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In the contemporary digital marketplace, consumers increasingly face diverse product choices and brand communications. Understanding the mechanisms through which product quality and brand perception influence customer loyalty remains critical for competitive advantage. The mediating role of customer trust in this relationship has received limited empirical attention within Indonesian market contexts. This research analyzes the direct and indirect effects of product quality and brand perception on customer loyalty, with customer trust as a mediating variable, using Partial Least Squares Structural Equation Modeling (PLS-SEM) methodology on 103 respondents. A quantitative cross-sectional survey design was employed, collecting data via Likert-scale questionnaires (1-5) with 15 measurement items across four latent constructs: Product Quality (5 items), Brand Perception (4 items), Customer Trust (3 items), and Customer Loyalty (3 items). Data analysis utilized PLS-SEM via SmartPLS 3.0, including assessment of measurement model validity (outer model), structural relationships (inner model), and mediation effects through bootstrapping (5000 iterations). The outer model demonstrated adequate validity with 12 of 15 indicators loading above 0.7, and all constructs meeting composite reliability (CR > 0.7) and average variance extracted (AVE > 0.5) criteria. The inner model revealed that product quality significantly influenced customer trust (β = 0.624, p < 0.001), while brand perception showed no significant direct effect (β = 0.045, p = 0.767). Customer trust strongly predicted loyalty (β = 0.650, p < 0.001). Product quality demonstrated a significant indirect effect on loyalty through trust (β = 0.405, p < 0.001), indicating full mediation. The model explained 43.5% of trust variance and 42.2% of loyalty variance. Product quality emerged as the dominant antecedent of customer trust and loyalty, while brand perception did not significantly contribute. Trust served as the critical mechanism translating quality into loyalty. These findings suggest that companies should prioritize quality assurance and consistent delivery over brand marketing campaigns for sustainable loyalty development. The research contributes to mediation theory in consumer behavior and provides actionable strategic guidance for practitioners in emerging markets.

Optimizing human resource (HR) performance through a business process reengineering (BPR) approach is a crucial strategy in a competitive and dynamic industrial environment. This study qualitatively examines through a literature review how BPRs radically redesign business processes to improve productivity, quality, time efficiency, and reduce operational costs, with a focus on HR aspects such as recruitment, training, performance appraisal, and career development. The BPR theory by Michael Hammer and James Champy emphasizes the principles of results-based workflow reorganization, the integration of information technology such as ERP and AI, and the empowerment of HR to eliminate task redundancy. In the Indonesian industrial context, the integration of BPR with digital transformation supports Industry 4.0, where HR acts as a catalyst for innovation through adaptive skills and cross-functional collaboration. The study results show that BPR implementation strategies including as-is process analysis, to-be design, change management, and continuous evaluation increase employee motivation, retention, and sustainable competitive advantage. Case studies such as PT Telkom Indonesia and PT Cahaya Mega Group demonstrate efficiency increases of up to 100%. This approach not only streamlines operations but also builds an organization resilient to market and technological disruption.

This research aims to analyze the role of internal social media (ISM) in facilitating collaboration and innovation among employees within organizations. With the increasing adoption of digital platforms in the workplace, ISM has become an important tool for enhancing communication, knowledge sharing, and social interaction. This study explores how the use of ISM influences employee collaboration, leading to increased innovation and overall organizational performance. Through surveys and interviews with employees across various industries, this research gathers data on ISM usage, perceptions of collaboration, and levels of innovation. The results of the study indicate that ISM plays a significant role in enhancing employee collaboration by providing a platform for easy communication, information sharing, and community building. Furthermore, the study finds that collaboration facilitated by ISM positively impacts employee innovation, leading to the development of new ideas, improved processes, and enhanced products. This research highlights the importance of ISM in fostering a culture of collaboration and innovation within organizations and provides practical insights for organizations looking to leverage ISM for competitive advantage.

