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The phenomenon of Fear of Missing Out (FoMO) has emerged as a significant psychosocial factor influencing the consumption behavior of Generation Z in the social media era. This study aims to explore how FoMO shapes the purchasing decisions of Generation Z using a qualitative approach, focusing on subjective experiences, digital social pressures, and interactions with viral content. A descriptive-interpretative qualitative method was employed, collecting data through in-depth interviews and observations of social media activity among Generation Z respondents actively engaged in digital platforms. Thematic analysis was applied to identify patterns of FoMO experiences and their impact on purchasing decisions. Findings reveal that FoMO arises from the need for social connection, social comparison with peers and influencers, and intensive exposure to digital trends. This phenomenon drives consumptive behaviors, particularly impulsive purchases, influenced by social validation and emotional impulses. Generation Z’s purchasing decisions are contextual, multidimensional, and not entirely rational, yet meaningful within the framework of digital social identity. The study underscores the necessity of a qualitative approach to comprehensively understand the psychological, social, and cultural complexities of FoMO and consumer behavior. The results provide a conceptual foundation for ethical and relevant marketing strategies targeting young consumers in the digital era.  

This study explores how the organizational culture of Sanggar Kartika Budaya strengthens local artistic values through identity building, leadership, training strategies, and adaptive creativity. Rooted in a commitment to traditional arts, the sanggar positions local cultural expression not only as heritage but also as a living space for innovation. The research aims to uncover how these cultural elements shape member behavior, sustain artistic traditions, and support the regeneration of young artists. Using a qualitative approach with document analysis, this study examines official profiles, program descriptions, and relevant scholarly sources. The findings reveal that the sanggar’s cultural identity centered on the motto “Pegang Teguh Seni Tradisi Siap Berkreasi”serves as the backbone of its learning system and creative ecosystem. Leadership plays a central role in directing artistic vision while safeguarding cultural authenticity. Structured training, literacy activities, and collaborative performances effectively embed traditional values in new members. The sanggar also demonstrates an ability to evolve with modern trends through creative choreography, multimedia integration, and active participation in contemporary festivals, all while maintaining strong roots in local heritage. These findings highlight how a well-structured organizational culture can act as a powerful engine for cultural preservation and artistic resilience. The implications suggest that cultural institutions can remain relevant in a fast-changing era by blending heritage with innovation, ensuring that tradition continues to live meaningfully in the hands of future generations.

PT Unilever Indonesia’s strategic application is examined through the Balanced Scorecard framework, focusing on four key perspectives: financial, customer, internal business processes, and learning and growth. The analysis reveals that while the company demonstrates strong financial performance, such as high ROI and ROE, challenges like declining annual profits and increasing liabilities signal the need for improved cost management and risk mitigation. Unilever's strategy emphasizes innovation and customer relationships, leveraging Total Quality Management (TQM) and continuous product enhancements. However, internal issues such as employee work culture, inadequate facilities, and employee satisfaction remain significant obstacles to organizational performance. The findings suggest a need for stronger employee engagement and workplace improvements, alongside enhanced financial sustainability strategies. Future research could explore how external factors, such as shifting market trends and government regulations, influence Unilever’s strategic decisions and overall success.

Data ethics is part of what we mean when we talk about the decisions and actions we take when collecting, analyzing, and using data. and actions we take when collecting, analyzing and using data. The principles and laws specific to data use in each country must be followed. Ethics is not just about taking responsibility; if we are not careful and ethical in our in our activities on social media, we will suffer consequences and break the law. Ethics in the digital world can be seen from various perspectives, including ethics of personal use, business ethics, political ethics, and others. In addition to ethics, in the digital world there is also something called privacy policy. Privacy policy emerged from the common law system, system as a self-regulatory approach. Privacy policies are tailored to the principles of personal data protection principles established by national laws and regulations. There are ethical issues in the utilization of big data that need to be addressed. Decision-making based on data may become biased and unfair due to improper data analysis. Big data is a trend that covers every field of technology.