>
<![CDATA[Analysis of the "Zero Defects" Management Strategy in Improving the Quality of Inpatient Care Based on Crosby's 6 C Theory: A Case Study at Tongas Regional Hospital, Probolinggo Regency ]]>
<![CDATA[Nindi Elis]]>;
<![CDATA[Chusnuz Zaki]]>;
<![CDATA[Victor Anaya]]>
<![CDATA[ International Journal of Management Science Vol. 3 No. 2 (2025): July-December ]]>
Publisher : <![CDATA[Tinta Emas Publisher ]]>
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DOI: 10.59535/ijms.v3i2.636
<![CDATA[This study focuses on the implementation of this strategy at RSUD Tongas in Probolinggo Regency, identifying challenges, and proposing solutions to optimize its implementation. The research employs a qualitative descriptive approach, emphasizing a deep understanding of the strategy's effectiveness. Data were collected through interviews, observations, and documentation from both primary and secondary sources. The "Zero Defects" management strategy based on Crosby's 6C theory has been well implemented at RSUD Tongas, focusing on eliminating errors in every aspect of inpatient care. This approach involves all staff, supported by strong management commitment, and includes intensive training, effective communication, and the formation of special teams to monitor and improve processes. Supporting factors include leadership commitment and an organizational culture that encourages innovation, while obstacles include resistance to change and limited resources. To overcome these challenges, RSUD Tongas needs to develop a more comprehensive quality assurance system and involve patients as partners in service improvement.]]>
