Journal of Village Development Innovation
Journal of Village Development Innovation is a double-blind peer-reviewed open-access academic journal committed to publishing high-quality, multidisciplinary research focused on rural development and innovation. The journal is published biannually by Politeknik Siber Cerdika Internasional. The journal serves as a platform for rigorous empirical and theoretical discussions on key issues related to village development. It welcomes contributions that advance understanding and offer practical insights into the transformation of rural communities through innovation and sustainable practices. The scope of the journal includes, but is not limited to: Rural economics Village governance Sustainable rural development Community-based business innovations Public policy for rural development Agricultural economics Social entrepreneurship Village education programs Appropriate technologies for rural communities Engineering applications in rural development, including logistics engineering, infrastructure planning, renewable energy systems, and rural transportation technologies
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<![CDATA[Perceptions and Practices of Sharia-Based Finance in Post-Pandemic MSMEs: A Qualitative Study in Urban-Rural Areas ]]>
<![CDATA[Nur Ela]]>;
<![CDATA[Oxy Hendro Prabowo]]>;
<![CDATA[Muhammad Fadil Himawan]]>;
<![CDATA[Aldo Hermaya Aditya Nur Karsa]]>
<![CDATA[ Journal of Village Development Innovation Vol. 2 No. 1 (2025): Journal of Village Development Innovation ]]>
Publisher : <![CDATA[Journal of Village Development Innovation ]]>
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<![CDATA[The COVID-19 pandemic has affected the financial stability of MSMEs in Indonesia, especially in terms of financial management and access to financing. In the context of post-pandemic economic recovery, sharia-based financial systems are gaining traction as a more ethical and sustainable alternative. This study aims to explore the perceptions and practices of MSMEs towards Islamic finance, by comparing the dynamics in urban and rural areas. This research uses a qualitative approach with a phenomenological method. Informants were purposively selected from MSME players who have used or been exposed to Islamic financial services. Data collection techniques were conducted through in-depth interviews and field observations, and analyzed using the Miles and Huberman thematic model. The results showed that urban MSME players have a higher understanding of sharia principles and are more active in utilizing Islamic financial products, such as murabaha financing and Islamic savings. In contrast, rural MSME players rely more on informal systems based on community trust, and face more access barriers. Differences in motivation, literacy and social context are key factors that influence financial behavior in both regions. In conclusion, Islamic financial inclusion among MSMEs requires a participatory and contextual approach, taking into account local characteristics and structural challenges faced by businesses.]]>
<![CDATA[ESG Managerial Dilemmas in Microfinance Institutions: A Phenomenological Study of Practices and Values ]]>
<![CDATA[Widya]]>;
<![CDATA[Devi Yulia]]>
<![CDATA[ Journal of Village Development Innovation Vol. 2 No. 1 (2025): Journal of Village Development Innovation ]]>
Publisher : <![CDATA[Journal of Village Development Innovation ]]>
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<![CDATA[The application of Environmental, Social, and Governance (ESG) principles in Microfinance Institutions (MFIs) is increasingly becoming a global concern, but presents its own challenges at the managerial level. MFI managers are often faced with ethical dilemmas between commitments to sustainability and operational pressures, especially in complex socio-economic contexts. This study aims to explore managers' subjective experiences in dealing with ESG managerial dilemmas and how local values influence decision-making. The method used is an interpretative phenomenology approach with in-depth interview techniques with 10 MFI managers in Indonesia. Data were analyzed through five stages of Interpretative Phenomenological Analysis (IPA), accompanied by observation and policy document analysis as triangulation. The results show four main forms of dilemma: (1) ESG compliance versus financial targets, (2) local social interests versus global ESG standards, (3) transparency versus operational confidentiality, and (4) ethical ambiguity in managerial decisions. Managers do not simply follow formal procedures, but navigate dilemmas through personal values, intuition, and community dialog. In conclusion, the implementation of ESG in MFIs demands a contextualized, reflective, and adaptive approach. This study emphasizes the importance of a flexible and local value-based ethical framework as part of the ESG strategy. This study also offers a theoretical contribution through strengthening the experiential dimension in microfinance ESG studies.]]>
<![CDATA[Hybrid Working and Work-Family Balance: New Challenges for HR Managers in Southeast Asia ]]>
<![CDATA[Indi Millatul Maula]]>;
<![CDATA[Maulina Nabila]]>;
<![CDATA[Ayu Lestari]]>;
<![CDATA[Saeful Anwar]]>
<![CDATA[ Journal of Village Development Innovation Vol. 2 No. 1 (2025): Journal of Village Development Innovation ]]>
Publisher : <![CDATA[Journal of Village Development Innovation ]]>