This study aims to analyze the influence of proactive behavior on competitive advantage in quail breeder MSMEs in Bendowulung Village, Sanankulon District, Blitar Regency. The background of this research is based on the importance of increasing the competitiveness of MSMEs in the livestock sector in order to be able to survive and develop in the midst of increasingly competitive market competition. The research method uses a quantitative approach with data collection techniques through surveys or questionnaires distributed to quail farming MSMEs. The data were analyzed using statistical methods, including validity tests, reliability tests, classical assumption tests, linear regression tests, and hypothesis tests to determine the significance of the influence of proactive behavior on competitive advantage. The results of the study show that proactive behavior has a positive and significant influence on competitive advantage. These findings indicate that the higher the level of proactive behavior of an individual or organization, the greater their ability to innovate, take initiative, and adapt to changing business environments. Thus, proactive behavior is a strategic factor in strengthening the position of quail breeder MSMEs in the market, increasing revenue, and encouraging sustainable business performance. This research contributes to the development of MSME management theory and practical recommendations for business actors and policy makers.

The digital era demands that organizations be fast-moving, adaptable, and innovative. With the advancement of information technology, changes in work methods, global competition, and stakeholder demands are becoming increasingly complex. Knowledge Management (KM) plays an important role as a strategic mechanism for identifying, acquiring, storing, sharing, and utilizing knowledge to improve organizational effectiveness and efficiency. In this context, knowledge management becomes one of the important elements for organizations to enhance performance. Knowledge management is not just about collecting data or information, but how organizations can store, share, create, and utilize knowledge to gain a competitive advantage. This article aims to analyze the importance of knowledge management for organizational performance in the digital age, including how the digital era changes the dimensions of knowledge management, how knowledge management contributes to organizational performance, the challenges faced, and their implications. The data obtained for this study were gathered from observations thru interviews with relevant parties and a literature review study by examining the results of empirical research from the past five years (2020–2025). The method used was descriptive literature analysis of 15 scientific articles from accredited national journals. The analysis focuses on the relationship between knowledge management dimensions (knowledge creation, storage, sharing, and application) and organizational performance indicators (financial performance, innovation, productivity, and customer satisfaction). The study results show that the implementation of knowledge management significantly contributes to improving organizational performance, both directly thru increased efficiency and effectiveness of work processes, and indirectly thru strengthening a culture of innovation and organizational learning. This article asserts that an organization's success in the digital age is not solely determined by its ability to adopt technology, but also by its ability to manage and leverage knowledge as a strategic resource. Therefore, knowledge management needs to be systematically integrated into the organization's digital strategy, accompanied by strengthening a learning culture, human resource training, and adaptive information technology systems.

In the context of modern organizations, performance can no longer be measured solely through short-term target achievements. A strong foundation of quality culture is required to ensure sustainable performance. This study aims to examine the relationship between quality culture and organizational performance sustainability through a modern managerial approach. The method used is descriptive qualitative, employing literature studies and conceptual analysis of theories related to quality management, organizational culture, and performance sustainability. The findings indicate that quality culture holds a strategic role in shaping work behavior, strengthening management systems, and fostering continuous innovation. The application of quality values—such as commitment to continuous improvement, customer orientation, and consistency in process control—contributes to the creation of a productive work environment that is responsive to change. Integrating quality culture into all aspects of the organization also enhances operational efficiency, reinforces teamwork, and promotes data-driven decision-making. These aspects lead to greater performance consistency, improved customer satisfaction, and long-term competitive advantage. Therefore, quality culture does not merely serve as a behavioral guideline but becomes a fundamental pillar in building an adaptive, innovative, and sustainable organization capable of navigating an increasingly complex business environment.

