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International Journal of Management Science
Published by Tinta Emas Publisher
ISSN : -     EISSN : 29880475     DOI : https://doi.org/10.59535/ijms
Core Subject : Science,
Decision Sciences, Operations Research & Management
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.
Arjuna Subject : Bisnis, Menejemen, dan Akutansi (semua kategori) - Perilaku Organisasi dan Menejemen Sumber Daya Manusia
Articles 35 Documents
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Hybrid Intelligence Between Humans and AI in Modern Business Operations: An Integrative Literature Review Van Nhan Nguyen; Nguyen Van Luc
International Journal of Management Science Vol. 4 No. 1 (2026): January-June
Publisher : Tinta Emas Publisher

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.59535/ijms.v4i1.658

Abstract

Artificial intelligence (AI) and generative AI are reshaping business operations by enabling Hybrid Intelligence, in which human judgment and machine intelligence are mobilized for organizational decision-making. Yet prior research remains fragmented, emphasizing automation, efficiency, and digital transformation more than the mechanisms through which humans and AI collaborate, how leadership roles change, and how such collaboration should be governed, particularly in the Vietnamese enterprise context. This study develops an integrative synthesis of the literature on Hybrid Intelligence, digital leadership, and AI-enabled business governance. An integrative literature review was conducted using structured document screening inspired by PRISMA guidelines. Publications from Scopus, Web of Science, Dimensions, Google Scholar, and PubMed were reviewed for the period 2016–April 2026. The synthesis shows that Hybrid Intelligence emerges from the complementary integration of AI’s capabilities in data processing, prediction, pattern recognition, and knowledge acceleration with human critical reasoning, strategic intuition, creativity, ethical judgment, and empathy. The findings also indicate a shift in leadership from hierarchical control toward ecosystem orchestration, where leaders define goals, interpret AI outputs, manage risks, and ensure responsible human–AI collaboration. Based on the reviewed literature, the study proposes a conceptual Hybrid Intelligence governance model comprising five components: AI capability, human capability, collaboration mechanisms, leadership transformation, and sustainable organizational performance. It also identifies key governance challenges, including hallucination, algorithmic bias, skill displacement, and overdependence on automated systems. Overall, the paper argues that sustainable enterprise value in the AI era depends not on replacing humans, but on designing accountable systems that integrate human and machine intelligence.
Managing Stress and Workload in High-Pressure Workplaces: The Mediating Role of the Work Environment in Enhancing Employee Performance Dian Arizona; Rosemary Onchi Daniel
International Journal of Management Science Vol. 4 No. 1 (2026): January-June
Publisher : Tinta Emas Publisher

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.59535/ijms.v4i1.659

Abstract

This study examines the effects of workload and job stress on employee performance in a high-pressure seafood processing context, with the work environment positioned as a mediating variable. Although workload and stress are widely discussed in human resource management, limited evidence explains how these factors operate through workplace conditions in labor-intensive manufacturing settings. A quantitative explanatory design was applied to all 110 employees of PT Kelola Mina Laut Plant 2 using a census sampling technique. Data were collected through a structured questionnaire and analyzed using partial least squares structural equation modeling (PLS-SEM) with SmartPLS 4.0. The measurement model confirmed adequate validity and reliability, with average variance extracted values ranging from 0.629 to 0.748, Cronbach’s alpha values between 0.899 and 0.952, and composite reliability values above 0.922. The structural model showed strong explanatory power, with R² values of 0.783 for the work environment and 0.808 for employee performance. Workload significantly affected employee performance (β = 0.299, p < 0.001) and the work environment (β = 0.436, p < 0.001). Job stress also significantly affected employee performance (β = 0.261, p = 0.004) and the work environment (β = 0.525, p < 0.001). The work environment significantly enhanced employee performance (β = 0.411, p < 0.001) and partially mediated both relationships. These findings indicate that workload and job stress are not inherently beneficial; their performance effects depend on a supportive, communicative, and well-structured work environment.
Job Demands, Self-Efficacy, and Employee Performance during Organizational Transformation: The Moderating Role of Employee Engagement at PT Telkom Regional 3 Annas Kharisma; B. Vineshkumar
International Journal of Management Science Vol. 4 No. 1 (2026): January-June
Publisher : Tinta Emas Publisher