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DOI: 10.59261/jvdi.v2i1.10
<![CDATA[Changing work models due to the COVID-19 pandemic have accelerated the adoption of hybrid work systems in Southeast Asia. While this model offers flexibility, major challenges arise in maintaining work-family life balance for employees, as well as managing productivity and well-being in diverse cultural contexts. This study aims to identify the challenges faced by HR managers in managing hybrid work systems in Southeast Asia, and evaluate their impact on employees' work-family life balance. This study used a quantitative approach with an explanatory design. Data was collected through a survey of 300 employees working in hybrid work models in six Southeast Asian countries and in-depth interviews with HR managers. The data analysis techniques used were descriptive and regression analysis. The findings show that HR managers in countries with better infrastructure, such as Singapore, are better able to manage the challenges of hybrid working. Countries such as the Philippines and Vietnam face more difficulties related to technological infrastructure and policies that are less supportive of work-life balance. The research suggests that HR managers adopt more flexible policies, improve training for HR managers, and provide technology that supports remote working. Policies tailored to local needs and attention to employee well-being are key to the success of hybrid working models in Southeast Asia.]]>
<![CDATA[AI-Powered HR: Ethical and Strategic Analysis of Artificial Intelligence Implementation in Recruitment Process in Indonesia ]]>
<![CDATA[Zidnal Falah]]>;
<![CDATA[Fajar Syaifurrochman]]>;
<![CDATA[Saeful Anwar]]>;
<![CDATA[Riska Anggraeni]]>
<![CDATA[ Journal of Village Development Innovation Vol. 2 No. 1 (2025): Journal of Village Development Innovation ]]>
Publisher : <![CDATA[Journal of Village Development Innovation ]]>
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DOI: 10.59261/jvdi.v2i1.11
<![CDATA[The development of artificial intelligence (AI) in the human resources (HR) sector, particularly in recruitment, is accelerating, including in Indonesia. The implementation of AI in the recruitment process offers great potential in terms of efficiency and reduction of human bias, but also raises ethical and strategic challenges. Therefore, it is important to understand how AI is applied in recruitment and its impact on the selection process and company decisions. This study aims to analyze the implementation of AI in the recruitment process in Indonesia, identify the ethical challenges that arise, and provide strategic recommendations for the effective and fair use of this technology. This study used a descriptive mixed-methods approach, which included in-depth interviews with HR managers and relevant staff as well as a survey of employees who have gone through AI-based recruitment. The data obtained was analyzed using thematic analysis techniques for qualitative data and descriptive statistics for quantitative data. The results show that although AI improves the efficiency of the recruitment process, many companies in Indonesia still face challenges related to the transparency of AI decisions and potential bias. Most companies use AI only in the early stages of selection, with the final decision still involving humans. The application of AI in recruitment in Indonesia can improve efficiency, but companies must pay more attention to ethics and transparency to ensure that this technology is used fairly. A hybrid approach that combines technology with human evaluation may be the best solution.]]>
<![CDATA[Reskilling and Upskilling in the Digital Economy: Adaptive HRM Strategy in the Era of Industrial Revolution 5.0 ]]>
<![CDATA[Siti Munawaroh]]>;
<![CDATA[Adhi Mustofa]]>;
<![CDATA[Indra Raksajaya]]>;
<![CDATA[Nova Yuningrat]]>;
<![CDATA[Regita Anggia Ning Tyas]]>
<![CDATA[ Journal of Village Development Innovation Vol. 2 No. 1 (2025): Journal of Village Development Innovation ]]>
Publisher : <![CDATA[Journal of Village Development Innovation ]]>
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DOI: 10.59261/jvdi.v2i1.12
<![CDATA[In the era of Industrial Revolution 5.0, rapid technological changes require workers to have relevant and adaptive skills. Reskilling and upskilling are becoming important strategies in human resource (HR) development to ensure organizational competitiveness. However, the biggest challenge is how to design and implement effective training programs to deal with these changes. This study aims to explore and analyze how adaptive strategies in human resource management (HRM) can support the implementation of effective reskilling and upskilling programs in the digital era and Industrial Revolution 5.0. This study used a descriptive qualitative approach, with data collection methods through in-depth interviews and questionnaires distributed to HRM professionals and employees in companies that have implemented skills training programs. This study found that companies that successfully implemented reskilling and upskilling programs experienced increased productivity and competitiveness. The success of these programs relies heavily on managerial support, an organizational culture that supports learning, and adaptive leadership that is actively involved in the planning and evaluation of training programs. Reskilling and upskilling programs designed with HRM adaptive strategies can improve workforce competencies and organizational competitiveness. Organizations need to ensure full support from management and proactive leadership in supporting employee skills development to remain relevant in the face of technological challenges.]]>
