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
47 Documents
<![CDATA[Prioritizing Service Quality Levers in a Business Hotel: Empirical Evidence from SERVQUAL ]]>
<![CDATA[Hajar Dewantara]]>;
<![CDATA[Andika Isma]]>;
<![CDATA[Soussou Raharimalala]]>
<![CDATA[ Fundamental and Applied Management Journal Vol. 3 No. 1 (2025): Fundamental and Applied Management Journal ]]>
Publisher : <![CDATA[Global Research Collaboration ]]>
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DOI: 10.66314/famj.v3i1.462
<![CDATA[This study investigates whether the SERVQUAL dimensions tangibles, reliability, responsiveness, assurance, and empathy—explain customer satisfaction in an independent full-service hotel and identifies the most influential levers. A cross-sectional survey of 100 staying guests recruited via accidental (intercept) sampling was administered using validated Likert-scale items. Construct validity and reliability were established prior to hypothesis testing. Multiple regression with standardized coefficients was employed to estimate the partial effects of each dimension and to assess their relative importance. Results indicate that all dimensions exhibit positive associations with satisfaction; empathy emerges as the strongest predictor, followed by assurance, reliability, and responsiveness, while tangibles show the weakest effect. These findings highlight the primacy of human-contact factors—attentiveness, credibility, and individualized care in shaping satisfaction within hospitality settings, while signaling improvement opportunities in physical cues and facilities. Managerially, the hotel should sustain strengths in empathy and assurance (e.g., staff sensitivity, clear guarantees, consistent fulfillment of promises) and systematically uplift tangibles through visible quality cues, facility upkeep, and amenity standards. The study contributes firm-level evidence to the hospitality literature by clarifying the relative weights of SERVQUAL dimensions for satisfaction and by underscoring that people-centric capabilities remain decisive even when tangible attributes lag.]]>
<![CDATA[Gold Price Dynamics and Earnings Performance in a Non-Bank Gold-Backed Finance Firm ]]>
<![CDATA[Sitti Hajerah Hasyim]]>;
<![CDATA[Fajriani Azis]]>;
<![CDATA[Salim Diarra]]>
<![CDATA[ Fundamental and Applied Management Journal Vol. 3 No. 1 (2025): Fundamental and Applied Management Journal ]]>
Publisher : <![CDATA[Global Research Collaboration ]]>
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DOI: 10.66314/famj.v3i1.464
<![CDATA[This study examines whether benchmark gold prices affect profit achievement in a state-owned pawn and gold-financing company. Using branch-level financial statements for 2020–2024, we estimate a single-factor ordinary least squares model to test the association between gold price movements and profitability. The results show a positive and statistically significant relationship, indicating that higher gold prices are associated with improved profits—consistent with collateral value uplift, trading spreads, and product demand dynamics in gold-backed lending. Managerially, the findings suggest the need for agile pricing policies, transparent customer communication on gold price pass-through, and strengthened risk management to handle volatility. The study contributes firm-level evidence on price–profit linkages in gold-backed retail finance. Limitations include a single-firm, single-factor design; future research should incorporate cost structures, fee income, macroeconomic controls, and asymmetric/lagged effects to better map the transmission from commodity prices to financial performance.]]>
<![CDATA[Does Working Capital Efficiency Drive Profitability? Evidence from a Listed Telecommunications Company ]]>
<![CDATA[Rahmawati]]>;
<![CDATA[Rachmawati Kadir]]>;
<![CDATA[Andi Naila Quin Azisah Alisyahbana]]>
<![CDATA[ Fundamental and Applied Management Journal Vol. 3 No. 1 (2025): Fundamental and Applied Management Journal ]]>
Publisher : <![CDATA[Global Research Collaboration ]]>
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DOI: 10.66314/famj.v3i1.466
<![CDATA[This study examines the association between working capital turnover and profitability in a publicly listed telecommunications company over 2018–2024, spanning pre-pandemic (2018–2019), pandemic (2020–2021), and post-pandemic (2022–2024) phases. Using secondary data from audited annual financial statements and stock-exchange filings, the analysis applies ratio and trend techniques to assess how liquidity management relates to earnings performance amid shifting demand and investment cycles. The results indicate an inverse pattern: periods of higher working capital turnover did not coincide with higher profitability, while lower turnover was accompanied by improved profitability. This outcome aligns with the sector’s capital-intensive, subscription-driven cash cycle, where rapid turnover can reflect tighter working capital positions that constrain service quality and margin capture, whereas more moderate turnover is consistent with capacity expansion, disciplined receivables management, and stronger margins. The pandemic and its aftermath amplified these dynamics as surging data usage, network investments, and pricing pressures reshaped short-term liquidity needs and returns. The study contributes sector-specific evidence on liquidity–profitability trade-offs across a systemic shock and underscores that accelerating working capital turnover is not universally profit-enhancing in telecommunications. Managerially, the findings point to calibrating working capital policies to demand volatility, maintaining liquidity buffers, and aligning receivables and “inventory-like” network capacity with profitability targets.]]>