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.59535/ijms.v4i1.672

Abstract

Background and aim: PT Telkom Regional 3 has experienced substantial organizational and work-process changes following the Five Bold Moves transformation, particularly fixed-mobile convergence and the migration of IndiHome operations to Telkomsel. These changes increased task complexity and created uneven performance across work units. This study examined the effects of job demands and self-efficacy on employee performance and tested whether employee engagement moderates both relationships. Method: A quantitative explanatory design was applied to 99 Band Position 3 employees using a census sampling approach. Data were collected through structured online and offline questionnaires and analyzed with partial least squares structural equation modeling (PLS-SEM) using SmartPLS. The measurement model was assessed through outer loadings, average variance extracted, composite reliability, Cronbach's alpha, and Fornell-Larcker discriminant validity. The structural model was evaluated through path coefficients, t-statistics, p-values, and R-square. Results and discussion: Job demands showed a negative but non-significant effect on employee performance, indicating that workload pressure alone did not directly explain performance variation. Self-efficacy had a positive and significant effect on employee performance. Employee engagement significantly weakened the negative job demands-performance relationship and strengthened the self-efficacy-performance relationship. Conclusion: Employee performance during transformation depends not only on workload intensity but also on employees' psychological capability and motivational engagement. PT Telkom Regional 3 should implement smart workload mapping, mastery-based self-efficacy development, and engagement-oriented leadership to sustain performance during restructuring.
Talent Management, Self-Efficacy, and Employee Performance: Intrinsic Motivation as a Mediating Mechanism among Grade III Employees in a State-Owned Fertilizer Company Putri Yulia Indrawati; Eka Agustiani; Tarek Mami
International Journal of Management Science Vol. 4 No. 1 (2026): January-June
Publisher : Tinta Emas Publisher

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.59535/ijms.v4i1.673

Abstract

Human-resource systems in state-owned manufacturing enterprises must sustain employee performance while managing workforce contraction, promotion pipelines, and rising competency demands. This study examines whether talent management and self-efficacy improve employee performance among Grade III employees of PT Petrokimia Gresik and whether intrinsic motivation explains these relationships. A quantitative explanatory design was applied using survey data from 153 Grade III employees. Talent management, self-efficacy, intrinsic motivation, and employee performance were measured using structured Likert-scale indicators adapted from validated organizational-behaviour instruments and company-specific performance practices. Data were analysed using partial least squares structural equation modelling (PLS-SEM), including indicator reliability, convergent validity, discriminant validity, composite reliability, R-square, predictive relevance, and mediation testing through bootstrapping. Talent management positively influenced employee performance and intrinsic motivation. Self-efficacy also showed positive effects on intrinsic motivation and employee performance. Intrinsic motivation significantly improved employee performance and mediated the effects of both talent management and self-efficacy on employee performance. The model explained 62.0% of the variance in employee performance and 52.6% of the variance in intrinsic motivation. Employee performance in the studied company is shaped by an integrated interaction between organizational talent practices, individual self-belief, and intrinsic motivational processes. Strengthening talent development, career mobility, recognition, and self-efficacy-oriented development can enhance performance through deeper internal motivation.
Teacher Self-Efficacy and Organizational Citizenship Behavior as Predictors of Teacher Performance in Public Vocational Schools: Evidence from Mataram City, Indonesia Nasrullah Nasrullah; Aloysius Ajab Amin; Hasim Hasim
International Journal of Management Science Vol. 4 No. 1 (2026): January-June
Publisher : Tinta Emas Publisher

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.59535/ijms.v4i1.674

Abstract

Teacher performance remains a central concern in vocational education because teachers are expected to translate technical curricula, classroom management, assessment, and student guidance into measurable learning outcomes. This study examined the effects of teacher self-efficacy and organizational citizenship behavior (OCB) on the performance of civil-servant teachers in public vocational schools in Mataram City, Indonesia. A quantitative ex post facto design was applied to a population of 354 teachers, from which 200 respondents were selected using proportional sampling based on Slovin's formula. Data were collected using structured Likert-scale questionnaires and analyzed through descriptive statistics, reliability testing, classical assumption testing, simple linear regression, and multiple linear regression. The results show that teacher self-efficacy positively and significantly predicted teacher performance (B = 0.129, t = 11.113, p = 0.003; adjusted R2 = 0.741). OCB also positively and significantly predicted teacher performance (B = 0.298, t = 9.541, p = 0.001; adjusted R2 = 0.408). When self-efficacy and OCB were entered simultaneously, the regression model remained significant (F = 22.922, p = 0.006; adjusted R2 = 0.619), indicating that personal efficacy beliefs and extra-role organizational behavior jointly explain a substantial proportion of teacher performance. These findings suggest that improving vocational-school teacher performance requires interventions that strengthen teachers' instructional confidence while also building a collaborative, prosocial, and school-supportive professional culture. The study contributes to educational management literature by integrating personal and organizational-behavioral predictors of teacher performance in a vocational-school context.

Page 4 of 4 | Total Record : 35

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