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[Building University Brand Equity Through Service and Symbolic Attributes: The Mediating Role of Brand Image ]]>
<![CDATA[Tri Lestira Putri Warganegara]]>;
<![CDATA[M. Yusuf Sulfarano Barusman]]>;
<![CDATA[Andala Rama Putra Barusman]]>;
<![CDATA[Habibburahman]]>
<![CDATA[ Fundamental and Applied Management Journal Vol. 4 No. 2 (2026): June ]]>
Publisher : <![CDATA[Global Research Collaboration ]]>
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DOI: 10.66314/famj.v4i2.1015
<![CDATA[Increasing competition in higher education has compelled private universities to strengthen their institutional brands to attract prospective students, enhance stakeholder confidence, and sustain long-term competitiveness. Because higher education is a credence service, prospective students are generally unable to evaluate educational quality before enrollment and therefore tend to rely on institutional reputation when making their decisions. Therefore, understanding the factors that shape university brand equity has become increasingly important. Although previous studies have examined service attributes and symbolic attributes separately, limited research has investigated their combined effects on university brand equity through brand image, particularly in private universities in developing countries. Therefore, using brand image as a mediating factor, this study investigates how service attributes and symbolic attributes affect university brand equity. Using survey data gathered from 394 students enrolled in seven private universities in Bandar Lampung, Indonesia, a quantitative technique was used. The data were analyzed using Partial Least Squares Structural Equation Modeling (PLS-SEM) to examine both the direct and indirect relationships among the proposed constructs. The findings indicate that service attributes do not have a significant direct effect on brand equity. In contrast, symbolic attributes have a positive and significant effect on brand equity. Furthermore, both service attributes and symbolic attributes positively influence brand image, which in turn has a positive and significant effect on brand equity. Additionally, the mediation study shows that while brand image somewhat mediates the association between symbolic traits and brand equity, it entirely mediates the correlation between service attributes and brand equity. These findings demonstrate that students’ perceptions of institutional image play a critical role in translating both service attributes and symbolic attributes into university brand equity. By integrating symbolic and service attributes into a single model to describe how university brand equity is formed through brand image, this study adds to the body of knowledge on university branding. The findings suggest that private universities should strengthen not only service quality but also symbolic attributes, including institutional reputation, prestige, and identity, to build a stronger brand image and enhance university brand equity. This study is limited to student respondents from private universities within a single geographical region, which may restrict the generalizability of the findings.]]>
<![CDATA[The Effect of Influencer Marketing on Buying Interest, Satisfaction, and Loyalty Among Gen Z Consumers of MSME Culinary Products in Indonesia ]]>
<![CDATA[Muammar Khaddapi]]>;
<![CDATA[Burhanuddin Harahap]]>;
<![CDATA[Elva Amrin]]>;
<![CDATA[Indrawan]]>
<![CDATA[ Fundamental and Applied Management Journal Vol. 4 No. 3 (2026): September ]]>
Publisher : <![CDATA[Global Research Collaboration ]]>
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DOI: 10.66314/famj.v4i3.1039
<![CDATA[This study examines the effect of influencer marketing on buying interest, consumer satisfaction, and loyalty among Gen Z consumers of MSME culinary products in Indonesia. The background of this study is the growing use of influencers as a digital marketing communication strategy. Still, their effectiveness in shaping Gen Z consumers' long-term behavior remains inconsistent. The SEM-PLS method is used in this quantitative investigation. A structured survey via Google Forms was used to collect data from 218 respondents. Customers who have purchased food items endorsed by influencers comprise the target sample. The findings demonstrate that influencer marketing significantly influences buying interest and customer satisfaction, supporting H1 and H2. Specifically, influencer credibility, attractiveness, and product congruence effectively stimulate consumers' initial interest in culinary products promoted through social media. However, influencer marketing was found to have no significant direct effect on customer loyalty, and the sequential mediation of buying interest and satisfaction was also not supported, leading to the rejection of H3 and H3a. Product and service quality is the primary factor that determines favorable repurchases and referrals, as satisfaction has been demonstrated to have a strong, beneficial influence on loyalty. Furthermore, the direct effect of influencer marketing on loyalty was negative, and the mediating path through buying interest and satisfaction was also negative. According to research, influencer marketing effectively increases buy intent, but sustained, fulfilling consumption is the only way to foster loyalty.]]>
