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Journal Integration of Management Studies
Published by Integrasi Sains Media
ISSN : 2988389X     EISSN : 2988389X     DOI : 10.58229/jims
Core Subject : Science,
Decision Sciences, Operations Research & Management
Journal Integration of Management Studies (JIMS) is an academic journal in the field of business published by Integrasi Sains Media, Indonesia. This journal intends to foster and stimulate the exchange of scholarly thought on applied business research issues among professionals and academics worldwide. JIMS welcomes articles in all areas of science management, both applied and theoretical. Theoretical articles must link theory and essential and exciting management applications. This journal is an open-access journal that can be of essential reading for academic researchers and business professionals. Articles may include but are not limited to: 1. marketing management 2. finance management 3. human resources management 4. strategic management 5. tourism management 6. entrepreneurship 7. operational management.
Arjuna Subject : Bisnis, Menejemen, dan Akutansi (semua kategori) - Strategi dan Menejemen
Articles 116 Documents
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A Literature Review on Ambidextrous Leadership to Strengthen Organizations' Dynamic Capabilities Angel Permata Jauhari; Donald Crestofel Lantu; Jaka Purwanto
Journal Integration of Management Studies Vol. 4 No. 1 (2026): Article In Press
Publisher : Integrasi Sains Media

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.58229/jims.v4i1.449

Abstract

Organizations operating within increasingly dynamic and volatile environments confront the perennial challenge of sustaining operational efficiency while simultaneously fostering innovation to ensure long-term competitiveness. Within contemporary leadership discourse, ambidextrous leadership has emerged as a pivotal approach for organizations to navigate an ever-changing future. This study synthesizes 21 recent scholarly works (spanning 2020–2025) to elucidate the conceptual framework of ambidextrous leadership and its role in fortifying organizational dynamic capabilities, ultimately proposing an integrative framework of the two constructs. A systematic literature review guided by the PRISMA methodology finds that ambidextrous leadership facilitates the execution of the tripartite core of dynamic capabilities: sensing, seizing, and reconfiguring. Consequently, this paper provides novel insights into the nexus between ambidextrous leadership and dynamic capabilities, transcending the conceptual isolation of these constructs prevalent in prior scholarship.
Market Segmentation, Targeting, And Positioning Strategy For An Innovative Sustainable Product: A Case Study Of Poreblock By Reservoair Rifdah Irfani
Journal Integration of Management Studies Vol. 4 No. 1 (2026): Article In Press
Publisher : Integrasi Sains Media

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.58229/jims.v4i1.456

Abstract

The escalating frequency of urban flooding necessitates the adoption of sustainable infrastructure innovations, such as permeable pavements (Poreblock). However, commercialization within Business-to-Business (B2B) construction markets remains stagnant due to the complex dynamics of multipolar Decision-Making Units (DMUs), cost sensitivity, and high epistemic thresholds. This study aims to develop an evidence-based Segmentation, Targeting, and Positioning (STP) strategy for sustainable materials in Indonesia. Employing a mixed-methods design, quantitative data from construction professionals were analyzed using Exploratory Factor Analysis (EFA) and K-Means Clustering, complemented by qualitative stakeholder interviews. The analysis identified three distinct behavioral segments: Performance-Oriented Decision Makers (gatekeeping architects with rigorous empirical demands), Sustainability-Driven Project Implementers (the primary target, pragmatically driven by green-building compliance), and Balanced Urban Developers (a bureaucracy-bound majority). The findings reveal that organizational governance and project compliance mandates are significantly stronger predictors of adoption readiness than traditional occupational demographics. To overcome the substantial upfront price premium of sustainable materials, this study recommends a positioning pivot from generic environmental messaging to Life-Cycle Costing (LCC) and Total Cost of Ownership (TCO). This research contributes to B2B marketing and Diffusion of Innovation literature by empirically contextualizing behavioral segmentation within project-based, risk-averse purchasing ecosystems.
Managing The Invisible Product: A Strategic Framework for Geospatial Infrastructure Investment in Indonesian Ride-Hailing Platform Muhammad Iqnaul Haq; Leo Aldianto
Journal Integration of Management Studies Vol. 4 No. 1 (2026): Article In Press
Publisher : Integrasi Sains Media

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.58229/jims.v4i1.457

Abstract

Geospatial capabilities have become critical dependencies in ride-hailing platforms, providing maps, routing, and location services. However, these foundational technologies frequently face prioritization challenges against more visible product features. This research addresses the "Invisible Product Paradox" by developing a Geospatial Product Strategy Framework for Indonesian ride-hailing platforms, using PT GoTo Gojek Tokopedia Tbk as the primary case. Employing a sequential mixed-methods design, the study integrates qualitative analysis of eight expert interviews (275 coded quotations using Atlas.ti) with quantitative validation through sentiment analysis of 4,806 user reviews. The theoretical lens combines Jobs-to-be-Done, Product-Market Fit, and Platform Strategy theories. Two complementary analyses were conducted: an independent platform-based validation (Kimola.com) identified a -1.07 star penalty across 586 geospatial reviews (12.19%), while the primary keyword-filtered analysis revealed a -1.21 star penalty across 520 reviews (10.81%, p<0.001). Three emergent concepts were identified: the Invisible Product Paradox, Silent Killer Effect, and Frequency-Severity Disconnect. The framework resulting from this research comprises three integrated tools: Job-to-Geo Impact Matrix, PMF Threshold Metrics Framework, and Build-vs-Buy Geospatial Sourcing Decision Framework, providing systematic approaches for geospatial investment prioritization in emerging market contexts.
Institutional Constraints In Digital Transformation Project Delivery: A Cross-Sector Qualitative Study In Indonesia Setyagus Sucipto; Noorhan Firdaus Pambudi
Journal Integration of Management Studies Vol. 4 No. 1 (2026): Article In Press
Publisher : Integrasi Sains Media