This research aims to throughly explore the differentiation strategy model implemented by the small-medium enterprise (SME) grocery store of  "Yussandi Komunika," in integrating digital transaction services such as prepaid credits, electricity tokens, and e-wallet top-ups, as an effort to create a competitive advantage. The background of the problem is driven by the highly competitive conditions in densely populated areas, where traditional grocery stores are compelled to transform in order to maintain their business relevance.Digital service innovation, presented through an adaptive and user-focused platform, has proven to be a core competency that is difficult to imitate and rare, simultaneously providing a sustainable competitive advantage. This innovation not only addresses the challenges of densely populated conditions but also establishes a new standard for efficiency and customer experience in a competitive market.The effective differentiation model for multi-service grocery stores in highly competitive areas is not solely based on price, but rather on a combination of services and the quality of interpersonal service. The store transforms into a "mini service point" offering one-stop shopping convenience for customers. The main differentiation strategies identified include: (1) Core Service Differentiation (offering comprehensive PPOB (Payment Point Online Banking) services and e-wallet balance availability), (2) Personnel Differentiation (quality of communication and speed of friendly service), and (3) Image Differentiation (creating a perception as a trustworthy and modern store).  

The rapid growth of Indonesia's tourism sector, especially in East Java, has increasingly created fierce competition between local culinary brands. Steamed coating product Surabaya, as one of the leading souvenirs, appears on a solid brand awerness representation with an authentic customer experience. This study empirically examines the influence of Brand Awareness and Customer Review on the Purchase Decision of Steamed Layer Products of Surabaya Heroes. A causal quantitative approach was applied by purposive sampling on 96 offline and online buyer respondents. Primary data was obtained through questionnaires, analyzed using multiple linear regression supported by validity, reliability, classical assumptions, and hypothesis tests. The results showed that there was a simultaneous positive influence of the two variables on the purchase decision (F = 92.484; Sig. = 0.000). Partially, Brand Awareness (t = 6.457; β = 0.485) was more dominant than Customer Reviews (t = 5.685; β = 0.427). Adjusted R² = 0.658 explains 65.8% of the variation in purchasing decisions, with the rest by other factors. These findings underscore the urgency of brand equity and digital management reviews to build consumer trust as well as competitive advantage.

Digital transformation has become a major driver in enhancing the competitiveness of Micro, Small, and Medium Enterprises (MSMEs) in the era of global competition. However, scientific evidence regarding the pathway of digital transformation and its impact on market performance remains separately distributed and has not been systematically synthesized. This study conducts a Systematic Literature Review (SLR) based on PRISMA 2020 on international publications within the 2013–2024 range. The results of the analysis indicate that the digital transformation pathway encompasses digital capability, digital orientation, digital integration, digital strategy alignment, and the utilization of operational technology. Each pathway contributes differently to market outcomes such as sales growth, customer retention, market expansion, and competitive advantage. The study also found the presence of moderating and mediating roles through innovation capability, dynamic capability, organizational culture, and competition intensity. This research produces an integrated conceptual model and recommendations for a further research agenda to deepen strategic management theory in the context of MSMEs.

This research aims to analyze the role of knowledge management in improving organizational performance. This research uses a qualitative method with a literature review approach, examining various national and international scientific journals published between 2019 and 2025. Data was obtained thru documentation techniques from secondary sources such as Google Scholar, ResearchGate, ScienceDirect, and SpringerLink. Analysis was conducted using content analysis and thematic synthesis methods to identify patterns of relationships between knowledge management dimensions and organizational performance. The research results indicate that effective knowledge management implementation has a positive impact on improving organizational performance, both in terms of operational efficiency, innovation, and competitive advantage. The four main dimensions of knowledge management that play the most significant role are knowledge creation, knowledge storage, knowledge sharing, and knowledge application. Additionally, organizational culture, transformational leadership, and employe commitment are key supporting factors for the successful implementation of knowledge management. Thus, it can be concluded that the systematic and integrated management of knowledge is an important foundation for organizations to achieve superior and sustainable performance in the digital age.