<![CDATA[Reassessing the Influence of STP Strategic Choices on Sales Performance: Evidence from a Food and Beverage SME ]]>
<![CDATA[Nurhayani]]>;
<![CDATA[Sutrisno]]>;
<![CDATA[Ilham Abu]]>
<![CDATA[ Fundamental and Applied Management Journal Vol. 3 No. 1 (2025): Fundamental and Applied Management Journal ]]>
Publisher : <![CDATA[Global Research Collaboration ]]>
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DOI: 10.66314/famj.v3i1.467
<![CDATA[This study investigates the extent to which strategic decisions in segmentation, targeting, and positioning (STP) translate into short-term sales performance within a food-and-beverage small enterprise. Using a descriptive–quantitative approach, the research employed a within-firm sampling frame covering all 36 employees and collected data through standardized survey instruments. Prior to hypothesis testing, the measurement model was evaluated to ensure construct validity and internal reliability. Multiple linear regression was then applied to estimate both the individual and combined effects of the three STP dimensions on sales outcomes, supported by conventional diagnostic checks for statistical assumptions. The empirical results reveal that while segmentation, targeting, and positioning yield positive coefficient directions, none attain statistical significance, and their joint contribution adds only marginal explanatory power. These findings imply that STP strategies, when implemented in isolation, may not directly enhance sales performance in the short run. The effectiveness of STP appears contingent on complementary managerial actions such as product/menu refinement, pricing adaptability, promotional intensity, service innovation, and localized market engagement. From a managerial standpoint, the study underscores the importance of aligning strategic marketing determinations with operational execution rather than relying solely on strategic intent. Theoretically, the research adds micro-level evidence to the mixed debate regarding the STP–performance linkage in small service firms. Future studies are encouraged to incorporate consumer-side metrics, experimental designs, or transaction-level panel data to better capture how STP strategies generate value throughout the customer decision process.]]>
<![CDATA[Service Quality and Customer Satisfaction in Last Mile Logistics: Evidence from a Courier and Parcel Delivery Firm ]]>
<![CDATA[Ilma Wulansari Hasdiansa]]>;
<![CDATA[Sitti Hasbiah]]>
<![CDATA[ Fundamental and Applied Management Journal Vol. 3 No. 1 (2025): Fundamental and Applied Management Journal ]]>
Publisher : <![CDATA[Global Research Collaboration ]]>
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DOI: 10.66314/famj.v3i1.469
<![CDATA[This study investigates whether the SERVQUAL dimensions—tangibles, reliability, responsiveness, assurance, and empathy—predict customer satisfaction in a courier and parcel-delivery (last-mile logistics) company. A cross-sectional survey of 100 customers selected via purposive sampling was administered using multi-item Likert scales. Data were analyzed with multiple regression to estimate the marginal contribution of each dimension and to assess the joint (simultaneous) effect on satisfaction. The findings show that all five dimensions are positively and significantly associated with customer satisfaction, and the model confirms a significant joint influence. Responsiveness and empathy emerge as the strongest predictors, whereas assurance exhibits the weakest effect, indicating room for improvement in perceived security, reliability of commitments, and service guarantees. Managerially, the company should sustain strengths related to empathy, tangibles, and responsiveness (e.g., attentive staff, clear physical cues of service quality, swift handling of requests) while prioritizing initiatives that bolster assurance—such as transparent service policies, consistent delivery promises, and credibility signals. The study adds firm-level evidence from the last-mile logistics sector, reinforcing the relevance of SERVQUAL for explaining satisfaction in time-sensitive, technology-enabled delivery contexts.]]>
<![CDATA[Optimizing Maritime Supply Chains: Enhancing Network Efficiency, Process Innovation, and Sustainable Logistics Management in Sea Transportation ]]>
<![CDATA[Suhartini Suhartini]]>;
<![CDATA[Marudut Bernadtua Simanjuntak]]>
