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
185 Documents
<![CDATA[Apology Presence Over Type: WhatsApp Service Recovery Satisfaction Among Indonesian University Students ]]>
<![CDATA[Aurelius Stevan Ruslie]]>;
<![CDATA[Bobby Ardiansyahmiraja]]>;
<![CDATA[Juliani Dyah Trisnawati]]>
<![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.v4i3.1106
<![CDATA[This study examines the effects of apology type (responsibility-oriented, sympathy-oriented, and no apology) and emoji presence on service recovery satisfaction (SRS), perceived overall justice (POJ), consumer empathy (CE), and customer forgiveness (CF) among Indonesian university students. A 3×2 between-subjects factorial experimental design was employed with 173 students from two private universities in Surabaya as participants, randomly assigned to one of six WhatsApp message scenarios depicting a sudden class cancellation. Data were analyzed using two-way ANOVA with Tukey HSD post-hoc tests and PROCESS Macro Model 4 (Hayes, 2022) with 5,000 bootstrap resamples. Receiving either apology message produced significantly higher SRS than receiving no apology; however, the non-significant difference between the two apology types should be interpreted cautiously because the manipulation check did not distinguish them. POJ was confirmed as a significant positive predictor of SRS (b = 0.734, p < .001), but did not mediate the apology type–SRS relationship. Apology type did not significantly affect CE or CF. Emoji presence and its interaction with apology type also yielded no significant effects. In this setting, offering an apology was associated with higher student service recovery satisfaction than offering none. Claims about the relative effectiveness of the two apology types require caution because the manipulation check did not distinguish them.]]>
<![CDATA[Job Satisfaction as a Mediator of Work–Life Balance, Work Engagement, and Employee Performance: Evidence from a Banking Branch in Indonesia ]]>
<![CDATA[Sasqia Laselika Efendi]]>;
<![CDATA[Endang Rusdianti]]>;
<![CDATA[Indarto]]>
<![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.v4i3.1113
<![CDATA[Employee performance in the banking industry is influenced by both organizational and psychological factors. Previous studies have reported inconsistent findings regarding the relationships among work–life balance, work engagement, job satisfaction, and employee performance, particularly concerning the mediating role of job satisfaction in banking organizations. This study examined the relationships between work–life balance, work engagement, job satisfaction, and employee performance and assessed whether job satisfaction functions as a mediating variable among employees of Bank BNI Karangayu Branch, Semarang, Indonesia. A quantitative cross-sectional explanatory design was employed using Partial Least Squares Structural Equation Modeling (PLS-SEM). Data were collected through a structured questionnaire using a five-point Likert scale. The study involved employees of Bank BNI Karangayu Branch as the research population. (Tambahkan jumlah populasi, jumlah sampel akhir, teknik sampling, response rate, serta periode pengumpulan data sesuai data asli penelitian.) Bootstrapping with 5,000 resamples was performed to evaluate the significance of the direct and indirect relationships. The analysis indicated that work engagement was positively associated with job satisfaction (β = 0.465, p < .001) and employee performance (β = 0.214, p = .013). Work–life balance was positively associated with job satisfaction (β = 0.509, p < .001) and employee performance (β = 0.360, p < .001). Job satisfaction was positively associated with employee performance (β = 0.414, p < .001). Indirect-effect analysis suggested that job satisfaction partially mediated the relationships between work engagement and employee performance (β = 0.193, p = .005) and between work–life balance and employee performance (β = 0.211, p < .001). The structural model demonstrated substantial explanatory power (R² = 0.925 for job satisfaction and R² = 0.945 for employee performance). (Tambahkan 95% bootstrap confidence intervals sesuai output SmartPLS.) The findings suggest that higher levels of work engagement and work–life balance are associated with higher employee performance, both directly and indirectly through job satisfaction. These results support the complementary mediating role of job satisfaction in the banking context and provide empirical evidence that employee well-being and work engagement are important factors associated with employee performance.]]>
<![CDATA[Integrating TAM and User Satisfaction to Explain Prospective Travelers’ TikTok Continuance Intention for Premium Tourism Information ]]>
<![CDATA[Tri Widodo]]>;
<![CDATA[Yolanda Masnita]]>;
<![CDATA[Kurniawati Kurniawati]]>
<![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.v4i3.1130
