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Hut Publication Business and Management
Published by PT. Hanken Sukses Jaya
ISSN : -     EISSN : 28094611     DOI : -
Core Subject : Economy,
Economics, Econometrics & Finance
Hut Publication Business and Management (HPBM) is an online journal published three times a year in april, august, december. It publishes research papers that provide theoretical and practical insights into business and strict management. HPBM aims to provide a forum for dissemination of theoretical and research applications in all areas of business and management, including but not limited to marketing, business strategy, decision science and decision making, strategic negotiation, finance, business risk, knowledge management, human resource management, technology management, entrepreneurship, and other relevant subjects. It is intended for researchers, students, business practitioners, and entrepreneurs to publish their ideas and experiences, and share their knowledge of business and management issues
Arjuna Subject : Bisnis, Menejemen, dan Akutansi (semua kategori) - Bisnis, Menejemen, dan Akutansi (Lain-Lain)
Articles 78 Documents
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The Influence of Work-Life Balance and Organizational Citizenship Behavior (OCB) on Employees Performance at PT. Air Minum Bandarmasih (PERSERODA) Banjarmasin Karlina, Iin; Prima Jaya, Fanlia
Hut Publication Business and Management Vol. 5 No. 3 (2025): Hut Publication Business and Management
Publisher : PT. Hanken Sukses Jaya

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Abstract

Employee performance is an important element in supporting the operational effectiveness of a company, including in the public service sector such as PT. Air Minum Bandarmasih (PERSERODA) Banjarmasin. Although the performance achievements in the 2023 fiscal year were classified as “good,” several operational aspects still did not achieve maximum scores, particularly in terms of work efficiency and timeliness. This study aims to analyze the influence of Work Life Balance and Organizational Citizenship Behavior (OCB) on employee performance, both partially and simultaneously. This study uses a quantitative approach with a survey method. A total of 100 respondents were selected using the Proportional Stratified Random Sampling technique. The research instrument was a questionnaire that had been tested for validity and reliability. Data analysis was performed using multiple linear regression using SPSS software. The results showed that Work Life Balance had a positive and significant effect on employee performance, with the dominant dimension being Satisfaction Balance. Organizational Citizenship Behavior (OCB) also has a positive and significant effect on employee performance, with the most prominent dimension being helpfulness (Altruism). Simultaneously, both variables contribute 23.3% to the improvement in employee performance, while the rest is influenced by other factors outside the research model. These findings indicate the importance of strengthening Work Life Balance policies.
The Influence of Self-Efficacy and Organizational Citizenship Behavior (OCB) on Employee Performance Through Work Motivation as an Intervening Variable at the Banjarmasin City Education Office Kamila Nurul Marhamah; Prima Jaya, Fanlia; Alfiannor, Alfiannor
Hut Publication Business and Management Vol. 5 No. 3 (2025): Hut Publication Business and Management
Publisher : PT. Hanken Sukses Jaya

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Abstract

This study examines the effect of Self-Efficacy and Organizational Citizenship Behavior (OCB) on employee performance through work motivation as an intervening variable at the Department of Education in Banjarmasin City. The research uses a quantitative approach with survey methods. A total of 74 respondents, consisting of civil servants, were selected as samples using proportional sampling techniques. The data were analyzed using Structural Equation Modeling (SEM) with SmartPLS. The results show that Self-Efficacy has a positive and significant effect on both work motivation and employee performance. OCB has a significant positive effect on work motivation but does not directly affect employee performance. Work motivation acts as an intervening variable linking Self-Efficacy and OCB with employee performance. The findings indicate the importance of strengthening employees’ self-belief and voluntary behavior through motivational improvement programs to enhance performance in public institutions.
Navigating Digital Transformation and Cultural Resistance at PT. Nusantara Textile Manufacturing (MTN) M, Raipandi; Musana, Ali; Febriyati, Wahyuni; Anugerah Sucipto, Bernadiktio; Akhmad Ramdan, Aboneo; Permata Sari, Della Ayu
Hut Publication Business and Management Vol. 5 No. 3 (2025): Hut Publication Business and Management
Publisher : PT. Hanken Sukses Jaya