This study analyzes the simultaneous and partial effects of Price (X1), Corporate Image (X2), and Service Quality (X3) on Customer Satisfaction (Y) in cargo shipping services at PT. Serasi Shipping Indonesia, Semarang Branch. The increasingly competitive maritime logistics sector demands a deep understanding of the determinants of business-to-business (B2B) customer satisfaction. Employing an explanatory quantitative design with a saturated population and sample of 100 corporate customers, data were processed using multiple linear regression analysis (SPSS v.22). The t-test results indicate that Price (t=3.813), Corporate Image (t=4.428), and Service Quality (t=2.398) individually have a positive and significant influence on Customer Satisfaction. Simultaneously (F-test, F=37.812), all three variables significantly influence satisfaction, explaining 52.7% of the satisfaction variance. The crucial finding highlights Corporate Image as the most dominant predictor of satisfaction (\beta=0.392). This suggests that in the high-value cargo sector, the company’s reputation and assurance function as primary risk determinants for B2B customers, surpassing the importance of price and purely functional quality. These results offer clear managerial implications for logistics firms in prioritizing the reinforcement of intangible assets to maintain a long-term competitive advantage.

This study aims to analyze the relationship between managerial ownership, institutional ownership, audit committee, and research and development (R&D) expenses on Intellectual Capital Disclosure (ICD) in healthcare sector companies listed on the Indonesia Stock Exchange (IDX) during the 2020–2024 period. Intellectual Capital Disclosure is essential as it reflects a company’s ability to manage knowledge, innovation, and human resources that serve as its competitive advantage. This research employs a quantitative approach using the total sampling method, where all healthcare sector companies that meet the criteria are included as samples. Secondary data were obtained from annual reports and analyzed using panel data regression with the assistance of Stata 19 software. Model selection was conducted through Chow, Hausman, and Lagrange Multiplier (LM) tests, with the results indicating that the Random Effect Model (REM) was the most appropriate model to use. The results show that managerial ownership, institutional ownership, and audit committee have negative and insignificant relationships with Intellectual Capital Disclosure. In contrast, research and development activities have a positive and significant relationship with Intellectual Capital Disclosure.

Sustainable employee performance is one of the important factors in achieving organizational competitive advantage. This study is based on the trend of declining performance in 2023 at the Proklamasi BSD ENT Hospital. The purpose of this study is to analyze the effect of human resource development and ambidexterous leadership on sustainable employee performance with job retention as an intervening variable. This type of research includes quantitative causality design. The population used is permanent employees who have worked for more than 3 years. The sampling technique is saturated sampling totaling 101 people. The data collection technique uses a questionnaire, the analysis method uses Structural Equation Modeling with the help of SPSS AMOS 26. The results of the analysis prove that simultaneously human resource development, ambidexterous leadership has a positive effect on sustainable employee performance and job retention as an intervening variable. The importance of additional training and support, improving communication regarding educational opportunities, evaluating how tasks are carried out and ensuring employees have an appropriate workload.

This study aims to analyze the strategic role of Information Technology (IT) in improving operational efficiency within e-commerce companies in Indonesia. A literature review approach was employed by examining various scholarly sources, including accredited national journals and relevant books. The findings indicate that the implementation of IT such as Enterprise Resource Planning (ERP) systems, Big Data Analytics, and Cloud Computing significantly accelerates business processes, reduces operational costs, and enhances data accuracy and service quality. E-commerce companies that integrate IT into their operations are shown to adapt more effectively to market dynamics and consumer preferences. The study concludes that the use of IT is not merely a supporting tool, but a key factor in creating competitive advantage. The implications of this research offer insights for e-commerce industry players and policymakers to continuously promote digital innovation in pursuit of efficiency and business sustainability.