<![CDATA[ Fundamental and Applied Management Journal Vol. 4 No. 1 (2026): Fundamental and Applied Management Journal ]]>
Publisher : <![CDATA[Global Research Collaboration ]]>
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DOI: 10.66314/famj.v4i1.275
<![CDATA[Maritime supply chains are increasingly under pressure to improve operational efficiency, reduce environmental impact, and adapt to fluctuating global trade conditions. However, existing frameworks for optimization often fall short in integrating network-level analysis with sustainability goals and process improvement initiatives. This study explores the optimization of maritime supply chains through a comprehensive analysis of network structure, operational efficiency, process innovation, and sustainable logistics practices. Using a qualitative research approach that includes thematic analysis, cross-group comparisons, and narrative synthesis, the research draws on insights from maritime logistics operators, supply chain strategists, sustainability experts, and academics. Key findings highlight four main themes: the multi-layered structure of maritime supply chain networks and the factors influencing their efficiency, the role of process innovation and digital transformation in enhancing logistics operations, the challenges of incorporating sustainability into supply chain optimization, and the governance mechanisms needed to balance efficiency with resilience and environmental responsibility. This study presents an integrated framework for optimizing maritime supply chains, linking network efficiency, process innovation, and sustainability governance, providing valuable theoretical insights and actionable recommendations for maritime stakeholders navigating the complexities of modern global sea transportation logistics.]]>
<![CDATA[Analyzing Digital Marketing in Indonesia Online Transportation Sector: A Social Network, Sentiment, and Topic Analysis ]]>
<![CDATA[Valentino Aris]]>;
<![CDATA[Andi Balqis Mutiara Asizah]]>
<![CDATA[ Fundamental and Applied Management Journal Vol. 4 No. 1 (2026): Fundamental and Applied Management Journal ]]>
Publisher : <![CDATA[Global Research Collaboration ]]>
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DOI: 10.66314/famj.v4i1.190
<![CDATA[This study aims to evaluate the effectiveness of Grab’s digital marketing strategy in Indonesia’s online transportation sector using a Social Media Network Analysis approach. Data were collected from the social media platform X (formerly Twitter) through web scraping of relevant hashtags and keywords, followed by cleaning to remove irrelevant content. The analysis, conducted using Gephi, examined network structure through metrics such as degree centrality, betweenness centrality, closeness centrality, modularity, and community detection. Results reveal that @grabid is the primary conversation hub with high degree centrality, indicating dominance in information dissemination. The network exhibits two major communities, centered on Grab and Gojek, reflecting narrative competition in the industry. Modularity analysis (score = 0.438) indicates moderately distinct communities, presenting opportunities for targeted marketing. Betweenness centrality findings highlight a small number of strategic connectors, while closeness centrality suggests efficient network connectivity with a small-world property. These insights underscore the potential of SNA to identify key influencers, optimize message dissemination, and strengthen brand positioning. Content analysis revealed that the majority of consumer discussions carried a positive sentiment. The study contributes to digital marketing literature by demonstrating SNA’s utility in mapping brand-related social media interactions and offers practical recommendations for data-driven campaign strategies.]]>
<![CDATA[Decarbonization Strategies and Operational Excellence in Maritime Shipping: A Systematic Analysis of Green Shipping Implementation and Performance Management ]]>
<![CDATA[Meilinasari Nurhasanah Hutagaol]]>;
<![CDATA[Jarot Delta Susanto]]>;
<![CDATA[Sursina Sursina]]>;
<![CDATA[Muhammad Nurdin]]>;
<![CDATA[Ardiansyah Ardiansyah]]>
<![CDATA[ Fundamental and Applied Management Journal Vol. 4 No. 1 (2026): Fundamental and Applied Management Journal ]]>
Publisher : <![CDATA[Global Research Collaboration ]]>
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DOI: 10.66314/famj.v4i1.237