<![CDATA[Perceptions and Practices of Sharia-Based Finance in Post-Pandemic MSMEs: A Qualitative Study in Urban-Rural Areas ]]>
<![CDATA[Ela, Nur]]>;
<![CDATA[Prabowo, Oxy Hendro]]>;
<![CDATA[Himawan, Muhammad Fadil]]>;
<![CDATA[Karsa, Aldo Hermaya Aditya Nur]]>
<![CDATA[ Journal of Village Development Innovation Vol. 2 No. 1 (2025): Journal of Village Development Innovation ]]>
Publisher : <![CDATA[Politeknik Siber Cerdika Internasional ]]>
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DOI: 10.59261/jvdi.v2i1.8
<![CDATA[The COVID-19 pandemic has affected the financial stability of MSMEs in Indonesia, especially in terms of financial management and access to financing. In the context of post-pandemic economic recovery, sharia-based financial systems are gaining traction as a more ethical and sustainable alternative. This study aims to explore the perceptions and practices of MSMEs towards Islamic finance, by comparing the dynamics in urban and rural areas. This research uses a qualitative approach with a phenomenological method. Informants were purposively selected from MSME players who have used or been exposed to Islamic financial services. Data collection techniques were conducted through in-depth interviews and field observations, and analyzed using the Miles and Huberman thematic model. The results showed that urban MSME players have a higher understanding of sharia principles and are more active in utilizing Islamic financial products, such as murabaha financing and Islamic savings. In contrast, rural MSME players rely more on informal systems based on community trust, and face more access barriers. Differences in motivation, literacy and social context are key factors that influence financial behavior in both regions. In conclusion, Islamic financial inclusion among MSMEs requires a participatory and contextual approach, taking into account local characteristics and structural challenges faced by businesses.]]>
<![CDATA[ESG Managerial Dilemmas in Microfinance Institutions: A Phenomenological Study of Practices and Values ]]>
<![CDATA[Widya]]>;
<![CDATA[Yulia, Devi]]>
<![CDATA[ Journal of Village Development Innovation Vol. 2 No. 1 (2025): Journal of Village Development Innovation ]]>
Publisher : <![CDATA[Politeknik Siber Cerdika Internasional ]]>
Show Abstract
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DOI: 10.59261/jvdi.v2i1.9
<![CDATA[The application of Environmental, Social, and Governance (ESG) principles in Microfinance Institutions (MFIs) is increasingly becoming a global concern, but presents its own challenges at the managerial level. MFI managers are often faced with ethical dilemmas between commitments to sustainability and operational pressures, especially in complex socio-economic contexts. This study aims to explore managers' subjective experiences in dealing with ESG managerial dilemmas and how local values influence decision-making. The method used is an interpretative phenomenology approach with in-depth interview techniques with 10 MFI managers in Indonesia. Data were analyzed through five stages of Interpretative Phenomenological Analysis (IPA), accompanied by observation and policy document analysis as triangulation. The results show four main forms of dilemma: (1) ESG compliance versus financial targets, (2) local social interests versus global ESG standards, (3) transparency versus operational confidentiality, and (4) ethical ambiguity in managerial decisions. Managers do not simply follow formal procedures, but navigate dilemmas through personal values, intuition, and community dialog. In conclusion, the implementation of ESG in MFIs demands a contextualized, reflective, and adaptive approach. This study emphasizes the importance of a flexible and local value-based ethical framework as part of the ESG strategy. This study also offers a theoretical contribution through strengthening the experiential dimension in microfinance ESG studies.]]>
<![CDATA[Hybrid Working and Work-Family Balance: New Challenges for HR Managers in Southeast Asia ]]>
<![CDATA[Maula, Indi Millatul]]>;
<![CDATA[Nabila, Maulina]]>;
<![CDATA[Lestari, Ayu]]>;
<![CDATA[Anwar, Saeful]]>
<![CDATA[ Journal of Village Development Innovation Vol. 2 No. 1 (2025): Journal of Village Development Innovation ]]>
Publisher : <![CDATA[Politeknik Siber Cerdika Internasional ]]>
Show Abstract
|
Download Original
|
Original Source
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Check in Google Scholar
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DOI: 10.59261/jvdi.v2i1.10