<![CDATA[TikTok is increasingly used by prospective travelers to search for tourism information, yet how perceived usefulness translates into continued platform use in premium tourism planning remains unclear. This study examines the relationships of perceived ease of use, attitude, and perceived usefulness with continuance intention to use TikTok for premium tourism information, with user satisfaction as a mediating variable within an extended Technology Acceptance Model. A cross-sectional online survey was conducted in Indonesia using purposive sampling, yielding 313 active TikTok users who had searched for premium tourism content and expressed interest in premium accommodation. Data were analyzed using partial least squares structural equation modeling with SmartPLS 4 and 5,000 bootstrap subsamples. The results show that perceived ease of use and attitude positively influence continuance intention, whereas perceived usefulness has no significant direct effect. However, perceived usefulness strongly increases user satisfaction, which in turn strongly predicts continuance intention. The indirect effect of perceived usefulness on continuance intention through user satisfaction is significant, indicating indirect-only mediation. The model explains 74.0% of the variance in continuance intention. These findings extend the Technology Acceptance Model by demonstrating that, in premium tourism information seeking, perceived usefulness supports continued TikTok use primarily by enhancing satisfaction rather than through a direct behavioral pathway. The results suggest that tourism marketers and content creators should prioritize useful, credible, and satisfying premium tourism content to sustain platform engagement. The findings are limited to continuance intention and should not be interpreted as evidence of purchase, destination visit, or actual tourism behavior.]]>
<![CDATA[How Market Orientation Dimensions Shape Business Performance: Evidence from Women-Led Green Enterprises in South Sulawesi ]]>
<![CDATA[Asriah Syam]]>;
<![CDATA[Cindy Yoel Tanesia]]>;
<![CDATA[Monalisa]]>;
<![CDATA[Gracela Marisa Sanapang]]>;
<![CDATA[Carolina Novi Mustikarini]]>
<![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.v4i3.1138
<![CDATA[This study examines the associations among market orientation dimensions, green innovation capability, and business performance in women-led green enterprises in South Sulawesi, Indonesia. Green enterprises in this study refer to women-owned or women-managed businesses in culinary, fashion, manufacturing, and related sectors that had introduced environmentally relevant innovation in product, system, promotion, or service practices. Using a quantitative, cross-sectional, and nonexperimental survey design, data were collected during October to December 2024 from 248 women entrepreneurs selected through purposive sampling. Respondents were required to operate a green-economy-related business in South Sulawesi, have a business age of at least two years, and show evidence of innovation. The data were analyzed using covariance-based Structural Equation Modeling with AMOS version 26. The findings show that customer orientation and inter-functional coordination are associated with green innovation capability, whereas competitor orientation is not. Green innovation capability is also associated with business performance and appears to function as a selective mediating mechanism. The standardized indirect effects were 0.101 for customer orientation, -0.020 for competitor orientation, and 0.107 for inter-functional coordination. The 95% bias-corrected bootstrap confidence intervals confirmed the indirect association for customer orientation [0.023, 0.210] and inter-functional coordination [0.028, 0.214], while the interval for competitor orientation [-0.091, 0.048] included zero. These findings suggest that customer knowledge and internal coordination are more closely associated with business performance when translated into green innovation capability, while competitor orientation appears to be linked to business performance through a more direct market-responsiveness pathway. The study offers contextual and mechanism-based evidence on how women-led green enterprises convert market orientation dimensions into business-relevant innovation capability.]]>
<![CDATA[Leadership as a Strategic Management Instrument: A Systematic Review and Conceptual Framework ]]>
<![CDATA[I Dewa Gede Sayang Adi Yadnya]]>;
<![CDATA[Heny Hendrayati]]>;
<![CDATA[Eeng Ahman]]>;
<![CDATA[Yana Setiawan]]>;
<![CDATA[Askolani Askolani]]>;
<![CDATA[Rasto Rasto]]>
<![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.v4i2.1146