<![CDATA[The global maritime shipping industry faces unprecedented pressure to reconcile operational efficiency with environmental sustainability, particularly in response to the International Maritime Organization's ambitious decarbonization targets for 2050. This study systematically analyzes the implementation of green shipping strategies and performance management frameworks within the maritime sector, focusing on the intersection of strategic operations management and corporate social responsibility. Employing a qualitative research design grounded in thematic analysis, cross-group comparison, and narrative synthesis, the study draws upon document analysis and structured expert consultations involving maritime industry professionals, academic researchers, and institutional stakeholders. The findings reveal that effective decarbonization in maritime shipping requires an integrated approach combining technological innovation, regulatory compliance, organizational culture transformation, and multi-stakeholder governance. Three principal themes emerged: the centrality of knowledge management in sustainability transitions, the mediating role of performance evaluation systems in bridging strategic intent and operational outcomes, and the critical importance of adaptive decision-support frameworks for managing trade-offs among environmental, economic, and social objectives. The study contributes to the literature by proposing a conceptual model that links green shipping implementation to operational excellence through sustainability-oriented performance management, offering actionable insights for policymakers, shipping companies, and maritime education institutions.]]>
<![CDATA[Digital Transformation of Human Resources and Employee Performance: The The Role of HR Analytics and Digital Leadership ]]>
<![CDATA[Aisyah Siregar]]>;
<![CDATA[Willy Cahyadi]]>;
<![CDATA[Cia Cai Cen]]>;
<![CDATA[Limega Candrasa]]>
<![CDATA[ Fundamental and Applied Management Journal Vol. 4 No. 1 (2026): Fundamental and Applied Management Journal ]]>
Publisher : <![CDATA[Global Research Collaboration ]]>
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DOI: 10.66314/famj.v4i1.242
<![CDATA[This study aims to examine the effect of Digital Human Resource Transformation on Employee Performance by incorporating HR Analytics as a mediating variable and Digital Leadership as a moderating variable within an integrated framework. A quantitative explanatory design was employed using a cross-sectional survey of 236 employees from organizations in North Sumatra, Indonesia. Data were analyzed using Partial Least Squares Structural Equation Modeling (PLS-SEM) to assess direct, indirect, and interaction effects. The results reveal that Digital HR Transformation significantly enhances HR Analytics, which in turn improves Employee Performance. Digital Leadership has a direct positive effect on performance and strengthens the relationship between HR Analytics and Employee Performance. Furthermore, HR Analytics partially mediates the relationship between Digital HR Transformation and Employee Performance, and this indirect effect becomes stronger under high levels of Digital Leadership. The findings highlight the importance of aligning digital HR systems, analytical capability, and leadership support to achieve sustainable employee performance. Organizations should complement digital HR investments with HR analytics development and digital leadership capability. This study is limited by its cross-sectional design and reliance on self-reported data from a single regional context, which may affect causal inference and generalizability.]]>
<![CDATA[Digital HR Practices and HR Innovation Driving Human Resource Management Transformation ]]>
<![CDATA[Rumiris Siahaan]]>;
<![CDATA[Willy Cahyadi]]>;
<![CDATA[Limega Candrasa]]>;
<![CDATA[Cia Cai Cen]]>
<![CDATA[ Fundamental and Applied Management Journal Vol. 4 No. 1 (2026): Fundamental and Applied Management Journal ]]>
Publisher : <![CDATA[Global Research Collaboration ]]>
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DOI: 10.66314/famj.v4i1.243
<![CDATA[Human Resource Management (HRM) transformation has become a strategic priority in regions facing digital disruption and economic restructuring. In North Sumatra, organizations encounter uneven digital readiness and workforce capability challenges, necessitating integrated HR approaches to enhance both organizational and regional performance. This study aims to examine the effects of digital HR practices and talent development on HRM transformation, to test the mediating role of HR innovation, and to assess the impact of HRM transformation on regional economic performance. A quantitative explanatory design was employed using a cross-sectional survey of 187 organizations across public, private, and MSME sectors in North Sumatra. Data were analyzed using Partial Least Squares Structural Equation Modeling (PLS-SEM) with bootstrapping (5,000 resamples). The results indicate that digital HR practices (β = 0.312, p < 0.001) and talent development (β = 0.284, p < 0.001) significantly influence HRM transformation. HR innovation emerged as the strongest predictor (β = 0.337, p < 0.001) and partially mediated these relationships. Furthermore, HRM transformation has a strong positive effect on regional economic performance (β = 0.686, p < 0.001), with the model explaining substantial variance (R² = 0.61 for HRM transformation; R² = 0.47 for regional performance). The study concludes that HRM transformation in developing regions is driven by the integration of digital HR practices, talent development, and HR innovation. It extends digital HRM literature by demonstrating that HR transformation contributes not only to organizational effectiveness but also to regional economic competitiveness.]]>