<![CDATA[Thriving in Digital Workplaces: How Digital Competency and Psychological Capital Shape Employee Well-Being under Technostressency and Psychological Capital Shape Employee Well-Being under Technostress ]]>
<![CDATA[Yusuf Riyanto]]>;
<![CDATA[Wiwiek Rabiatul Adawiyah]]>;
<![CDATA[Ratno Purnomo]]>;
<![CDATA[Najmudin]]>;
<![CDATA[Sudarto]]>
<![CDATA[ Fundamental and Applied Management Journal Vol. 4 No. 3 (2026): September ]]>
Publisher : <![CDATA[Global Research Collaboration ]]>
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DOI: 10.66314/famj.v4i3.1082
<![CDATA[This study examines the relationships among Digital Competency, Psychological Capital, Technostress, and Employee Well-Being by investigating the mediating role of Psychological Capital and the moderating role of Technostress. A quantitative explanatory design was employed using survey data collected from 100 SME employees. Data were analyzed using Partial Least Squares Structural Equation Modeling (PLS-SEM) with SmartPLS 4. Digital Competency positively affected Employee Well-Being and Psychological Capital. Psychological Capital significantly mediated the relationship between Digital Competency and Employee Well-Being. Technostress negatively affected Employee Well-Being but did not significantly moderate the relationship between Digital Competency and Employee Well-Being. This study contributes to Human Capital Theory and Conservation of Resources Theory by integrating Digital Competency, Psychological Capital, Technostress, and Employee Well-Being into a single moderated mediation framework.]]>
<![CDATA[The Influence of Green Innovation, Financial Resources, Technology Usage, and Knowledge Sharing on Sustainable Performance of MSMEs in Kebak ]]>
<![CDATA[Setyaningsih SU]]>;
<![CDATA[Edi Wibowo]]>
<![CDATA[ Fundamental and Applied Management Journal Vol. 4 No. 3 (2026): September ]]>
Publisher : <![CDATA[Global Research Collaboration ]]>
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DOI: 10.66314/famj.v4i3.1151
<![CDATA[MSMEs contribute significantly to the national economy, but still face challenges in the form of low sustainability literacy, understanding of environmental risks, and governance readiness. This condition demands an increase in sustainable performance through the implementation of sustainable business practices in MSMEs. Problems related to the sustainable performance of MSMEs in Kebak Village, Jumantono District indicate that most MSMEs still face various obstacles in realizing business sustainability so that the sustainable performance achieved is not optimal. This study aims to explore previous findings to analyze the influence of green innovation, financial resources, technology usage, and knowledge sharing on the sustainable performance of MSMEs in Kebak Village, Jumantono District, Karanganyar. The novelty of this study lies in the integration of green innovation, financial resources, technology usage, and knowledge sharing variables in one model to analyze the sustainable performance of rural MSMEs, focusing on MSMEs in Kebak Jumantono Village, Karanganyar, which have never been studied in the context of MSME sustainability. This study used a sample of 170 MSMEs in Kebak Jumantono Village, Karanganyar. Data used primary sources, collected through questionnaire instruments. The data analysis technique used Partial Least Square Analysis. The results of the study (1) Green innovation does not have a significant effect on sustainable performance (2) financial resources have a significant effect on sustainable performance, (3) technology usage has a significant effect on sustainable performance, and (4) knowledge sharing has a significant effect on sustainable performance. The contribution of this study is expected to provide input for MSMEs, especially in Kebak Jumantono Village, in improving business sustainability through green innovation, technology utilization, strengthening financial resources, and increasing knowledge sharing and become a reference for local governments in formulating sustainability-based MSME development policies.]]>
<![CDATA[How Storytelling and Digital Content Quality Influence Consumer Loyalty Through Customer Engagement: A PLS-SEM Study of Somethinc Skincare Consumers ]]>
