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Cakrawala: Jurnal Penelitian Mahasiswa
Published by Sekolah Tinggi Ilmu Ekonomi Ganesha
ISSN : -     EISSN : 31241867     DOI : -
Core Subject :
Cakrawala: Jurnal Penelitian Mahasiswa (CJPM) adalah jurnal akademik yang terbuka untuk umum (open access), diterbitkan 2 kali Januari dan Juli oleh Lembaga Penelitian dan Pengabdian Masyarakat (LPPM) STIE Ganesha dengan E-ISSN: 3124-1867 (Online). Jurnal ini berfungsi sebagai platform utama untuk menyebarluaskan hasil penelitian dari berbagai multidisiplin ilmu yang dilakukan oleh mahasiswa, mencakup bidang: Ilmu Ekonomi, Manajemen, Akuntansi, Ilmu Sosial, Ilmu Politik, Psikologi, Pendidikan, Hukum, Komunikasi, Teknologi Informasi, Teknik, Kesehatan Masyarakat, Pertanian, dan Ilmu-Ilmu Humaniora lainnya. Cakrawala: Jurnal Penelitian Mahasiswa (CJPM) bertujuan untuk menumbuhkan budaya penelitian sejak dini dengan menerbitkan artikel-artikel yang telah melalui proses peer-review yang ketat, yang menunjukkan kualitas akademis dan berkontribusi pada pengembangan pengetahuan. Jurnal ini menyediakan ruang bagi ide-ide segar, metodologi inovatif, dan temuan empiris dari perspektif generasi akademisi muda dari lintas rumpun keilmuan, baik sains sosial, sains alam, maupun ilmu terapan.
Arjuna Subject : -
Articles 22 Documents
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From Competence to Client Loyalty: Performance Translation in B2B Professional Services A Case Analysis of PT Alfa Dinamis Indonesia Dena Vera Silvana; Fisy Amalia; Afandi Rachman; Zakki Ismail
Cakrawala : Jurnal Penelitian Mahasiswa Vol 1 No 2 (2026): Juli: Cakrawala: Jurnal Penelitian Mahasiswa
Publisher : LPPM Sekolah Tinggi Ilmu Ekonomi Ganesha

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.60023/4mt4t156

Abstract

Client loyalty in business-to-business (B2B) professional services depends not only on the competence possessed by service employees but also on whether that competence is translated into performance that clients can observe and value. This study develops a process explanation of competence, performance, and client loyalty in the context of PT Alfa Dinamis Indonesia, a provider of professional training and human-resource services. To align the research claims with the available evidence, the study is positioned as a qualitative documentary and theory-building single-case analysis rather than an interview-based qualitative study. The evidence base consists of organizational documents and service descriptions, documented organizational observations, client-retention phenomena reported in the source study, and secondary interpretation of an earlier survey of 75 corporate clients. The case-based analysis suggests four analytical propositions: competence is an enabling capability rather than a sufficient loyalty condition; performance is the client-visible realization of competence; loyalty develops through accumulated performance experiences; and sustainable loyalty requires competence to be institutionalized across employees and projects. Building on these propositions, the article introduces a provisional Competence-to-Performance Translation Mechanism (CPTM), linking employee competence, performance translation, experienced client value, relationship confidence, and client loyalty. The framework contributes by distinguishing value potential from value realization and by connecting human-capital logic with B2B relationship-value and trust perspectives. Because the present evidence does not include primary qualitative interviews, CPTM is advanced as an emerging theory-building framework requiring subsequent multi-informant empirical validation
Bridging the Capability–Qualification Gap: Strategic Growth Pathways for a Small Construction Contractor in Jabodetabek, Indonesia I Dewa Ketut Suharjana
Cakrawala : Jurnal Penelitian Mahasiswa Vol 1 No 2 (2026): Juli: Cakrawala: Jurnal Penelitian Mahasiswa
Publisher : LPPM Sekolah Tinggi Ilmu Ekonomi Ganesha

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.60023/8as6mb40

Abstract

This study examines how a formally small-scale construction contractor can formulate a credible growth strategy when demonstrated project-delivery capability develops faster than formal qualification and organizational readiness. Using PT Gigar Bintang Utama in South Tangerang as an information-rich case, the study conceptualizes this transitional condition as a capability–qualification gap. A qualitative single-case study was conducted during May–July 2026 using direct observation, semi-structured interviews with two board-level key informants, and available organizational and project documentation. Evidence was analyzed through directed qualitative content analysis, source triangulation, and an evidence-traceable strategic diagnosis informed by the resource-based view and dynamic-capabilities perspective. Unsupported numerical IFE/EFE/QSPM scoring was deliberately avoided. The company reports project experience of approximately Rp 9.5–35 billion despite its formal small-contractor positioning. The evidence indicates demonstrated execution exposure and managerial agility, but also gaps in institutionalization, financial traceability, qualification alignment, digital project control, and systematic tender intelligence. The recommended pathway is staged institutionalization rather than immediate aggressive expansion. The study develops the capability–qualification gap as a transition construct distinct from general organizational readiness: it captures misalignment among demonstrated execution capability, formal market qualification, and institutionalized systems. The construct extends construction-SME strategy research by explaining why project-level capability does not automatically constitute scalable readiness and by identifying an evidence-based pathway toward qualification alignment and sustainable growth

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