Fundamental and Applied Management Journal
Strategic and Operations Management, addressing strategic decision-making, operational excellence, supply chain, process improvement, and performance management. Business and International Management, covering global strategy, cross-border operations, internationalization, and comparative management practices. Marketing and Consumer Studies, exploring market strategy, consumer behavior, branding, digital marketing, and marketing analytics. Human Resource Management and Organisational Behaviour, focusing on talent management, leadership, motivation, organizational culture, and workplace behavior. Entrepreneurship and Management of Innovation, examining venture creation, entrepreneurial ecosystems, innovation strategy, and scaling new businesses. Management of Technology and Innovation, investigating technology adoption, digital transformation, R&D management, and innovation processes in organizations. Corporate Social Responsibility and Sustainability, addressing sustainable strategy, ESG, social impact, stakeholder engagement, and responsible business practices. Corporate Governance, covering board effectiveness, governance structures, accountability, transparency, and regulatory compliance. Financial Management, focusing on corporate finance, investment decisions, financial performance, risk management, and financial planning.
Articles
151 Documents
<![CDATA[Microfoundations of Strategic Leadership in Encouraging Adaptive Educational Personnel Performance: The Mediating Role of Psychological Empowerment in Private University ]]>
<![CDATA[Kuswinton]]>;
<![CDATA[Misran]]>;
<![CDATA[Resfika Aswira]]>;
<![CDATA[Risna]]>;
<![CDATA[Yusman Sutoyo]]>
<![CDATA[ Fundamental and Applied Management Journal Vol. 4 No. 2 (2026): June ]]>
Publisher : <![CDATA[Global Research Collaboration ]]>
Show Abstract
|
Download Original
|
Original Source
|
Check in Google Scholar
|
DOI: 10.66314/famj.v4i2.769
<![CDATA[This study aims to analyze the influence of strategic leadership microfoundations on the adaptive performance of educational staff, with the mediating role of psychological empowerment in private higher education institutions. This research is motivated by the increasing demands for adaptation in higher education organizations amidst digital disruption, changes in the work environment, and increasingly complex academic service dynamics. Unlike previous studies that emphasize strategic leadership at the macro-organizational level, this study uses a microfoundations perspective to explain how strategic leadership works through individual psychological mechanisms in shaping employee adaptive behavior. The study used a quantitative approach with a survey method of 171 educational staff at several private universities. Data analysis was conducted using Structural Equation Modeling-Partial Least Square (SEM-PLS). The results showed that strategic leadership microfoundations had a positive and significant effect on psychological empowerment. However, the direct effect of strategic leadership on adaptive performance was not significant. These findings indicate that adaptive performance is not formed directly through the leader's strategic vision and control, but through individual psychological processes that create a sense of competence, autonomy, work meaning, and influence within the organization. Furthermore, psychological empowerment was shown to play a key role in explaining how strategic leadership translates into adaptive behavior in educational staff. This study provides theoretical contributions by expanding the literature on microfoundations, strategic leadership, and employee adaptability, and confirms that the adaptive capacity of higher education organizations is rooted in individual psychological dynamics at the micro level.]]>
<![CDATA[A Human Resource Management Model Based on Work Discipline and Supervision to Enhance Employee Career Promotion ]]>
<![CDATA[Elfina Okto Posmaida Damanik]]>;
<![CDATA[Risma Nurhaini Munte]]>;
<![CDATA[Ester Mawar Siagian]]>;
<![CDATA[Desmi Triyanti Purba]]>
<![CDATA[ Fundamental and Applied Management Journal Vol. 4 No. 2 (2026): June ]]>
Publisher : <![CDATA[Global Research Collaboration ]]>
Show Abstract
|
Download Original
|
Original Source
|
Check in Google Scholar
|
DOI: 10.66314/famj.v4i2.782
