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Nida Garnida Fitrianti.
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Kriez Academy
Published by Yayasan Kreatif Indonesia Emas
ISSN : 30318025     EISSN : -     DOI : -
Core Subject : Economy, Science, Social, Engineering,
Computer Science & IT Decision Sciences, Operations Research & Management Economics, Econometrics & Finance Industrial & Manufacturing Engineering Social Sciences
KRIEZ ACADEMY as a journal that places community development and service as its main focus, is pleased to receive research articles from community service projects. We invite researchers, academics, and practitioners to contribute with research that is not only academically orientated but also has a direct impact on the development and service of communities in Indonesia.
Arjuna Subject : Bisnis, Menejemen, dan Akutansi (semua kategori) - Bisnis, Menejemen, dan Akutansi (Lain-Lain)
Articles 87 Documents
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Customer Loyalty Strategy in Cooperative-Based Financial Services: Building Community Trust Kosasih
KRIEZ ACADEMY : Journal of development and community service Vol. 2 No. 3 (2025): Kriez Academy - March
Publisher : Yayasan Kreatif Indonesia Emas

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Abstract

Background: Customer Loyalty Strategy in Cooperative-Based Financial Services: Building Community Trust has practical relevance for community-facing organizations because visible activity does not necessarily translate into durable organizational or stakeholder outcomes. In cooperative-based financial services: building community trust, managers must coordinate service promises, account information, pricing or margin rules, repayment arrangements, complaints, and digital transactions while responding to expectations from members, frontline employees, managers, and community partners. A program may expand reach or participation and still underperform when responsibilities are unclear, information is fragmented, or uneven service. Aims: This article develops a capability-based framework explaining how customer loyalty strategy may contribute to loyalty, retention, and repeat use. It distinguishes simple activity from coordinated capability and identifies boundary conditions that can weaken otherwise positive relationships. Research Method: The paper uses an integrative conceptual review of established literature relevant to the focal domain, organizational capabilities, stakeholder relationships, and learning. It does not claim primary survey, interview, experimental, or transaction data. Results and Conclusion: The synthesis identifies four mutually dependent mechanisms: transparent value and terms, reliable service execution, member voice and response, and learning from member behavior. Their value depends on transparent governance, usable information, proportionate participation requirements, and a review process that converts exceptions into improvement. The article argues that higher activity alone is an inadequate indicator of success because benefits can coexist with hidden workload, exclusion, dependency, or weakened trust. Contribution: The article contributes a diagnostic framework, linked performance indicators, six propositions for empirical testing, and a fivestage implementation pathway that can be used in resource-constrained community organizations.
Talent Management Framework for Social and Community Development Organizations Nazhira Nindya Padma Hanuun
KRIEZ ACADEMY : Journal of development and community service Vol. 2 No. 6 (2025): Kriez Academy - June
Publisher : Yayasan Kreatif Indonesia Emas

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Abstract

Background: Talent Management Framework for Social and Community Development Organizations has practical relevance for communityfacing organizations because visible activity does not necessarily translate into durable organizational or stakeholder outcomes. In social and community development organizations, managers must coordinate roles, workloads, skills, performance expectations, career opportunities, leadership routines, and employee voice while responding to expectations from employees, supervisors, managers, volunteers, and partner organizations. A program may expand reach or participation and still underperform when responsibilities are unclear, information is fragmented, or symbolic participation. Aims: This article develops a capability-based framework explaining how talent management framework may contribute to capability, engagement, and commitment. It distinguishes simple activity from coordinated capability and identifies boundary conditions that can weaken otherwise positive relationships. Research Method: The paper uses an integrative conceptual review of established literature relevant to the focal domain, organizational capabilities, stakeholder relationships, and learning. It does not claim primary survey, interview, experimental, or transaction data. Results and Conclusion: The synthesis identifies four mutually dependent mechanisms: role and expectation clarity, capability through practice, supportive leadership and voice, and recognition and continuity. Their value depends on transparent governance, usable information, proportionate participation requirements, and a review process that converts exceptions into improvement. The article argues that higher activity alone is an inadequate indicator of success because benefits can coexist with hidden workload, exclusion, dependency, or weakened trust. Contribution: The article contributes a diagnostic framework, linked performance indicators, six propositions for empirical testing, and a fivestage implementation pathway that can be used in resource-constrained community organizations.
Knowledge Transfer Strategies for Sustainable Community Entrepreneurship Programs Vip Paramarta
KRIEZ ACADEMY : Journal of development and community service Vol. 2 No. 10 (2025): Kriez Academy - October
Publisher : Yayasan Kreatif Indonesia Emas