<![CDATA[Organizations need leadership that connects long-term direction with operational execution under conditions of rapid technological, social, and environmental change. This review synthesizes recent evidence on leadership functions across strategy formulation, implementation, monitoring, and evaluation and develops a framework for later empirical testing. Scopus was searched through 23 July 2026 using leadership and strategic-management terms. Eligible records were peer-reviewed, open-access, English-language journal articles published from 2022 to the search date, available in full text, and reporting an extractable relationship between leadership and at least one strategic-management stage. From 180 records, 27 studies met the criteria. Twenty-two empirical studies were appraised with the Mixed Methods Appraisal Tool, five non-empirical studies were identified separately, and all studies were synthesized thematically. The corpus comprised two studies from 2022, two from 2023, ten from 2024, ten from 2025, and three from 2026. Fourteen empirical studies met all applicable MMAT criteria, seven had one reporting concern, and one had two concerns. The synthesis identified leadership functions related to innovation, sustainability governance, and digital transformation and mapped these functions across strategic-management stages. The mediating role of strategic-management processes and the conditioning roles of collaborative culture and hierarchical rigidity are author-developed propositions rather than review findings. Leadership can be treated as an organizational mechanism that aligns vision, resources, and action, but the proposed relationships require empirical validation.]]>
<![CDATA[Consent Fatigue and Consumer Trust in AI-Driven Personalization During the Post-Cookie Era ]]>
<![CDATA[Halim Dwi Putra]]>;
<![CDATA[Juwita Azziah]]>;
<![CDATA[Rashid Athing]]>;
<![CDATA[April Kim Tamayo Lalisan]]>;
<![CDATA[Doris Sukma]]>;
<![CDATA[Dori Gusti Alex Chandra]]>;
<![CDATA[Hosea Kawengian]]>
<![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.v4i3.1170
<![CDATA[The decline of third-party cookies and stricter privacy requirements have made AI-driven personalization more dependent on explicit, first-party consent. Repeated and complex consent requests may produce consent fatigue, weaken trust, and reduce the perceived value of personalized content. This study examines the direct effects of consent fatigue on consumer trust and personalization effectiveness and evaluates consumer trust as a mediator. A cross-sectional survey was conducted among 320 adult digital-platform users in Indonesia who had encountered online consent requests during the preceding six months. Respondents were recruited purposively from social media, e-commerce, and digital-service applications. The model was analyzed with PLS-SEM in SmartPLS 4. Consent fatigue was negatively associated with consumer trust (β = −0.472, p < .001) and personalization effectiveness (β = −0.286, p < .001), whereas consumer trust was positively associated with personalization effectiveness (β = 0.534, p < .001). The indirect path through trust was β = −0.252, t = 4.890, p < .001, 95% CI [−0.353, −0.151]. Consent fatigue is associated with weaker personalization outcomes both directly and through lower consumer trust. Digital platforms should use concise, transparent, and less repetitive consent interfaces to protect meaningful choice and sustain responsible AI personalization.]]>
<![CDATA[Adoption of QRIS Tap in Jakarta’s Public Transportation: An Extended UTAUT2 Model ]]>
<![CDATA[Muhammad Yusuf Nugraha]]>;
<![CDATA[Alim Setiawan Slamet]]>;
<![CDATA[Elisa Anggraeni]]>
<![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.v4i3.1181
<![CDATA[This study examines QRIS Tap adoption in Jakarta's public transportation system by extending the Unified Theory of Acceptance and Use of Technology 2 (UTAUT2) with perceived transaction speed, perceived risk, and trust as additional constructs. A quantitative cross-sectional survey was conducted, and 202 valid responses, retained from an initial pool of 230, were analyzed using partial least squares structural equation modeling (PLS-SEM). Effort expectancy, facilitating conditions, habit, and trust positively and significantly predicted behavioral intention, while perceived risk had a significant negative effect. Facilitating conditions, habit, and behavioral intention also significantly predicted use behavior. Perceived transaction speed did not directly predict behavioral intention but significantly shaped both performance expectancy and effort expectancy. Performance expectancy, social influence, hedonic motivation, and price value did not significantly predict behavioral intention. QRIS Tap adoption is shaped mainly by ease of use, reliable infrastructure, habit, reduced perceived risk, and trust. Although transaction speed does not directly drive adoption intention, it remains important because it shapes users’ perceptions of usefulness and ease of use.]]>
<![CDATA[Human-Centered Digital Transformation in MSMEs: How Digital Capability Shapes Employee Digital Well-Being through Psychological Burden ]]>
<![CDATA[Anita]]>;
<![CDATA[Salju]]>;
<![CDATA[Andi Nadirah]]>;
<![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.v4i3.1206
