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Journal of Quality Management and Business
Published by PT Arete Mahardika Saqhi
ISSN : 31648398     EISSN : -     DOI : -
Core Subject :
Journal of Quality Management and Business (JQMB) is an international peer-reviewed scientific journal published by Arete Litera, PT Arete Mahardika Saqhi. JQMB was first published in 2026 in electronic/online format. It is published twice a year, in February and August. Its scope includes quality management, strategic management, marketing management, human resource management, operations management, entrepreneurship, organizational innovation, digital transformation, supply chain management, sustainable business, and related fields. All manuscripts submitted to JQMB undergo a peer-review process conducted by editors and reviewers with relevant expertise. JQMB is committed to maintaining academic quality, publication integrity, and open access to scholarly knowledge for academics, researchers, business practitioners, policymakers, and other stakeholders.
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Articles 5 Documents
 1 
ADOPSI KECERDASAN BUATAN DALAM MANAJEMEN KUALITAS: PELUANG, TANTANGAN, DAN KERANGKA STRATEGIS UNTUK EKONOMI BERKEMBANG Erika Meiliana; Faizunal Adhmi; Jisamsu
Arete Litera : Jurnal Pengabdian Masyarakat ( PENGMAS ) Vol 1 No 1 (2026): Journal of Quality Management and Business
Publisher : PT. Arete Mahardika Saqhi

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Abstract

Purpose-This article explains how organizations in emerging economies can adopt artificial intelligence (AI) in quality management without reproducing infrastructure, capability, and governance models designed for resource-rich settings. Design/methodology/approach-An integrative literature review synthesizes research on Quality 4.0, AI-enabled quality control, technology adoption, responsible AI, dynamic capabilities, and development constraints, supplemented by evidence from the World Bank and UN Trade and Development. Findings-AI creates value through augmented inspection, predictive prevention, process optimization, customer-feedback intelligence, traceability, and organizational learning. These benefits are constrained by fragmented data, limited connectivity and compute, skills shortages, vendor dependence, explainability and bias risks, cybersecurity, and weak accountability. The proposed Quality-AI Readiness and Responsible Adoption (QAR-RA) framework sequences adoption through six gates: strategic quality problem, foundational readiness, bounded pilot, human-governed validation, scaled integration, and continuous assurance. Four cross-cutting enablers-leadership, workforce capability, ecosystem collaboration, and proportionate governance-support every gate. Originality/value-The article shifts the debate from technology acquisition to quality-value realization under constraint. It integrates quality management discipline with responsible AI and development readiness, and provides a staged framework suitable for SMEs and other organizations in emerging economies.
DIGITAL TRANSFORMATION AND SERVICE QUALITY AS DRIVERS OF CUSTOMER LOYALTY: THE MEDIATING ROLE OF CUSTOMER SATISFACTION IN INDONESIAN SMEs Jazilull Fauzi; Yudi Ahmad
Arete Litera : Jurnal Pengabdian Masyarakat ( PENGMAS ) Vol 1 No 1 (2026): Journal of Quality Management and Business
Publisher : PT. Arete Mahardika Saqhi

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Abstract

Purpose-This article develops an integrative framework explaining how digital transformation and service quality generate customer loyalty in Indonesian small and medium-sized enterprises (SMEs), with customer satisfaction as the central mediating mechanism. Design/methodology/approach-An integrative literature review synthesizes established and recent research on digital transformation, dynamic capabilities, service quality, expectation-confirmation, satisfaction, and loyalty. The synthesis follows problem formulation, purposive database-oriented searching, conceptual coding, comparison of mechanisms, and theory integration. Findings-Digital transformation is unlikely to create loyalty merely through technology acquisition. Its customer value depends on whether SMEs convert digital resources into reliable, responsive, secure, accessible, and personalized service encounters. The framework proposes that digital transformation improves loyalty directly by increasing convenience and relational continuity, and indirectly by strengthening service quality and satisfaction. Service quality also predicts loyalty directly and through satisfaction. The joint configuration of digital capability and human service consistency is therefore more consequential than digitization intensity alone. Originality/value-The article connects firm-level digital capability with customer-level evaluations in an SME-specific model and clarifies satisfaction as the mechanism that converts operational improvements into durable relational outcomes. It also identifies resource constraints, digital trust, channel integration, and customer heterogeneity as boundary conditions. The framework provides testable propositions and a staged implementation agenda for Indonesian SMEs.
EMPLOYEE ENGAGEMENT, QUALITY CULTURE, AND ORGANIZATIONAL PERFORMANCE: A CONCEPTUAL MODEL FOR SERVICE ORGANIZATIONS Dadan Hamdani; Afif Hasan
Arete Litera : Jurnal Pengabdian Masyarakat ( PENGMAS ) Vol 1 No 1 (2026): Journal of Quality Management and Business
Publisher : PT. Arete Mahardika Saqhi