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Abstract

Background: Knowledge Transfer Strategies for Sustainable Community Entrepreneurship Programs has practical relevance for communityfacing organizations because visible activity does not necessarily translate into durable organizational or stakeholder outcomes. In sustainable community entrepreneurship programs, managers must coordinate experience, tacit knowledge, documented practices, external advice, lessons learned, and decision routines while responding to expectations from managers, employees, mentors, partner institutions, and community entrepreneurs. A program may expand reach or participation and still underperform when responsibilities are unclear, information is fragmented, or loss of lessons after staff turnover. Aims: This article develops a capability-based framework explaining how knowledge transfer strategies may contribute to knowledge retention, capability, and innovation. It distinguishes simple activity from coordinated capability and identifies boundary conditions that can weaken otherwise positive relationships. Research Method: The paper uses an integrative conceptual review of established literature relevant to the focal domain, organizational capabilities, stakeholder relationships, and learning. It does not claim primary survey, interview, experimental, or transaction data. Results and Conclusion: The synthesis identifies four mutually dependent mechanisms: knowledge acquisition, translation into local practice, sharing and coaching, and institutionalization and renewal. Their value depends on transparent governance, usable information, proportionate participation requirements, and a review process that converts exceptions into improvement. The article argues that higher activity alone is an inadequate indicator of success because benefits can coexist with hidden workload, exclusion, dependency, or weakened trust. Contribution: The article contributes a diagnostic framework, linked performance indicators, six propositions for empirical testing, and a fivestage implementation pathway that can be used in resource-constrained community organizations.
Financial Inclusion Strategy Through Cooperative Digital Banking Adoption Anggun Yolistina
KRIEZ ACADEMY : Journal of development and community service Vol. 3 No. 01 (2025): Kriez Academy - January
Publisher : Yayasan Kreatif Indonesia Emas

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Abstract

Background: Financial Inclusion Strategy Through Cooperative Digital Banking Adoption has practical relevance for community-facing organizations because visible activity does not necessarily translate into durable organizational or stakeholder outcomes. In cooperative digital banking adoption, managers must coordinate service promises, account information, pricing or margin rules, repayment arrangements, complaints, and digital transactions while responding to expectations from members, frontline employees, managers, and community partners. A program may expand reach or participation and still underperform when responsibilities are unclear, information is fragmented, or uneven service. Aims: This article develops a capability-based framework explaining how financial inclusion strategy may contribute to adoption, continued use, and inclusion. It distinguishes simple activity from coordinated capability and identifies boundary conditions that can weaken otherwise positive relationships. Research Method: The paper uses an integrative conceptual review of established literature relevant to the focal domain, organizational capabilities, stakeholder relationships, and learning. It does not claim primary survey, interview, experimental, or transaction data. Results and Conclusion: The synthesis identifies four mutually dependent mechanisms: transparent value and terms, reliable service execution, member voice and response, and learning from member behavior. Their value depends on transparent governance, usable information, proportionate participation requirements, and a review process that converts exceptions into improvement. The article argues that higher activity alone is an inadequate indicator of success because benefits can coexist with hidden workload, exclusion, dependency, or weakened trust. Contribution: The article contributes a diagnostic framework, linked performance indicators, six propositions for empirical testing, and a fivestage implementation pathway that can be used in resource-constrained community organizations.
Service Innovation Strategy for Community-Based Microfinance Institutions Farida Yulianty
KRIEZ ACADEMY : Journal of development and community service Vol. 3 No. 04 (2026): Kriez Academy - April
Publisher : Yayasan Kreatif Indonesia Emas