<![CDATA[Changing work models due to the COVID-19 pandemic have accelerated the adoption of hybrid work systems in Southeast Asia. While this model offers flexibility, major challenges arise in maintaining work-family life balance for employees, as well as managing productivity and well-being in diverse cultural contexts. This study aims to identify the challenges faced by HR managers in managing hybrid work systems in Southeast Asia, and evaluate their impact on employees' work-family life balance. This study used a quantitative approach with an explanatory design. Data was collected through a survey of 300 employees working in hybrid work models in six Southeast Asian countries and in-depth interviews with HR managers. The data analysis techniques used were descriptive and regression analysis. The findings show that HR managers in countries with better infrastructure, such as Singapore, are better able to manage the challenges of hybrid working. Countries such as the Philippines and Vietnam face more difficulties related to technological infrastructure and policies that are less supportive of work-life balance. The research suggests that HR managers adopt more flexible policies, improve training for HR managers, and provide technology that supports remote working. Policies tailored to local needs and attention to employee well-being are key to the success of hybrid working models in Southeast Asia.]]>
<![CDATA[AI-Powered HR: Ethical and Strategic Analysis of Artificial Intelligence Implementation in Recruitment Process in Indonesia ]]>
<![CDATA[Falah, Zidnal]]>;
<![CDATA[Syaifurrochman, Fajar]]>;
<![CDATA[Anwar, Saeful]]>;
<![CDATA[Anggraeni, Riska]]>
<![CDATA[ Journal of Village Development Innovation Vol. 2 No. 1 (2025): Journal of Village Development Innovation ]]>
Publisher : <![CDATA[Politeknik Siber Cerdika Internasional ]]>
Show Abstract
|
Download Original
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Original Source
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DOI: 10.59261/jvdi.v2i1.11
<![CDATA[The development of artificial intelligence (AI) in the human resources (HR) sector, particularly in recruitment, is accelerating, including in Indonesia. The implementation of AI in the recruitment process offers great potential in terms of efficiency and reduction of human bias, but also raises ethical and strategic challenges. Therefore, it is important to understand how AI is applied in recruitment and its impact on the selection process and company decisions. This study aims to analyze the implementation of AI in the recruitment process in Indonesia, identify the ethical challenges that arise, and provide strategic recommendations for the effective and fair use of this technology. This study used a descriptive mixed-methods approach, which included in-depth interviews with HR managers and relevant staff as well as a survey of employees who have gone through AI-based recruitment. The data obtained was analyzed using thematic analysis techniques for qualitative data and descriptive statistics for quantitative data. The results show that although AI improves the efficiency of the recruitment process, many companies in Indonesia still face challenges related to the transparency of AI decisions and potential bias. Most companies use AI only in the early stages of selection, with the final decision still involving humans. The application of AI in recruitment in Indonesia can improve efficiency, but companies must pay more attention to ethics and transparency to ensure that this technology is used fairly. A hybrid approach that combines technology with human evaluation may be the best solution.]]>
<![CDATA[Reskilling and Upskilling in the Digital Economy: Adaptive HRM Strategy in the Era of Industrial Revolution 5.0 ]]>
<![CDATA[Munawaroh, Siti]]>;
<![CDATA[Mustofa, Adhi]]>;
<![CDATA[Raksajaya, Indra]]>;
<![CDATA[Yuningrat, Nova]]>;
<![CDATA[Tyas, Regita Anggia Ning]]>
<![CDATA[ Journal of Village Development Innovation Vol. 2 No. 1 (2025): Journal of Village Development Innovation ]]>
Publisher : <![CDATA[Politeknik Siber Cerdika Internasional ]]>
Show Abstract
|
Download Original
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Original Source
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Check in Google Scholar
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DOI: 10.59261/jvdi.v2i1.12
<![CDATA[In the era of Industrial Revolution 5.0, rapid technological changes require workers to have relevant and adaptive skills. Reskilling and upskilling are becoming important strategies in human resource (HR) development to ensure organizational competitiveness. However, the biggest challenge is how to design and implement effective training programs to deal with these changes. This study aims to explore and analyze how adaptive strategies in human resource management (HRM) can support the implementation of effective reskilling and upskilling programs in the digital era and Industrial Revolution 5.0. This study used a descriptive qualitative approach, with data collection methods through in-depth interviews and questionnaires distributed to HRM professionals and employees in companies that have implemented skills training programs. This study found that companies that successfully implemented reskilling and upskilling programs experienced increased productivity and competitiveness. The success of these programs relies heavily on managerial support, an organizational culture that supports learning, and adaptive leadership that is actively involved in the planning and evaluation of training programs. Reskilling and upskilling programs designed with HRM adaptive strategies can improve workforce competencies and organizational competitiveness. Organizations need to ensure full support from management and proactive leadership in supporting employee skills development to remain relevant in the face of technological challenges.]]>
