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The technological revolution accelerated by Artificial Intelligence (AI) has fundamentally changed the paradigm of leadership and human resource management. Digital leadership is now an essential competency for organizations that want to survive and thrive in the face of the challenges of the technological disruption era. This research aims to understand the role of digital leadership in the human capital transformation process, especially in the context of AI adoption by modern organizations.The post-qualitative approach allows research to capture the evolving and diverse dynamics in a digitized organizational environment. It is more open to different forms of data, both structured and unstructured, and recognizes the complexity and ambiguity in digital leadership practices. This research utilizes open-ended interviews and participatory observation, facilitated by interpretive narrative to understand the process of human capital transformation. The main results of the study show that digital leadership plays a key role in facilitating human capital transformation, with an emphasis on adaptive skills development, data-driven decision-making and closer collaboration between people and technology. This transformation is not only technical in nature but also involves changes in organizational culture and structure. This research makes an important contribution by offering a new perspective in leadership studies through a post-qualitative approach.

The digital era has brought significant changes to various aspects of life, including the business world. Information and Communication Technology (ICT) offers new opportunities for Micro, Small, and Medium Enterprises (MSMEs) to innovate and enhance their competitiveness through various aspects such as products, processes, and business models. MSMEs play a crucial role in the Indonesian economy, contributing approximately 60% to Gross Domestic Product (GDP) and absorbing over 97% of the workforce. Despite this, MSMEs often face challenges such as limitations in capital, technology, and market access. Digital transformation presents great potential to address these challenges by improving operational efficiency, expanding market reach, and developing more relevant products and services. Business model innovation, which involves the use of digital technology to create effective solutions, can enhance MSME performance, as demonstrated by previous research. However, barriers such as limited resources and digital skills often hinder technology adoption. This research aims to examine the role of innovation in the development of MSME business models in the digital era, focusing on the utilization of digital technology, success factors of innovation, and impacts on business performance. Additionally, the study will explore strategies to overcome obstacles in the innovation process. The research is expected to provide in-depth insights and practical recommendations for MSMEs in developing innovative and sustainable business models in the digital era.

Career management is a crucial process for both individuals and organizations. For individuals, it facilitates the achievement of career goals and enhances job satisfaction. For organizations, it aids in attracting, developing, and retaining qualified employees. This study delves into the factors influencing career management, encompassing individual factors (abilities, skills, interests, values, and personality), organizational factors (organizational culture, structure, career opportunities, and career policies), and environmental factors (economic, socio-political, and technological conditions). The findings demonstrate that effective career management can enhance employee career effectiveness, job satisfaction, and organizational performance. The study also provides recommendations for improving career management, including regular career assessments, career development program development, information and training, a supportive organizational culture, and encouraging employees to proactively manage their careers. Further research is warranted to develop more effective and contextual career management models and investigate the impact of career management on other factors such as organizational commitment, employee turnover, and gender equality in the workplace.    

Every company is obliged to carry out efficiency strategies in every business process in order to continue to exist in today's increasingly fierce competition. This research aims to determine the magnitude of the OEE value and the dominant factors from the six big losses analysis which is used as a proposal for improvements to the cutting machine at PT ABC. The method used is Availability Ratio, Performance Ratio and Rate of Product Quality as basic elements of Overall Equipment Effectiveness and Six Big Losses and analyzed using a fishbone diagram. Calculation results for the period September 2023 to February 2024 obtained an OEE value of 82.58% with the largest contributor to losses being the idling and minor stoppages and Reduce Speed ​​factors. To overcome this, it is necessary to increase skills in identifying and repairing machines, implementing clear standard operating procedures, operator skills in conveying information about machine damage, as well as standard material for parts used by machines.