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Abstract

Background: Service Innovation Strategy for Community-Based Microfinance Institutions has practical relevance for community-facing organizations because visible activity does not necessarily translate into durable organizational or stakeholder outcomes. In community-based microfinance institutions, managers must coordinate service promises, account information, pricing or margin rules, repayment arrangements, complaints, and digital transactions while responding to expectations from members, frontline employees, managers, and community partners. A program may expand reach or participation and still underperform when responsibilities are unclear, information is fragmented, or unresolved complaints. Aims: This article develops a capability-based framework explaining how service innovation strategy may contribute to innovation quality, learning speed, and adaptability. It distinguishes simple activity from coordinated capability and identifies boundary conditions that can weaken otherwise positive relationships. Research Method: The paper uses an integrative conceptual review of established literature relevant to the focal domain, organizational capabilities, stakeholder relationships, and learning. It does not claim primary survey, interview, experimental, or transaction data. Results and Conclusion: The synthesis identifies four mutually dependent mechanisms: transparent value and terms, reliable service execution, member voice and response, and learning from member behavior. Their value depends on transparent governance, usable information, proportionate participation requirements, and a review process that converts exceptions into improvement. The article argues that higher activity alone is an inadequate indicator of success because benefits can coexist with hidden workload, exclusion, dependency, or weakened trust. Contribution: The article contributes a diagnostic framework, linked performance indicators, six propositions for empirical testing, and a fivestage implementation pathway that can be used in resource-constrained community organizations.
Stakeholder Trust and Long-Term Loyalty in Cooperative Financial Services Fitriana
KRIEZ ACADEMY : Journal of development and community service Vol. 3 No. 9 (2026): Kriez Academy - September
Publisher : Yayasan Kreatif Indonesia Emas

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Abstract

Background: Stakeholder Trust and Long-Term Loyalty in Cooperative Financial Services has practical relevance for community-facing organizations because visible activity does not necessarily translate into durable organizational or stakeholder outcomes. In cooperative financial services, managers must coordinate service promises, account information, pricing or margin rules, repayment arrangements, complaints, and digital transactions while responding to expectations from members, frontline employees, managers, and community partners. A program may expand reach or participation and still underperform when responsibilities are unclear, information is fragmented, or weak data protection. Aims: This article develops a capability-based framework explaining how stakeholder trust and long-term loyalty may contribute to loyalty, retention, and repeat use. It distinguishes simple activity from coordinated capability and identifies boundary conditions that can weaken otherwise positive relationships. Research Method: The paper uses an integrative conceptual review of established literature relevant to the focal domain, organizational capabilities, stakeholder relationships, and learning. It does not claim primary survey, interview, experimental, or transaction data. Results and Conclusion: The synthesis identifies four mutually dependent mechanisms: transparent value and terms, reliable service execution, member voice and response, and learning from member behavior. Their value depends on transparent governance, usable information, proportionate participation requirements, and a review process that converts exceptions into improvement. The article argues that higher activity alone is an inadequate indicator of success because benefits can coexist with hidden workload, exclusion, dependency, or weakened trust. Contribution: The article contributes a diagnostic framework, linked performance indicators, six propositions for empirical testing, and a fivestage implementation pathway that can be used in resource-constrained community organizations.
Omnichannel Retail Performance and Its Role in Local Economic Empowerment Nida Garnida Fitrianti; Nazhira Nindya Padma Hanuun
KRIEZ ACADEMY : Journal of development and community service Vol. 2 No. 3 (2025): Kriez Academy - March
Publisher : Yayasan Kreatif Indonesia Emas

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Abstract

Background: Omnichannel Retail Performance and Its Role in Local Economic Empowerment has practical relevance for community-facing organizations because visible activity does not necessarily translate into durable organizational or stakeholder outcomes. In local economic empowerment, managers must coordinate local needs, participation rules, service arrangements, resources, information, and follow-up commitments while responding to expectations from community organizations, local enterprises, residents, managers, and public or educational partners. A program may expand reach or participation and still underperform when responsibilities are unclear, information is fragmented, or dependency. Aims: This article develops a capability-based framework explaining how omnichannel retail performance may contribute to performance, financial sustainability, and operational discipline. It distinguishes simple activity from coordinated capability and identifies boundary conditions that can weaken otherwise positive relationships. Research Method: The paper uses an integrative conceptual review of established literature relevant to the focal domain, organizational capabilities, stakeholder relationships, and learning. It does not claim primary survey, interview, experimental, or transaction data. Results and Conclusion: The synthesis identifies four mutually dependent mechanisms: needs and problem clarity, inclusive participation, capability and resource alignment, and feedback and institutional learning. Their value depends on transparent governance, usable information, proportionate participation requirements, and a review process that converts exceptions into improvement. The article argues that higher activity alone is an inadequate indicator of success because benefits can coexist with hidden workload, exclusion, dependency, or weakened trust. Contribution: The article contributes a diagnostic framework, linked performance indicators, six propositions for empirical testing, and a five-stage implementation pathway that can be used in resource-constrained community organizations.

Page 9 of 9 | Total Record : 87

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