<![CDATA[Human resource management plays a vital role in improving employee performance and career development, especially in small and medium enterprises (SMEs). This study aims to develop a human resource management model based on work discipline and supervision to enhance employee career promotion in SMEs in North Sumatra, Indonesia. A quantitative survey method was used, collecting data from employees with at least two years of work experience through purposive sampling. Data were analyzed using multiple linear regression and structural model analysis to examine relationships among variables. The findings show that work discipline positively and significantly influences career promotion, as employees with strong punctuality, responsibility, and rule compliance have better advancement opportunities. Effective supervision also significantly supports career promotion through proper guidance, monitoring, and evaluation. Simultaneously, work discipline and supervision strengthen a structured and transparent promotion system. This study contributes to a strategic HRM model that supports fair career advancement and sustainable employee development in SMEs.]]>
<![CDATA[Enhancing Customer Loyalty in Islamic Banking: The Role of Service Quality, Spiritual Marketing, and Customer Satisfaction (Study at BCA Syariah Yogyakarta Branch Office) ]]>
<![CDATA[Putri Dwi Cahyani]]>;
<![CDATA[Dwi Endra Prasetyo]]>
<![CDATA[ Fundamental and Applied Management Journal Vol. 4 No. 2 (2026): June ]]>
Publisher : <![CDATA[Global Research Collaboration ]]>
Show Abstract
|
Download Original
|
Original Source
|
Check in Google Scholar
|
DOI: 10.66314/famj.v4i2.783
<![CDATA[This study examines how service quality and spiritual marketing enhance customer loyalty in Islamic banking through customer satisfaction as a mediating variable. Using a quantitative explanatory design, data were collected using SPSS. The results show that service quality positively affects customer satisfaction (β = 0.284; t = 3.046; p = 0.003), while spiritual marketing has a stronger effect (β = 0.400; t = 4.288; p < 0.001. Service quality and spiritual marketing also significantly influence customer loyalty, with respective effects of β = 0.188 (t = 3.125; p = 0.002) and β = 0.149 (t = 2.382; p = 0.019). Customer satisfaction emerges as the strongest predictor of loyalty (β = 0.657; t = 11.149; p < 0.001). The model explains 36,4% of customer satisfaction and 75,5% of customer loyalty. Sobel test results confirm that customer satisfaction significantly mediates the effects of service quality and spiritual marketing on customer loyalty. These findings emphasize that loyalty in Islamic banking is shaped by both functional service excellence and spiritually grounded marketing practices.]]>
<![CDATA[Navigating The AI-Augmented Workplace: How Digital Leadership and The AMO Framework Impact Job Insecurity and Human-Algorithm Symbiosis ]]>
<![CDATA[Erina Rulianti]]>;
<![CDATA[Ahmad Gunawan]]>;
<![CDATA[Giri Nurpribadi]]>;
<![CDATA[Depi Nurmalasari]]>
<![CDATA[ Fundamental and Applied Management Journal Vol. 4 No. 2 (2026): June ]]>
Publisher : <![CDATA[Global Research Collaboration ]]>
Show Abstract
|
Download Original
|
Original Source
|
Check in Google Scholar
|
DOI: 10.66314/famj.v4i2.788
<![CDATA[This study investigated the mechanisms of artificial intelligence (AI) integration among knowledge workers by testing a dual-stage moderated mediation model. Based on the Ability-Motivation-Opportunity (AMO) framework and Job Demands-Resources (JD-R) theory, this study examines whether digital leadership and algorithmic transparency moderate the mediating effects of AI-induced job insecurity on human-algorithm symbiosis. This study used a cross-sectional quantitative design. Data were collected using purposive sampling from an expert niche consisting of 71 academic publishing managers, quality auditors, and academic staff in the higher education sector. Hypotheses were tested using Partial Least Squares Structural Equation Modeling (PLS-SEM) via SmartPLS 4 with 5,000 bootstrap samples. Contrary to mainstream narratives, the hypothesized dual-stage moderated mediation was not supported. Interestingly, AI-oriented AMO practices and digital leadership positively predicted AI-induced job insecurity, contradicting the expected mitigating effect. However, this heightened insecurity failed to mediate or impede collaborative performance. The Phase 1 model yielded an acceptable R2 = 0.638, while the Phase 2 model (R2 = 0.562) revealed a robust and highly significant direct effect of AMO practices on the establishment of human-algorithm symbiosis. This study challenges conventional assumptions about the "dark side" of AI integration by revealing the phenomenon of "instrumental pragmatism" in highly autonomous knowledge workers. These findings demonstrate that in specific academic settings, professionals bypass psychological trauma (job insecurity) and structural rhetoric (leadership vision), directly translating practical HR interventions (AMO) into effective human-AI collaborations. This research urges a shift in HR strategy from complex change management to direct capability building]]>