<![CDATA[Raeny Dwi Santy]]>;
<![CDATA[Fatmawati A. Rahman]]>;
<![CDATA[Rostini]]>;
<![CDATA[Annisa Zhalila Razak]]>;
<![CDATA[Rince Tambunan]]>;
<![CDATA[Ummy Kalsum]]>
<![CDATA[ Fundamental and Applied Management Journal Vol. 4 No. 3 (2026): September ]]>
Publisher : <![CDATA[Global Research Collaboration ]]>
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DOI: 10.66314/famj.v4i3.1177
<![CDATA[This study examines how storytelling and digital content quality shape consumer loyalty through customer engagement in the skincare industry. A quantitative explanatory design was employed using a cross-sectional survey of 120 consumers selected through purposive sampling. Eligible respondents had purchased and used the focal skincare brand and had been exposed to its official social media content. Data were collected using a 24-item questionnaire and analyzed through partial least squares structural equation modeling to evaluate the measurement model, direct relationships, and mediating effects. The results demonstrate that storytelling positively influences customer engagement and consumer loyalty. Digital content quality also has positive effects on customer engagement and consumer loyalty, while customer engagement significantly enhances consumer loyalty. The mediation analysis further shows that customer engagement partially mediates the effects of both storytelling and digital content quality on consumer loyalty. The variance accounted for values of 27.46 percent and 34.57 percent indicate complementary partial mediation for storytelling and digital content quality, respectively. Digital content quality emerges as the stronger predictor of customer engagement, suggesting that consumers respond particularly favorably to digital content that is relevant, informative, consistent, and professionally presented. The findings demonstrate that consumer loyalty is developed not only through direct exposure to compelling narratives and high-quality content, but also through the cognitive, emotional, and behavioral engagement generated by these communication strategies. This study contributes to digital marketing literature by clarifying customer engagement as a relational mechanism through which storytelling and digital content quality translate into consumer loyalty. Skincare brands should therefore integrate compelling narratives with credible and high-quality social media content to strengthen engagement and sustain long-term consumer relationships.]]>
<![CDATA[Sustainable Human Resource Management Practices and Their Impact on Corporate Social Responsibility (CSR) and Employee Performance ]]>
<![CDATA[Wandy Zulkarnaen]]>;
<![CDATA[Tetty Sufianty Zafar]]>
<![CDATA[ Fundamental and Applied Management Journal Vol. 4 No. 2 (2026): June ]]>
Publisher : <![CDATA[Global Research Collaboration ]]>
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DOI: 10.66314/famj.v4i2.1194
<![CDATA[This study aims to examine the effect of Sustainable Human Resource Management (HRM) practices on employee-perceived Corporate Social Responsibility (CSR) and employee performance, and to examine the mediating role of CSR in this relationship. The study used a sequential explanatory mixed-method design involving 52 qualitative informants from 6 organizations and 412 quantitative survey respondents. Qualitative data were analyzed using thematic analysis, while quantitative data were analyzed using Partial Least Squares Structural Equation Modeling (PLS-SEM). Qualitative findings revealed seven main themes of sustainable HRM implementation, including the integration of sustainability in recruitment, training, performance management, and compensation. Quantitative results showed that sustainable HRM practices had a positive and significant effect on CSR (β = 0.623; p < 0.001) and employee performance (β = 0.418; p < 0.001). CSR also has a positive effect on employee performance (β = 0.349; p < 0.001) and partially mediates the relationship between sustainable HRM practices and employee performance (indirect effect β = 0.217; p < 0.001). The research model explains 38.8% of the variance in CSR and 45.2% of the variance in employee performance. This study extends the AMO (Ability-Motivation-Opportunity) Theory framework by identifying CSR as an additional pathway explaining how sustainable HRM practices affect individual performance. The practical implications emphasize the need for organizations to integrate sustainable HRM practices throughout the HRM cycle and effectively communicate CSR commitments to employees. This study provides theoretical and empirical contributions to the sustainable HRM and CSR literature from a micro perspective.]]>
<![CDATA[Digital Leadership and Employee Innovative Behavior: The Mediating Role of Digital Work Competence ]]>