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Abstract

This study analyzes the failure of digital transformation at PT. Manufaktur Tekstil Nusantara (MTN), triggered by the misalignment between radical innovation and a traditional bureaucratic culture. Using a qualitative library research method, the study employs the Burke-Litwin Model for causal diagnosis, the McKinsey 7S Framework for internal assessment, and the Stakeholder Matrix to map resistance. The results indicate that the failure resulted from prioritizing “Hard” elements (technology) over “Soft” elements (staff and shared values), leading to severe economic insecurity and resistance among senior employees. The analysis confirms that the lack of a proper “Unfreezing” phase and poor change leadership caused the stagnation. Consequently, the study proposes a recovery strategy based on Kotter’s 8-Step Model, emphasizing the need to re-establish urgency and build a guiding coalition to align digital competence with organizational culture.
The "Green-Direct" Transformation at PT. Distributor Logistik Nusantara (DLN) : Facing Inertia in the Era of Sustainability Ambarwati, Endah; Nandini Urifianto, Yunia; Sidharta, Arif; Indriana, Nadya; Zazuli, Ahmad
Hut Publication Business and Management Vol. 5 No. 2 (2025): Hut Publication Business and Management
Publisher : PT. Hanken Sukses Jaya

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Abstract

The development of the consumer goods distribution industry in the last five years has been marked by the acceleration of digital transformation and increasing demands for environmental sustainability. This condition has encouraged legacy distribution companies to implement two change agendas simultaneously: supply chain digitalization and the implementation of green logistics (twin transformation). However, the implementation of these changes often triggers internal resistance. This study aims to analyze the psychological, structural, and organizational cultural factors that trigger resistance from area managers and senior operational employees to the Green-Direct project at PT. Distribusi Logistik Nusantara, particularly in the unfreezing phase of Lewin's Change Model, and to formulate change strategies in the movement and refreezing phases. This study uses a descriptive qualitative approach with a case study method. Data were collected through in-depth interviews, observations, and analysis of internal company documents, then analyzed using Lewin's Change Model framework. The results of the study indicate that resistance is multidimensional and develops systemically since the unfreezing phase, triggered by threats to professional identity, shifts in operational control structures, and the strength of the legacy organizational culture. This resistance is not static and can be reduced through a participatory approach in the movement phase, and begins to be internalized sustainably when digitalization and green logistics are institutionalized into SOPs, performance indicators, and reward systems in the refreezing phase. This study confirms the relevance of Lewin's Change Model in explaining the dynamics of twin transformation in legacy distribution companies and emphasizes the importance of managing resistance as a social and cultural process, not merely a technological issue.
Organizational Resistance in AI-Driven Transformation:A Case Study of PT. Nusantara Komunika Rini; Hi Djafar, Susanti; Zannah, Raudhatul; Rahmadani, Ari; Hudaya, Emzita
Hut Publication Business and Management Vol. 5 No. 3 (2025): Hut Publication Business and Management
Publisher : PT. Hanken Sukses Jaya

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Abstract

The rapid advancement of artificial intelligence (AI) and digital technologies has fundamentally reshaped the telecommunications industry. Traditional telecom operators are increasingly pressured to move beyond infrastructure provision and transform into technology-driven organizations. PT. Nusantara Komunika (NK), initiated the NK-Future program to shift toward an AI-based Telco-Tech business model. However, the transformation process encountered significant organizational resistance. This study aims to analyze the sources of resistance during NK’s strategic transformation and to propose appropriate organizational development (OD) interventions. Using a qualitative case study approach, this research applies the Power–Interest Matrix and organizational resistance diagnosis as analytical tools. The findings indicate that resistance emerged from economic insecurity, group inertia, covert resistance, and perceived threats to power and professional identity. The study concludes that technological transformation cannot succeed without parallel human and cultural change. A participative, human-centered OD approach is essential to ensure sustainable digital transformation in legacy organizations.
Implications Of Digital Transformation and Cultural Conflict at PT. Bank Amanah Rakyat Harnela Wahana, Ivon; Hariyanto, Depit; Herina; Bahri, Syaiful; Mauliady, Akhmad
Hut Publication Business and Management Vol. 5 No. 2 (2025): Hut Publication Business and Management
Publisher : PT. Hanken Sukses Jaya