<![CDATA[Digital Marketing Capability and Firm Performance in B2B Industrial Ecosystems: The Parallel Mediation of Market Agility and Customer Relationship Quality ]]>
<![CDATA[Nuraeni]]>;
<![CDATA[Agustini Tanjung]]>;
<![CDATA[Sri Wahyuningsih]]>;
<![CDATA[Riana Oktaviani]]>
<![CDATA[ Fundamental and Applied Management Journal Vol. 4 No. 2 (2026): June ]]>
Publisher : <![CDATA[Global Research Collaboration ]]>
Show Abstract
|
Download Original
|
Original Source
|
Check in Google Scholar
|
DOI: 10.66314/famj.v4i2.792
<![CDATA[Global industrial ecosystems are undergoing digital transformation, yet business-to-business (B2B) firms often report that technological investments do not consistently improve financial or operational performance, a phenomenon termed the "digitalization paradox." Grounded in Dynamic Capability Theory (DCT), this study investigates the mediation roles of market agility and customer relationship quality in the relationship between digital marketing capability and firm performance. A quantitative explanatory design was employed, with empirical data collected from 165 managerial respondents in the Jababeka Industrial Estate, Indonesia. The model was evaluated using Partial Least Squares Structural Equation Modeling (PLS-SEM). The structural analysis indicates full parallel mediation. The direct impact of digital marketing capability on firm performance is non-significant (beta = 0.067, p = 0.304). Digital marketing capability shows significant positive associations with both market agility (beta = 0.503, p < 0.001) and customer relationship quality (beta = 0.551, p < 0.001). The indirect effect through customer relationship quality (beta = 0.286) is larger than the indirect effect through market agility (beta = 0.155). The results suggest that in the B2B industrial context, digital marketing capability acts as an antecedent to higher-order capabilities rather than a direct driver of firm performance. Limitations include a cross-sectional design, a single-key-informant approach, and a single-site context, which suggest that future research should adopt multi-source longitudinal designs to further validate these associations.]]>
<![CDATA[Unpacking the AI Black Box in HRM: A Serial Mediation Model of Algorithmic Fairness, Trust, and AI Readiness with AI Anxiety as a Functional Predictor ]]>
<![CDATA[Tri Wahyu Wirjawan]]>;
<![CDATA[Dadang Heri Kusumah]]>;
<![CDATA[Rifka Sarah]]>;
<![CDATA[Irma Rohmatul Manan]]>
<![CDATA[ Fundamental and Applied Management Journal Vol. 4 No. 2 (2026): June ]]>
Publisher : <![CDATA[Global Research Collaboration ]]>
Show Abstract
|
Download Original
|
Original Source
|
Check in Google Scholar
|
DOI: 10.66314/famj.v4i2.793
<![CDATA[This study unpacks the “black box” phenomenon of artificial intelligence (AI) in Human Resource Management (HRM) by examining the dual structural mechanisms of algorithmic fairness and AI anxiety in shaping employees’ adaptive performance within the Ability-Motivation-Opportunity (AMO) framework. Using a quantitative explanatory design, primary data were collected from 285 full-time professionals in the Indonesian e-commerce industry through purposive sampling and analyzed using Partial Least Squares Structural Equation Modeling (PLS-SEM) with SmartPLS 4. The findings reveal a significant full serial mediation mechanism in which algorithmic fairness influences adaptive performance entirely through trust in AI and AI readiness. Although fairness strengthens trust in AI, trust alone does not directly enhance adaptive performance; instead, it functions as a cognitive precursor that fosters AI readiness, which subsequently drives adaptive performance. Contrary to conventional assumptions that technological anxiety weakens performance, AI anxiety has a positive direct effect on adaptive performance, suggesting a proactive defensive coping mechanism among employees facing technological disruption and job insecurity. These findings imply that organizations should move beyond merely auditing algorithmic fairness and focus on developing employees’ cognitive readiness for AI adoption through transparent systems and targeted literacy programs that transform anxiety into proactive digital competence. This study contributes to algorithmic management literature by showing that AI readiness, rather than emotional trust alone, is the key functional link in the AI-HRM interface. However, the study is limited by its cross-sectional design, high R-squared values, and focus on a single industry]]>