<![CDATA[Mukhlis]]>
<![CDATA[ Fundamental and Applied Management Journal Vol. 4 No. 3 (2026): September ]]>
Publisher : <![CDATA[Global Research Collaboration ]]>
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DOI: 10.66314/famj.v4i3.1217
<![CDATA[Digital transformation creates a practical problem that technology investment alone cannot resolve: employees must interpret leadership direction and possess sufficient perceived competence to convert digital tools into innovative work practices. This cross-sectional study examined whether perceived digital work competence was statistically associated with the relationship between perceived digital leadership and self-reported innovative work behavior. The analysis used 250 complete questionnaires obtained through purposive mixed-mode recruitment from employees who reported routine use of workplace digital applications, at least one year of organizational tenure, and an identifiable immediate supervisor. Organization-, industry-, geographic-, invitation-denominator-, leader-, and response-mode identifiers were not retained in the available study records; the findings are therefore interpreted as associational and limited to the analyzed respondents. Partial least squares structural equation modeling in SmartPLS 3 indicated acceptable indicator loadings, internal consistency, convergent validity, and HTMT point estimates. Perceived digital leadership was positively associated with perceived digital work competence (β = .661, p < .001) and self-reported innovative work behavior (β = .429, p < .001); perceived competence was also associated with innovative behavior (β = .414, p < .001). The specific indirect association was β = .274, 95% CI [.203, .340], while the direct association remained positive. In-sample R² values were .437 for competence and .590 for innovative behavior. The results identify perceived competence as a plausible explanatory variable, not a demonstrated temporal mechanism. Tentative managerial implications favor coordinated leadership development and role-specific digital competence support, while longitudinal, multisource, and contextually identified research is required for causal and generalizable conclusions.]]>
<![CDATA[Work Motivation, Compensation, and Turnover Intention: Evidence from Generation Z Employee in Indonesia ]]>
<![CDATA[Abdillah Hakim Mudrik]]>;
<![CDATA[Ratna Komala Putri]]>
<![CDATA[ Fundamental and Applied Management Journal Vol. 4 No. 2 (2026): June ]]>
Publisher : <![CDATA[Global Research Collaboration ]]>
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DOI: 10.66314/famj.v4i2.1026
<![CDATA[Employee turnover intention has increasingly become a valuable issue faced by intitutions, particularly in managing Cohort Z worker. This cohort is widely recognised for its greater tendency to change jobs and its distinctive anticipations regarding the work environment. Previous literature has consistently highlighted compensation and work motivation as important determinants that may shape worker' decisions to either continue working for or leave an intitution. The primary objective of the inquiry is to investigate the influence of compensation and work motivation on the turnover intention of Cohort Z worker in Indonesia. A numerical inquiry design was employed through a cross-sectional survey. The study involved Cohort Z worker residing in Indonesia, who were recruited applaying purposive and non-probability sampling approaches. Data were collected via an online survey disseminated through multiple social media platforms. Following the screening procedure, 210 valid responses were held and examined applaying Fractional Least Squares Systematic Equation Modelling (PLS-SEM). The descriptive diciveries indicated that participants generally expressed favourable perceptions of compensation (71.82%) and work motivation (72.82%). Nevertheless, turnover intention remained relatively pronounced, reaching 77.62%. The systematic model demonstrated that compensation exerted a numerically valuable inverse effect on turnover intention (β = −0.238, t = 2.432, p = 0.016), implying that more rivalrous compensation packages were associated with a lower propensity to leave the intitution. Conversely, work motivation did not exhibit a numerically valuable connection with turnover intention (β = −0.054, t = 0.696, p = 0.487). Furthermore, the explanatory capability of the proposed model was modest, profile for only 7.4% of the observed dispersion in turnover intention (R² = 0.074), proposeing that additional antecedent elements may substantially influence worker' puposes to resign. The outcomes highlight compensation as a strong determinant of turnover intention among Indonesian Cohort Z workers, but work motivation does not valuablely contribute to the proposed framework's explanation. Later study should comprise broader corporate and individual elements to establish a more thorough understanding of the causes affecting turnover intention among Cohort Z worker, given the model's comparatively weak explanatory ability.]]>