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Abstract

Purpose-This article explains how employee engagement contributes to organizational performance in service organizations and clarifies quality culture as the collective mechanism that converts individual energy into reliable customer value. Design/methodology/approach-An integrative literature review synthesizes foundational and contemporary research on work engagement, job demands–resources theory, social exchange, organizational culture, service climate, quality management, and the service-profit chain. Evidence was organized around antecedents, behavioral mechanisms, multilevel outcomes, and boundary conditions. Findings-Engagement supports discretionary effort, adaptive service behavior, learning, and recovery, but its performance effect is fragile when quality expectations, voice, process discipline, and leadership behavior are inconsistent. The proposed Engagement-Quality Culture–Performance (EQCP) model positions quality culture as a partial mediator between engagement and organizational performance. Service climate transmits internal quality norms to customers, while quality-oriented leadership and psychological safety strengthen the pathway. A six-stage implementation architecture links employee resources, engagement, quality routines, customer outcomes, and organizational learning. Originality/value-The article distinguishes energetic involvement from disciplined quality contribution. It integrates employee and quality-management perspectives in a multilevel model tailored to the inseparability, variability, and customer contact of services, and provides testable propositions and an auditable managerial roadmap.
GREEN SUPPLY CHAIN MANAGEMENT AND OPERATIONAL PERFORMANCE: THE ROLE OF ENVIRONMENTAL MANAGEMENT PRACTICES IN SUSTAINABLE BUSINESS Eko Sutomo; Sugianto
Arete Litera : Jurnal Pengabdian Masyarakat ( PENGMAS ) Vol 1 No 1 (2026): Journal of Quality Management and Business
Publisher : PT. Arete Mahardika Saqhi

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Abstract

Purpose-This article explains how green supply chain management (GSCM) improves operational performance and clarifies the role of environmental management practices (EMPs) in converting environmental intentions into repeatable operating results. Design/methodology/approach-An integrative literature review synthesizes foundational and recent research on internal environmental management, green purchasing, eco-design, customer cooperation, reverse logistics, environmental management systems, and operational performance. Evidence was organized using natural-resource-based view, stakeholder theory, and capability logic. Findings-GSCM can reduce waste, resource use, lead-time variability, defects, disruption exposure, and lifecycle cost. These gains are inconsistent when green practices remain isolated projects. EMPs-policy and targets, responsibility, measurement, training, audit, supplier controls, and corrective action-provide the implementation architecture that embeds GSCM in daily routines. The proposed Green–Environmental–Operational Performance (GEOP) framework specifies a sequenced pathway from stakeholder pressure and green supply-chain practices through EMP maturity to environmental and operational outcomes, with supply-chain integration and digital visibility as enabling conditions. Originality/value-The article distinguishes adopting green practices from managing them as a coherent operating system. It positions EMP maturity as a mediating implementation capability and offers an auditable framework for sustainable businesses, including SMEs in emerging economies.
BUILDING SUSTAINABLE COMPETITIVE ADVANTAGE THROUGH TOTAL QUALITY MANAGEMENT AND ORGANIZATIONAL INNOVATION: A SYSTEMATIC LITERATURE REVIEW Sugianto; Andin Pratama
Arete Litera : Jurnal Pengabdian Masyarakat ( PENGMAS ) Vol 1 No 1 (2026): Journal of Quality Management and Business
Publisher : PT. Arete Mahardika Saqhi

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Abstract

Purpose-This study systematically synthesizes how total quality management (TQM) and organizational innovation jointly create sustainable competitive advantage (SCA), and identifies the mechanisms and boundary conditions that explain inconsistent findings. Design/methodology/approach-A structured review was conducted following PRISMA 2020 reporting principles. Three reproducible English-language search strings were applied to OpenAlex for journal articles published from January 2000 to July 2026. The first 50 relevance-ranked records from each query produced 150 records and 131 unique records after DOI/title deduplication. Title–abstract screening and eligibility assessment produced a focused synthesis of 30 empirical and review studies directly addressing TQM, innovation, performance, competitiveness, or their mediating mechanisms. Findings-TQM contributes to SCA less as a stand-alone efficiency system than as an organizational architecture that develops learning, knowledge integration, employee involvement, customer sensing, process discipline, and innovation capability. Soft TQM generally provides the social conditions for exploratory and organizational innovation, whereas hard TQM provides data, standardization, and execution reliability. Their complementarity enables innovation to translate quality routines into differentiated value, adaptability, cost–quality consistency, and stakeholder legitimacy. Effects vary with culture, leadership, environmental dynamism, firm size, sector, digital maturity, and the balance between control and experimentation. Originality/value-The review advances a Quality–Innovation–Advantage (QIA) framework that separates capability formation, innovation conversion, and advantage renewal. It clarifies organizational innovation as both a mediator and a renewal mechanism, explaining why operational gains become sustainable only when quality capabilities are recombined as difficult-to-imitate routines and continuously adapted.

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