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Andika Isma
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INDONESIA
Fundamental and Applied Management Journal
Published by PT. Global Research Collaboration
ISSN : 29886333     EISSN : 29886341     DOI : https://doi.org/10.66314/famj
Core Subject : Economy, Social,
Economics, Econometrics & Finance Social Sciences
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.
Arjuna Subject : Bisnis, Menejemen, dan Akutansi (semua kategori) - Strategi dan Menejemen
Articles 185 Documents
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Artificial Intelligence-Based Marketing and Business Performance: The Mediating Role of Customer Experience Sofia Maulida; Agus Sumarna; R. Didik Heriyantoro; Ken Sabardiman Soetjipto; Jarudin Wastira
Fundamental and Applied Management Journal Vol. 4 No. 3 (2026): September
Publisher : Global Research Collaboration

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.66314/famj.v4i3.1267

Abstract

The rapid adoption of artificial intelligence (AI) has transformed marketing through personalised recommendations, chatbots, predictive analytics, automated advertising, and customer-data analysis. However, further evidence is needed to explain how these applications influence customer experience and translate into improved business performance. This study examines the effects of AI-based marketing on customer experience and business performance, including the mediating role of customer experience. A quantitative explanatory design was employed using survey data collected from 200 Indonesian customers who had interacted with AI-enabled marketing services. The proposed relationships were analysed using partial least squares structural equation modelling (PLS-SEM) with SmartPLS. The measurement model demonstrated satisfactory convergent validity, discriminant validity, and internal consistency. The structural model explained 46.4% of the variance in customer experience and 43.5% of the variance in business performance. AI-based marketing had a positive and significant effect on customer experience (β = 0.681, t = 11.210, p < 0.001). Customer experience also positively influenced business performance (β = 0.460, t = 5.678, p < 0.001), while AI-based marketing had a significant direct effect on business performance (β = 0.253, t = 3.470, p = 0.001). Furthermore, customer experience significantly mediated the relationship between AI-based marketing and business performance (indirect effect: β = 0.314, t = 4.915, p < 0.001). These findings demonstrate that AI-based marketing improves business performance both directly and indirectly by creating more personalised, responsive, convenient, and efficient customer interactions. The study highlights customer experience as an important mechanism connecting AI-enabled marketing practices with organisational outcomes. Managers should therefore evaluate AI investments not only by their automation capabilities but also by their capacity to create customer value, strengthen relationships, improve marketing effectiveness, and sustain business competitiveness.
The Influence Of Purchase Interest, Celebrity Endorser, And Brand Equity On Purchase Decisions Of Zalora Products Mediated By Variety Seeking Hartono Hartono; Reni Diah Kusumawati; Afif Nur Rokhman; Aprih Santoso; Vita Briliana
Fundamental and Applied Management Journal Vol. 4 No. 3 (2026): September
Publisher : Global Research Collaboration

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.66314/famj.v4i3.423

Abstract

Online fashion retail is characterized by intense competition, abundant product choices, and increasingly digital consumer decision-making. This study examines the effects of purchase interest, celebrity endorsers, and brand equity on Zalora purchase decisions, with variety seeking positioned as the central mediating mechanism. A quantitative survey was conducted using purposive sampling, involving 71 respondents who had purchased products from Zalora. The data were analyzed using Partial Least Squares Structural Equation Modeling (PLS-SEM) with SmartPLS 3.0. The results show that purchase interest, celebrity endorsers, and brand equity significantly influence purchase decisions, whereas variety seeking does not have a significant direct effect. Importantly, variety seeking significantly mediates the effects of purchase interest and celebrity endorsers on purchase decisions, but does not mediate the effect of brand equity. These findings indicate that variety seeking plays a mixed and context-dependent role: it does not independently determine the final purchase decision, but it can transmit the effects of consumer motivation and promotional cues. The study, therefore, contributes to digital consumer behavior research by positioning variety seeking not simply as a direct driver but as a conditional pathway through which selected antecedents translate into online purchase decisions. Managerially, online fashion retailers should strengthen purchase interest, select credible, product-congruent endorsers, build brand equity, and manage product variety as a decision-support tool rather than relying on assortment breadth alone.
Platform Service Quality, Perceived Value, and Perceived Risk as Predictors of Fashion E-Commerce Loyalty Through Customer Satisfaction Muhammad Baiqun Isbahi; Slamet Riyadi; Suyanto
Fundamental and Applied Management Journal Vol. 4 No. 3 (2026): September
Publisher : Global Research Collaboration

