International Journal of Management and Digital Business
Aims International Journal of Management and Digital Busines (IJMDB) is Open Access journal that aims to publish original research articles, reviews, and reports on the digitalization of business and management, how digital technologies can innovate the business, and what this means for the future of work. The journal will encourage submissions from diverse fields and areas of practice, from business, economics, marketing, and potentially computer science and information technology management. Scope This open accessed Journal publishes original research and review papers. This journal en Banking and Financial Institution Behavioral Economics Development Economics Environmental Economics International Economics Accounting Bussiness and Entrepreneurship Human Resources Management Monetary Econom Public Finance Political Economy Bussiness Management Urban and Rural Economics Published papers are the results of research, reflection, and actual critical studies with respect to the themes of integrating management and digital business : Information overload Econtent Management Web Publishing Data Management Information Management Information Search and Retrieval Management Web Information Retrieval Knowledge Management Digital Rights Management Digital Information Archiving Digital Information Literacy Intranet, Extranet and Portal Management Information clustering Digital Libraries Reference Linking Information Extraction Virtual information world Information Visualization and visual exploration of knowledge domain Mathematical models, computing methods Digitalisation in product design/manufacturing/measuring Product service systems, decision-making systems CAD/CAE/CAM/PLM, etc, digital hardware, e-technologies Service/manufacturing-oriented digital enterprises, integration Enterprise networks/dynamics/clusters, extended/virtual organisations As such, the journal showcases the latest thinking, practice and developments in digital asset management, including: Distribution, protection and monetization of digital assets Valuing digital assets Metadata, taxonomy and search Digital content workflows Digital rights management DAM and social media Maximizing the value of DAM system functionality The DAM vendor landscape Selecting the right DAM system Measuring ROI on DAM investments New technologies and what they offer Storage and archive solutions Operational efficiencies Content and data architectures Video and video on demand Essential reading for group heads, departmental heads, managing directors, directors, SVPs, EVPs, VPs and senior managers of: Digital asset management Digital media Marketing operations Content management Digital rights management Media operations Digital libraries Archiving Creative services Taxonomy Marketing and brand management Photography services IT and technology architecture Website management; as well as C-Suite executives Service providers, consultants and analysts DRM legal advisors As well as papers, which report the findings of empirical research, papers, which provide critical literature reviews of research on specific management science and digital business topics of international interest, will also be welcome.
Articles
32 Documents
<![CDATA[Human Resources Compensation and Employee Retention in Local Government in Uganda case of Kabale District ]]>
<![CDATA[agaba, Moses]]>;
<![CDATA[Bosco, Turyasingura John]]>;
<![CDATA[Jack, Rugasira]]>
<![CDATA[ International Journal of Management and Digital Business Vol. 4 No. 1 (2025) ]]>
Publisher : <![CDATA[Asosiasi Dosen Peneliti Ilmu Ekonomi dan Bisnis Indonesia ]]>
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DOI: 10.54099/ijmdb.v4i1.1316
<![CDATA[This study examined the effect of human resource compensation on employee retention in Local Governments in Uganda case of Kabale District. The objective of the study was to determine the effect of human resources compensation on employee retention in local government in Uganda case of Kabale District. A case study research design was used considering utilizing both quantitative and qualitative approaches. The study targeted 134 participants but 119 managed to respond back and these included 117 who filled the questionnaire and 02 who were interviewed. The study findings revealed that there was a positive and significant relationship between compensation and employee retention at (r = .430**, P=0.00 <0.01) and compensation and benefits positively and significantly predicted employee retention at KDLG at (Beta =.567, p=.000 <0.05). The study recommended that it’s crucial for KDLG to reevaluate their retention strategies, focusing on enhancing job satisfaction, professional development opportunities, and overall workplace conditions to mitigate turnover and ensure the retention of valuable talent. There is need for providing competitive salaries, ensuring all employees are on payroll, offering comprehensive workplace allowances and recognition programs, and equitably distributing work benefits across employees at all levels.]]>
<![CDATA[Competency Development Strategy for Management Trainee Programs at Sharia Banking in Indonesia ]]>
<![CDATA[Sofiyah, Sofiyah]]>;
<![CDATA[Kartika, Lindawati]]>
<![CDATA[ International Journal of Management and Digital Business Vol. 4 No. 2 (2025): On Going Procces ]]>
Publisher : <![CDATA[Asosiasi Dosen Peneliti Ilmu Ekonomi dan Bisnis Indonesia ]]>
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DOI: 10.54099/ijmdb.v4i2.1547
<![CDATA[Purpose – This study aims to develop competency strategies in the sharia banking sector to align with industry needs, addressing the high unemployment rate among Indonesia’s 20–24 age group (2,527,741 people) caused mainly by a skills mismatch. With the sector recording 15.6 percent yoy asset growth, sharia banking offers strong potential to absorb young talent. Methodology/approach – The research applies the Analytical Hierarchy Process (AHP) and descriptive analysis to identify key competencies, priority areas, and strategic actions for talent development in sharia banking. Findings – Knowledge, particularly in sharia banking, is the top priority competency, with HR Directors as the main decision-makers and building competitive leadership teams as the ultimate goal. The highest-ranked strategy is creating a positive work culture. Descriptive results highlight the importance of sales skills, experiential learning, and active mentoring as critical components of talent development. Novelty/value – This study provides the foundation for a management trainee program designed to produce young leaders who are competent, adaptable, and grounded in sharia values through an integrated learning process combining assessment, field practice, intensive mentoring, and career mapping.]]>