<![CDATA[Strategic Adaptability vs Socioemotional Wealth Preservation: A Systematic Review of Family Firm Responses to Digitalization and Globalization ]]>
<![CDATA[Mugi Harsono]]>;
<![CDATA[Versiandika Yudha Pratama]]>;
<![CDATA[Alfiansyah Deviar]]>;
<![CDATA[Tri Dana Pamungkas]]>;
<![CDATA[Sulastri]]>
<![CDATA[ Fundamental and Applied Management Journal Vol. 4 No. 3 (2026): September ]]>
Publisher : <![CDATA[Global Research Collaboration ]]>
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DOI: 10.66314/famj.v4i3.1078
<![CDATA[Family firms are distinguished by a fundamental duality between economic performance and the preservation of socioemotional wealth (SEW) comprising family control, identity, legacy, and emotional attachment. As digitalization and global competition intensify, these firms face persistent tensions between strategic adaptability and safeguarding non-economic priorities. However, existing literature addresses this tension in fragmented, single-level silos, separately examining digital transformation, SEW, governance, or internationalization without an integrative synthesis. To build an integrative theoretical understanding, this study adopts a paradox perspective and conducts a systematic literature review following the PRISMA 2020 protocol, searching the Scopus database from 2016 to 2025, where an independent dual-reviewer screening process narrowed 238 initial records to 24 eligible articles for thematic synthesis, with the aim of developing a multi-level framework linking individual leadership and succession dynamics, organizational dynamic capabilities, and macro-environmental pressures. The synthesis reveals three key insights: SEW operates as both a constraint and an enabler, fostering risk aversion yet simultaneously serving as a strategic resource for long-term stakeholder trust and sustainability; successful adaptation depends on dynamic capabilities across individual, family-transfer, and organizational levels, coupled with governance quality and intergenerational succession; and family firms deploy distinct response pathway that transform family values into assets for green innovation and business model renewal. Consequently, this review concludes that sustained success requires integrating adaptability and preservation into a coherent vision, advancing SEW theory through a dynamic-tension perspective and identifying actionable mechanisms like family narratives and board involvement. However, given the predominance of cross-sectional and single-country designs, it urges future longitudinal, cross-country, and multi-level research on emerging frontiers including artificial intelligence adoption, digital governance, and sustainability transitions.]]>
<![CDATA[The Influence of Service Quality, Sales Promotion, and Social Capital on Service Switching Behavior in Building Material Retail in Greater Malang: A Push–Pull–Mooring (PPM) Perspective ]]>
<![CDATA[Yusisca Yofa Yulanda]]>;
<![CDATA[Sri Palupi Prabandari]]>;
<![CDATA[Radityo Putro Handrito]]>
<![CDATA[ Fundamental and Applied Management Journal Vol. 4 No. 3 (2026): September ]]>
Publisher : <![CDATA[Global Research Collaboration ]]>
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DOI: 10.66314/famj.v4i3.1086
<![CDATA[This study aims to examine the effects of service quality and sales promotion on service switching behavior, as well as the moderating role of social capital among customers of traditional building material stores in Greater Malang, Indonesia. A quantitative explanatory research design was employed using a cross-sectional survey of 250 customers selected through purposive sampling. Data were analyzed using Partial Least Squares Structural Equation Modeling (PLS-SEM) to evaluate both the measurement and structural models. The results indicate that service quality has a significant negative effect on service switching behavior, while sales promotion has a significant positive effect. Social capital significantly moderates the relationship between service quality and service switching behavior but does not moderate the relationship between sales promotion and service switching behavior. The structural model explains 28.8% of the variance in service switching behavior. The findings confirm the applicability of the Push–Pull–Mooring framework in explaining customers' switching behavior in traditional building material stores. Strengthening service quality and fostering social capital are important strategies for reducing customers' switching intentions and enhancing long-term competitiveness.]]>