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.66314/famj.v4i3.1235

Abstract

Fashion e-commerce platforms struggle to sustain loyalty because consumers evaluate platform service, value, and uncertainty about fit, payment, privacy, delivery, and returns. This study tests the direct associations of platform service quality, perceived value, and perceived risk with customer satisfaction and loyalty, together with satisfaction’s mediating role. A cross-sectional survey yielded 410 usable responses from purposively selected active users in East Java, Indonesia. Five-point reflective measures were analyzed using PLS-SEM with 5,000 bootstrap resamples. Platform service quality was positively associated with satisfaction (β=0.125, p=0.025) and loyalty (β=0.269, p<0.001). Perceived value was positively associated with satisfaction (β=0.190, p=0.001) and loyalty (β=0.369, p<0.001), while satisfaction was positively associated with loyalty (β=0.292, p<0.001). Perceived risk unexpectedly showed positive coefficients for satisfaction (β=0.330, p<0.001) and loyalty (β=0.223, p<0.001), contrary to the hypothesized negative directions. Significant indirect effects through satisfaction were found for platform service quality (β=0.036, p=0.043), perceived value (β=0.055, p=0.002), and perceived risk (β=0.096, p<0.001), although risk mediation was directionally unsupported. The model explained 18.6% of satisfaction and 49.7% of loyalty. The study extends general e-commerce quality models by treating benefit- and uncertainty-oriented evaluations as parallel antecedents and specifying their transmission through satisfaction in multi-seller fashion marketplaces, where platform governance must compensate for seller heterogeneity, fit uncertainty, and return friction. Managers should strengthen platform reliability, value delivery, buyer protection, fit information, and returns. The positive risk coefficients require an audit of item orientation before substantive interpretation.
Human Capital, Intellectual Capital, and Creative Economy Competitiveness: The Mediating Role of Human Resource Development Irwan Yantu; Syarwani Canon; Raflin Hinelo; Irawati Abdul
Fundamental and Applied Management Journal Vol. 4 No. 3 (2026): September
Publisher : Global Research Collaboration

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.66314/famj.v4i3.1266

Abstract

The creative economy drives Indonesia's economic growth, yet its competitiveness in peripheral regions such as Gorontalo Province is constrained by dependence on a single flagship subsector and limited institutional support. Prior studies have examined human capital (HC), intellectual capital (IC), human resource development (HRD), and competitive advantage largely in isolation, leaving the pathways through which HC and IC relate to creative economy competitiveness (CEC) insufficiently explained. Objective: This study analyzes the effect of HC and IC on CEC, directly and through HRD as a mediator, among creative economy actors in Gorontalo Province. Method: A cross-sectional survey of n = 96 creative economy actors was conducted using purposive sampling. Data were analyzed using Partial Least Squares Structural Equation Modeling (PLS-SEM) in SmartPLS 4. Following an audit of a reverse-worded item and iterative indicator elimination, the final model retained 19 indicators with adequate validity and reliability. Results: Bootstrapping shows HC significantly affects HRD (β = 0.365, p < .001) and CEC directly (β = 0.372, p = .001), with HRD partially mediating this relationship (β = 0.116, p = .018). IC significantly affects HRD (β = 0.318, p = .002), and HRD significantly affects CEC (β = 0.319, p = .005), but IC has no significant direct effect on CEC (β = 0.145, p = .138), and its indirect effect through HRD is only marginal (β = 0.101, p = .054). Post-hoc power analysis indicates the study was underpowered to detect the small IC-CEC effect (observed power = .35). Conclusion: These results reveal an asymmetric mechanism: human capital exerts an immediate effect on competitiveness, whereas intellectual capital requires conversion through concrete HRD activities, a conversion only partially confirmed here. This study contributes by identifying this asymmetry as a boundary condition of intellectual capital theory in small-enterprise contexts, and offers practical implications for creative economy policy that prioritizes capacity-building over passive knowledge-asset accumulation.
Local Culture and Human Resource Capability as Governed Resources: Stakeholder Gatekeeping and Implications for MSME Business Continuity in Sustainable Tourism, Mandalika, Indonesia Rini Fatmawati; M. Husni Tamrin; Arie Ambarwati; Avando Bastari; Triana Lidona Aprilani
Fundamental and Applied Management Journal Vol. 4 No. 3 (2026): September
Publisher : Global Research Collaboration

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.66314/famj.v4i3.1269

Abstract

This study examines why local culture and human resource capability do not automatically translate into sustained MSME participation and business continuity in Mandalika, Central Lombok, Indonesia. An exploratory qualitative case study was conducted using semi-structured interviews with 17 key informants in September and October 2025, consisting of 14 institutional representatives and three MSME owners or managers from culinary, handicraft and textile, and homestay businesses. Interviews were documented through detailed contemporaneous field notes and analyzed using reflexive thematic analysis with cross-stakeholder comparison. The findings identify five interrelated barriers: weak authenticity and product differentiation, incomplete business readiness, uneven hospitality and marketing capability, limited conversion of destination visibility into stable demand, and fragmented institutional coordination. These barriers are further interpreted through six stakeholder access gates involving cultural legitimacy, regulatory certification, capability development, selling space and procurement, visitor flow, and market information. Misalignment across these access points may limit the economic use of local culture and human resource capability and contribute to uneven MSME participation. The study proposes a five-pillar framework consisting of institutionalized collaboration, community-led cultural curation and provenance, tiered MSME incubation, integrated destination experiences, and shared monitoring and policy learning. Because the evidence is cross-sectional and includes only three MSME informants, the findings should be interpreted as context-bounded analytical insights rather than representative or longitudinal evidence of business continuity.

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