<![CDATA[The Effects of Dynamic Managerial Capabilities and Transformational Leadership on Firm Performance: The Mediating Roles of Innovative Work Behavior and Competitive Advantage ]]>
<![CDATA[Imam Sucipto]]>;
<![CDATA[Tri Wahyu Wirjawan]]>;
<![CDATA[Ahmad Gunawan]]>;
<![CDATA[Salsha Nabila]]>
<![CDATA[ Fundamental and Applied Management Journal Vol. 4 No. 2 (2026): June ]]>
Publisher : <![CDATA[Global Research Collaboration ]]>
Show Abstract
|
Download Original
|
Original Source
|
Check in Google Scholar
|
DOI: 10.66314/famj.v4i2.798
<![CDATA[This study examines the effects of Dynamic Managerial Capabilities and Transformational Leadership on Firm Performance through the mediating roles of Innovative Work Behavior and Competitive Advantage. The research was conducted in the Indonesian electronics industry, specifically targeting manufacturing firms. Employing a quantitative survey method, data were collected from 124 managers and employees and analyzed using PLS-SEM with SmartPLS software. The results reveal strong explanatory power, with the model accounting for 75.1% of the variance in Firm Performance (R2 = 0.751). The findings indicate that Transformational Leadership (beta = 0.482) and Dynamic Managerial Capabilities (beta = 0.367) have significant positive effects on Innovative Work Behavior. Furthermore, Innovative Work Behavior significantly drives Competitive Advantage (beta = 0.592) and Firm Performance (beta = 0.568). The direct effects of managerial capability and leadership on firm performance were insignificant, confirming a full mediation mechanism. The study's cross-sectional design and single-industry focus limit generalizability, yet it contributes to Dynamic Capability and Transformational Leadership theories by highlighting that competitiveness is achieved primarily through innovation-based behavioral mechanisms]]>
<![CDATA[Sustainable HRM Practices and Employee Pro-Environmental Behavior: The Mediating Role of Environmental Commitment and the Moderating Role of Green Leadership ]]>
<![CDATA[Dadang Heri Kusumah]]>;
<![CDATA[Tri Wahyu Wirjawan]]>;
<![CDATA[Dheni Eka Mahendra]]>;
<![CDATA[Irma Rohmatul Manan]]>
<![CDATA[ Fundamental and Applied Management Journal Vol. 4 No. 2 (2026): June ]]>
Publisher : <![CDATA[Global Research Collaboration ]]>
Show Abstract
|
Download Original
|
Original Source
|
Check in Google Scholar
|
DOI: 10.66314/famj.v4i2.800
<![CDATA[The increasing global emphasis on environmental sustainability and Environmental, Social, and Governance (ESG) practices has encouraged organizations to integrate sustainability principles into human resource management. In the manufacturing sector, employee participation is essential for achieving sustainability goals. However, the mechanisms through which Sustainable Human Resource Management (Sustainable HRM) Practices influence Employee Pro-Environmental Behavior remain insufficiently explored in emerging economy contexts. Therefore, this study examines the effect of Sustainable HRM Practices on Employee Pro-Environmental Behavior by investigating the mediating role of Environmental Commitment and the moderating role of Green Leadership. This quantitative explanatory study employed a cross-sectional survey approach. Data were collected from 150 employees of manufacturing companies using purposive sampling and analyzed through Partial Least Squares Structural Equation Modeling (PLS-SEM) with SmartPLS. The structural model showed strong explanatory power, with R² values of 0.716 for Environmental Commitment and 0.719 for Employee Pro-Environmental Behavior. The results indicate that Sustainable HRM Practices significantly enhance Environmental Commitment (beta = 0.487) and Employee Pro-Environmental Behavior (beta = 0.422). However, Environmental Commitment had a statistically non-significant direct effect on Employee Pro-Environmental Behavior (beta = 0.135, p > 0.05), suggesting that psychological commitment alone may be insufficient to drive actual behavior without direct leadership intervention. Furthermore, Green Leadership marginally strengthened the relationship between Sustainable HRM Practices and Environmental Commitment (beta = 0.128, p = 0.052), indicating a boundary condition in attitude formation. This study contributes to sustainable HRM literature by emphasizing the need to couple formal HRM practices with strong green leadership, although findings should be interpreted cautiously due to the cross-sectional design and single-industry focus.]]>
<![CDATA[Policy-Driven Hybrid Work and Employee Well-Being in the Public Sector: The Moderating Role of Job Autonomy ]]>
