Publication Search

This study analyzes the synergy between human resource development (HRD), work culture, and decision-making systems in enhancing productivity and organizational performance. The approach used is a descriptive qualitative literature review, with sources from peer-reviewed articles from 2021-2025 obtained through databases such as Google Scholar and ScienceDirect. The research findings indicate that HRD can improve employee competence by up to 28.7%, while work culture contributes 41.4-55% to motivation and collaboration within teams. Decision-making systems, such as AHP (Analytical Hierarchy Process) and BI (Business Intelligence), play a role in optimizing operational efficiency by up to 65%. The synergy of these three elements forms a more adaptive organization to change. One example of the implementation of this synergy can be seen in PT X Jakarta, which experienced a 28% increase in output and employee satisfaction reached 85%. However, the main challenge faced is resistance to change, which can be overcome through effective communication. The practical implications of this study include recommendations for holistic organizational transformation, especially in Indonesia, to face the challenges of global disruption.

This study aimed to determine and analyze the influence of financial ratios on profit changes in telecommunications companies listed on the Indonesia Stock Exchange (IDX) during the 2019–2023 period. The financial ratios used in this study encompass four main groups: liquidity ratios, solvency ratios, activity ratios, and profitability ratios. This study employed a quantitative approach with an associative nature because it attempted to examine the relationship and influence between these financial variables on profit changes. The population in this study comprised all telecommunications companies listed on the IDX, while the sample selection was conducted using a purposive sampling technique with specific criteria, resulting in 15 eligible companies. The research data were then analyzed using panel data regression using EViews 12 software, with the best model selected being the Random Effect Model (REM). The results showed that simultaneously, liquidity, solvency, activity, and profitability ratios significantly influenced profit changes, thus concluding that the company's overall financial performance plays a significant role in determining the dynamics of profit generated. However, partial test results showed that the influence of each ratio was different. The solvency ratio has a significant negative effect on profit changes, indicating that the higher a company's debt level, the greater the risk of profit decline. Conversely, the profitability ratio has a significant positive effect, confirming that a company's ability to generate net profit is a major factor in increasing profit changes. Meanwhile, the liquidity ratio and activity ratio were not shown to have a significant effect on profit changes, indicating that short-term liquidity and operational efficiency are not sufficient to be the primary determinants in driving profit changes in the telecommunications sector.  

This study aims to analyze in depth the structure of production cost components and determine a reasonable and competitive selling price for shrimp farming in the Venambak Shrimp Farm. The background of this study is the need to determine the cost efficiency and profit potential of shrimp farming activities, so that business actors can make the right decisions and be oriented towards sustainability. The study uses a quantitative descriptive approach with the full costing method to calculate the total production costs, and the cost plus pricing method to determine the selling price. The data used consists of primary data, such as details of operational expenses during one cultivation cycle (six months), as well as secondary data obtained from internal company reports and records. The results of the analysis show that the total production costs incurred in one shrimp cultivation cycle reached Rp16,085,208,000, with a total harvest of 1,000,000 kg. Based on these figures, the cost of goods manufactured (COGS) was obtained at Rp16,085 per kg. In determining the selling price, the company used the cost plus pricing method and set the selling price at Rp80,000 per kg. Thus, the profit margin obtained by the company reached Rp63,915 per kg. Gross profit generated during one cultivation cycle reached Rp63,915,000,000. If cultivation were conducted in two cycles per year, the annual gross profit could potentially increase to Rp127,830,000,000. These findings indicate that with efficient cost management and the right pricing strategy, shrimp farming has significant profit potential. Therefore, intensive and sustainable shrimp farming development at the Venambak Shrimp Farm is highly feasible to improve the competitiveness and welfare of fisheries business actors.

Digitalization has been a key catalyst for change in the global business landscape, driving the transformation of companies' strategies, organizational structures, and operational models. For small and medium enterprises (SMEs), digital technology opens up great opportunities to expand market reach and compete in the international arena more effectively. Technologies such as e-commerce, social media, big data analytics, and cloud-based platforms enable SMEs to break through geographical boundaries, facilitate access to global customers, and accelerate product distribution and marketing processes. This paper explores the current academic literature that discusses the influence of digital technology on the internationalization of SMEs. A total of five relevant studies were analyzed to identify common patterns, challenges, and successful strategies in the use of digital technology. The results of the study show that the adoption of digitalization not only improves operational cost efficiency, but also encourages business model innovation, such as digital platform-based marketing, cross-border virtual collaboration, and the development of a more adaptive global business ecosystem. In addition, the ability to utilize digital technology gives SMEs a competitive advantage through access to real-time market information, personalization of offers, and more targeted branding strategies. However, the research also found obstacles, such as limited human resources, technological infrastructure, and digital literacy among SMEs. Therefore, synergy is needed between business actors, the government, and academia to support the acceleration of digital technology adoption through training, mentoring, and policies that support innovation. The paper also highlights future research opportunities, such as the integration of artificial intelligence (AI) technologies, automation, and blockchain in supporting the global expansion of SMEs. These findings are expected to be a strategic reference in designing sustainable internationalization policies in the digital era.

This paper discusses the methodologies for balanced transportation problems and their solutions, focusing on efficient and cost-effective distribution of goods from multiple sources to various destinations. The study highlights the importance of maintaining supply and demand balance and explores systematic approaches such as initial solution methods—North-West Corner, Least Cost, and Vogel Approximation Method—and the optimal solution technique, Stepping Stone. An illustrative case involving a company with multiple factories and markets demonstrates the application of these methods, resulting in minimized transportation costs. Additionally, the process of fertilizer allocation and cost analysis is examined, emphasizing the use of the Stepping Stone method to achieve cost minimization. The findings underscore the effectiveness of combining initial heuristics with iterative optimization to attain optimal transportation solutions, thereby enhancing logistical efficiency and reducing operational expenses.

This research analyzes the satisfaction level of PERISAI agents regarding BPJS Ketenagakerjaan regulations at the Darmo Surabaya Branch Office. The PERISAI program, launched in 2018, represents a strategic innovation in the agency system to expand membership, particularly in the Non-Wage Recipient (BPU) sector. The study employs a qualitative approach with a case study design, involving participatory observation over four months (September-December 2024), in-depth interviews, and documentation analysis. Results indicate that the PERISAI policy transformation since May 2022, particularly the increase in contribution incentives from 7.5% to 15%, has positively impacted agent motivation. The reward system combining financial and non-financial incentives through gathering programs and point systems proves effective in building loyalty. Success in achieving BPU participant acquisition targets is influenced by agents' ability to develop personal approaches and build local community networks. The integration of digital platforms in acquisition processes and performance monitoring enhances operational efficiency. Capacity development programs through cross-generational communication training and social security fund management provide a strong foundation for PERISAI agents' task execution.