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Abstract

This research aims to analyze digital transformation and organizational culture at PT. Bank Amanah Rakyat (BAR), as a medium-sized bank with a conservative organizational culture, faces serious challenges in the implementation of the "BAR Digital First" program. Changes that are designed behind closed doors and a lack of communication cause employee resistance in the form of economic fear, group inertia, veiled resistance, and selective perception. This paper aims to analyze change management problems in PT. BAR and formulate the right strategy to manage stakeholders and overcome employee resistance. The analysis method used is an organizational development approach using Force Field Analysis, Kurt Lewin's three-stage change model, resistance to change theory, and stakeholder analysis. The results of the discussion show that the success of digital transformation is highly determined by the psychological readiness of employees, effective communication of change, stakeholder participation, and organizational culture transformation. With the implementation of planned and participatory change management, PT. BAR is expected to be able to increase competitiveness without losing the value of trust that has been built over the years.
The Merger Turmoil of PT. Pesona Traditional and PT. Tech-stay: Cultural Integration Toward Smart Hospitality Ruslandi, Dede; Mahriani; Eka, Aulia; Mahmudah, Riva’atul; Akmal Nadzar, Muhammad; Durahman
Hut Publication Business and Management Vol. 5 No. 2 (2025): Hut Publication Business and Management
Publisher : PT. Hanken Sukses Jaya

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Abstract

The hospitality industry is facing increasing pressure from digital transformation, shifting customer expectations, and growing demands for operational efficiency. In this context, smart hospitality has emerged as a strategy that integrates digital technologies with high-value service experiences. However, digital transformation within merger contexts often generates significant challenges related to organizational culture and human resources. This study aims to analyze the post-merger crisis between PT. Pesona Tradisional and PT. Tech-Stay, which formed PT. Hospitality Global Indonesia (HGI), particularly focused on cultural integration toward smart hospitality. The study concludes that the success of smart-hospitality mergers depends on human-centered, organizational development–based change management. It recommends participative change strategies, strengthened stakeholder management, and the gradual integration of high-touch and high-tech values to support sustainable merger outcomes in service industries within developing countries
Paradigm Shift At Medika Utama Hospital: From A Doctor-Centric Approach To Patient-Centered Digital Services Wahyuni, Sri; Mahdiansyah, Mahdiansyah; Khusna , Ismaul; Ramadani , Noorhikmah; Fajar Rifana, Muhammad; Zazuli , H. Muhammad
Hut Publication Business and Management Vol. 5 No. 2 (2025): Hut Publication Business and Management
Publisher : PT. Hanken Sukses Jaya

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Abstract

Hospital digital transformation has become a strategic agenda to enhance service efficiency, quality of care, and organizational competitiveness. However, the success of digital transformation is determined not merely by technology adoption, but also by organizational readiness, culture, leadership, and effective change management. This study aims to analyze the paradigm shift at Medika Utama Hospital from a doctor-centric approach to patient-centered digital services, while identifying the factors underlying the initial failure of digitalization initiatives. The research employs a qualitative approach using a case study design, based on secondary data analysis and an extensive literature review. The findings reveal that the digital transformation process remains largely technocratic, triggering organizational resistance, structural inertia, and weak transformational leadership. These results underscore that hospital digital transformation requires an organizational development approach, cultural change, and continuous learning to effectively realize patient-centered services.

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