<![CDATA[Roswiyanti]]>;
<![CDATA[Dyan Fauziah Suryadi]]>;
<![CDATA[Sukri]]>;
<![CDATA[Lukman]]>
<![CDATA[ Fundamental and Applied Management Journal Vol. 4 No. 2 (2026): June ]]>
Publisher : <![CDATA[Global Research Collaboration ]]>
Show Abstract
|
Download Original
|
Original Source
|
Check in Google Scholar
|
DOI: 10.66314/famj.v4i2.814
<![CDATA[The psychological well-being of civil servants has emerged as a critical concern in post-pandemic public sector human resource management, particularly amid the institutionalization of hybrid work arrangements through government regulation. This study investigates the effect of policy-driven hybrid work on employee well-being among civil servants (Aparatur Sipil Negara) in Kota Palopo, Indonesia, and examines the moderating role of job autonomy in this relationship. Grounded in the Job Demands–Resources (JD-R) Model, Self-Determination Theory (SDT), and Conservation of Resources (COR) Theory, the study employs a quantitative cross-sectional design with respondents selected through proportionate stratified random sampling. Data were analyzed using Partial Least Squares Structural Equation Modeling (PLS-SEM) via SmartPLS 4.0. Results confirm that policy-driven hybrid work positively and significantly affects employee well-being, and that job autonomy significantly moderates this relationship, amplifying well-being outcomes among civil servants with higher autonomy. These findings advance JD-R theory by conceptualizing job autonomy as a conversion resource that determines how effectively state-mandated hybrid work arrangements translate into employee psychological well-being, with important implications for hybrid work policy design in non-Western public bureaucracies.]]>
<![CDATA[Proactive Behavior and Relational Capital Driving Competitive Advantage: Marketing Innovation as Mediator in East Lombok Craft MSMEs ]]>
<![CDATA[Umu Rosyidah]]>;
<![CDATA[Sulaiman]]>;
<![CDATA[Syaifuddin]]>;
<![CDATA[Salma Ila Salsabila]]>;
<![CDATA[Cici Aryansi Quilim]]>
<![CDATA[ Fundamental and Applied Management Journal Vol. 4 No. 2 (2026): June ]]>
Publisher : <![CDATA[Global Research Collaboration ]]>
Show Abstract
|
Download Original
|
Original Source
|
Check in Google Scholar
|
DOI: 10.66314/famj.v4i2.820
<![CDATA[Research on MSME competitiveness has generally explored internal capabilities, relational networks, and innovation as distinct factors contributing to competitive advantage. Nevertheless, empirical evidence remains limited regarding the extent to which marketing innovation serves as a mediating pathway that connects proactive behavior and relational capital with competitive advantage, especially within locally rooted handicraft MSMEs. Accordingly, this study investigates the influence of proactive behavior and relational capital on competitive advantage, while also examining the mediating role of marketing innovation among handicraft MSMEs in East Lombok Regency. The proposed conceptual framework is grounded in the Resource-Based View (RBV) and Social Capital Theory, both of which highlight the importance of distinctive organizational resources and network-based relationships in fostering innovation and sustaining competitive advantage. Using a quantitative explanatory approach, data were collected through a survey involving 141 handicraft MSMEs and analyzed using Partial Least Squares Structural Equation Modeling (PLS-SEM). The results reveal that proactive behavior and relational capital positively affect marketing innovation and competitive advantage. However, marketing innovation does not exert a significant positive influence on competitive advantage. In addition, marketing innovation is not supported as a mediating variable in the relationship between proactive behavior and competitive advantage or between relational capital and competitive advantage. These findings suggest that proactive behavior and relational capital function more strongly as direct strategic resources for improving competitive advantage, whereas marketing innovation, in this particular context, does not act as an effective mechanism for translating these resources into competitive outcomes. From a theoretical perspective, this study extends the application of RBV and Social Capital Theory by demonstrating that innovation-oriented activities do not always convert internal capabilities and relational assets into competitive advantage. From a practical standpoint, handicraft MSMEs are encouraged to enhance proactive market-oriented actions and strengthen relational networks, while also carefully assessing the relevance, quality, and market alignment of their marketing innovation initiatives.]]>