<![CDATA[This study examines how digital capability, represented by digital literacy and technology use, influences employee digital well-being through psychological burden in MSMEs. Using a quantitative cross-sectional design, data were collected from 506 MSME employees in South Sulawesi, Indonesia, and analyzed using Partial Least Squares Structural Equation Modeling. Digital literacy and technology use significantly improve employee digital well-being (DL → DWB: β = 0.312, p < 0.001; TU → DWB: β = 0.139, p = 0.002) and positively influence psychological burden. Psychological burden also significantly enhances digital well-being (PB → DWB: β = 0.238, p < 0.001) and mediates the relationships between digital capability and employee well-being (DL → PB → DWB: β = 0.067, p < 0.001; TU → PB → DWB: β = 0.065, p < 0.001). The study highlights psychological burden as an adaptive mechanism supporting employee resilience during digital transformation.]]>
<![CDATA[Beyond Competitive Positioning: The Contingent Role of Operational Capability in SME Financial Performance Under Industrial Turbulence ]]>
<![CDATA[Anwar]]>;
<![CDATA[Muhaidir Ikram]]>;
<![CDATA[Mufidatul Azmi]]>;
<![CDATA[Deddy Ibrahim Rauf]]>;
<![CDATA[Mahesh Luthia]]>
<![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.v4i3.1222
<![CDATA[Small and medium-sized enterprises often struggle to convert valuable resources into superior financial outcomes. This study examines the relationships among strategic resources, competitive positioning, operational capability, and SME financial performance under industrial turbulence. Data were collected from 250 SME owners and managers in Makassar City, Indonesia, using a structured survey comprising five constructs measured with 108 items. Data were analyzed using partial least squares structural equation modeling with SmartPLS 4. Strategic resources positively influenced both competitive positioning and operational capability, while competitive positioning positively contributed to SME financial performance. In contrast, strategic resources, operational capability, and industrial turbulence did not have significant direct effects on financial performance. Industrial turbulence strengthened the relationship between operational capability and financial performance but did not significantly moderate the relationship between competitive positioning and financial performance. The findings show that strategic resources provide an important foundation for developing competitive positioning and operational capability, but resource possession alone does not ensure superior financial outcomes. Competitive positioning contributes directly to financial performance, whereas the financial value of operational capability becomes more pronounced under turbulent industrial conditions. These findings emphasize the distinct roles of resource endowment, market positioning, and context-dependent operational capability in explaining SME financial performance.]]>
<![CDATA[Human Capital Adaptability in Naval Officer Development: Roles of Training, Digital Leadership, and Knowledge Management ]]>
<![CDATA[Achmad Faisol]]>
<![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.v4i3.1282
<![CDATA[Weapons-system modernization changes the competencies required of naval personnel and increases the importance of workforce adaptability. This study examines the associations of modernization-oriented training (MOT), digital leadership (DL), and knowledge management practices (KMP) with human capital adaptability (HCA) and perceived naval officer development effectiveness (NODE). A cross-sectional quantitative survey was conducted with 250 naval personnel selected purposively from officer ranks and work fields related to operations, education and training, human resources, logistics, and weapon systems/technology. Data were collected using a five-point Likert questionnaire and analyzed using partial least squares structural equation modeling in SmartPLS 4 with 5,000 bootstrap subsamples. The measurement model showed satisfactory indicator reliability and convergent validity (loadings = 0.795-0.886; composite reliability = 0.933-0.943; AVE = 0.699-0.734), while HTMT values ranged from 0.350 to 0.636. MOT, DL, and KMP were positively associated with HCA (β = 0.366, 0.253, and 0.252), and HCA was positively associated with NODE (β = 0.284). The three predictors also had positive direct associations with NODE, and the indirect effects through HCA were significant (β = 0.104, 0.072, and 0.072). The model explained 43.8% of HCA and 48.1% of NODE variance. The findings support an integrated human-capital approach in which relevant training, digitally oriented leadership, and knowledge practices are jointly associated with adaptability and perceived officer-development effectiveness. Because the design is cross-sectional and self-reported, the results should be interpreted as associations rather than causal effects.]]>