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.58229/jims.v4i1.498

Abstract

Purpose: This study examines how institutional constraints shape digital transformation project delivery across private-sector, state-owned enterprise (SOE), and government contexts in Indonesia, with particular attention to how institutional governance structures influence project delivery rhythms across different organizational settings. Design/methodology/approach: The study uses a qualitative multiple-case design based on seven Indonesian digital transformation consulting projects. The analysis draws on 487 coded interview segments, 82 coding nodes, and 69 themes. Cross-case comparison was used to identify how delivery constraints vary across project phases and institutional settings. The findings are intended to provide an analytical rather than statistical generalization of institutional patterns in digital transformation delivery. Findings: Three sectoral patterns are identified. SOE projects were dominated by upstream planning-contract constraints, including contractual ambiguity, scope vagueness, and difficulty translating strategic transformation intent into project terms. Government projects were dominated by downstream UAT and deployment constraints, where procedural validation and acceptance routines shaped project closure. Private-sector projects showed dual pressure between delivery speed and scope clarity. Across sectors, agile delivery was often constrained by institutional approval rhythms, creating a mismatch between adaptive project execution and organizational governance requirements. Originality/value: The study reframes digital transformation project delivery as an institutional problem rather than only a technical or managerial problem. It introduces the concept of delivery rhythm–institutional rhythm alignment as a mechanism for understanding how governance structures shape project execution across sectors. The study contributes cross-sector qualitative evidence from Indonesia and shows why IT consultants need sector-sensitive delivery governance rather than one-size-fits-all project controls.
Creativepreneurship in the Campus Environment: Studies in Undergraduate Program Students Adrian Ariatin; Yulia Nur Hasanah; Fikri Mohamad RIzaldi
Journal Integration of Management Studies Vol. 4 No. 1 (2026): Article In Press
Publisher : Integrasi Sains Media

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.58229/jims.v4i1.453

Abstract

This study examines creative entrepreneurship practices among undergraduate students and investigates how university support is perceived in relation to the continuity of campus-based creative ventures. Adopting a descriptive-exploratory design, data were collected through online questionnaires from 150 respondents comprising 120 undergraduate student creativepreneurs and 30 institutional stakeholders, including lecturers, mentors, and entrepreneurship program managers. The findings indicate that student creativepreneurship is characterized by the use of individual creativity, digital literacy, social media, and digital platforms in initiating and operating creative ventures. At the same time, respondents reported recurring challenges related to academic pressure, time management, managerial capability, financial limitations, and uneven institutional support. Comparison of student and stakeholder perspectives further highlights a gap between the formal availability of university entrepreneurship support and how such support is experienced in terms of relevance, continuity, coordination, and integration with academic structures. Rather than establishing causal relationships, the study identifies descriptive patterns that position campus-based creativepreneurship as a multilevel process involving individual capabilities, peer-community dynamics, and institutional support mechanisms. The study contributes to the Discussion on student entrepreneurship in higher education by emphasizing the importance of integrated academic support, continuous mentoring, and institutional coordination in supporting the continuity of student-led creative ventures.
Selective CAPEX-to-OPEX Transformation in Electricity Infrastructure Asset Management: Financial Trade-offs and Governance Implications for PT PLN (Persero) Arie Wibowo; Muhammad Khadafi; Raden Aswin; Kurnia Fajar Afgani; Radia Purbayati
Journal Integration of Management Studies Vol. 4 No. 1 (2026): Article In Press
Publisher : Integrasi Sains Media

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.58229/jims.v4i1.518

Abstract

PT PLN (Persero) faces increasing pressure to expand and modernize electricity infrastructure while maintaining financial resilience, operational reliability, and technological adaptability. This study examines the strategic implications of selectively transforming infrastructure investment from capital expenditure (CAPEX)-based ownership toward operational expenditure (OPEX)-oriented arrangements. The study employed an integrated analytical design, combining documentary analysis, global benchmarking, financial scenario simulation, cost–benefit analysis, and regulatory assessment. The simulation assumes total investment requirements of Rp2,780 trillion for 2025–2034, a 2024 CAPEX baseline of Rp63.45 trillion, and the transfer of 70% of generation investment to Independent Power Producers while 30% of generation and 100% of transmission and distribution remain under PLN CAPEX. The results show a clear trade-off. Interest-bearing debt decreases by 6.75%, and the Debt Service Coverage Ratio increases by 3.8%, while OPEX rises by 24.88%, EBITDA declines by 36.99%, operating income by 7.63%, net income by 9.93%, ROA by 7.0%, and leverage increases by 48.1%. The cost–benefit analysis further shows that OPEX generates higher estimated ten-year benefits of Rp1,598.62 trillion than CAPEX at Rp726.45 trillion, whereas CAPEX produces a higher benefit–cost ratio of 17.01 than OPEX at 8.83. These findings indicate that OPEX should not be treated as a universal substitute for CAPEX. Instead, the optimal configuration is a selective portfolio in which OPEX or hybrid arrangements are applied to technologically dynamic and contractible assets, while strategically critical and long-lived infrastructure remains under direct ownership. The study contributes a contingent asset-governance perspective that integrates asset characteristics, financial consequences, risk allocation, and governance requirements in infrastructure investment decisions.

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