This research was conducted at the Royal Ambarrukmo Hotel Yogyakarta using a qualitative descriptive approach supported by data collection methods in the form of interviews, observations, documentation, and guest reviews. Data analysis was carried out using the Miles & Huberman model as well as data triangulation to ensure the validity of the findings. Based on variables X (influence of local culture) and variable Y (guest satisfaction), this study aims to find out the extent to which the application of local culture can affect the level of guest satisfaction. The results of the study show that local culture is applied through various aspects, including the use of traditional ornaments in hotel interior design, services that prioritize Javanese cultural ethics, and the presentation of regional culinary specialties. This effort is not only a marketing strategy, but also creates a different and memorable experience for guests. According to the management, local culture is an identity as well as an added value that can significantly increase guest satisfaction. Guests feel like they're getting a unique experience that is not only functional, but also emotional. This emotional attachment affects guest loyalty to return, thus having a positive impact on the sustainability of the hotel business. In conclusion, local culture plays an important role as a differentiating factor that improves the quality of service and strengthens the image of Hotel Royal Ambarrukmo Yogyakarta in the midst of fierce competition in the hospitality industry. Thus, the application of local culture can be used as a sustainable strategy to create a competitive advantage.

This research aims to integrate Resource Advantage (RA) Theory with Islamic values, especially the concept of maslahah, as a strategic approach to create a sustainable and ethical competitive advantage. RA Theory emphasizes the importance of superior resource management as a key factor in achieving a competitive position in the market. However, this theory tends to be oriented towards achieving financial benefits alone without paying attention to social or ethical aspects. On the other hand, the concept of maslahah in Islam prioritizes broader welfare, including benefits for individuals, society, and the environment, as well as avoiding harm. The integration of RA Theory with the maslahah principle offers a new conceptual framework that balances business interests with social responsibility. This approach emphasizes that resource management is not only geared towards maximizing profits, but also to provide sustainable and equitable benefits for all stakeholders. Thus, companies that implement strategies based on RA Theory and maslahah are expected to be able to effectively improve marketing performance while strengthening their reputation as business entities that are committed to ethical and sharia values. Furthermore, the implementation of this integration can help companies in dealing with the dynamics of the global business environment, including sustainability issues, corporate social responsibility, and consumer demands that are increasingly critical to business practices. The results of this research are expected to make a theoretical contribution by expanding the study of marketing management that is oriented towards ethics and sustainability, as well as practical contributions in the form of strategic recommendations for sharia-based and conventional companies that want to increase competitiveness through resource management based on Islamic values. Thus, this research not only enriches the academic literature, but also becomes a practical guideline for business actors in building sustainable, competitive, and equitable businesses.

This study aims to analyze the business development strategy of Depot Kusen Rahmat by reviewing four main aspects, namely production, human resources (HR), finance, and marketing. The analytical approach used in this study is SWOT (Strengths, Weaknesses, Opportunities, Threats) and QSPM (Quantitative Strategic Planning Matrix). Primary data was obtained through a survey of 16 respondents who are active consumers of Depot Kusen Rahmat. The results of the SWOT analysis identified that the company has four strengths, four weaknesses, four opportunities, and four threats. The most dominant internal strength is efficient and neat products, with the highest weighted score of 0.509, which indicates that the quality of production results is the main competitive advantage. On the other hand, the main weakness found is the absence of a product catalog, with a score of 0.158, which indicates a lack of visual information media as a means of product promotion and communication to consumers. From external factors, the biggest opportunity is the increasing consumer interest in custom products, with a score of 0.479, which indicates a positive trend towards product personalization. The most significant threat is the rapidly changing design trends, with a score of 0.186, which requires the company to be more adaptive to changing market tastes. Based on the results of the SWOT matrix analysis, the company's position is in Quadrant I with an IFAS value of 1.368 and EFAS of 1.206, which indicates that the company is in a position to support an aggressive growth strategy. The QSPM results recommend prioritizing strategies in the form of emphasizing quality and balanced prices, followed by improving customer service and developing high-quality custom products as strategic steps to win market competition and increase business competitiveness sustainably.

This study explores the relationships between digital marketing content, value co-creation, and product branding on perceived product exclusivity within the Indonesian batik industry. As traditional industries face increasing pressure to modernize while preserving cultural heritage, understanding these marketing dynamics is crucial for achieving a sustainable competitive advantage. The study employed a quantitative methodology with saturated sampling, analyzing data from 92 batik enterprises using Partial Least Squares Structural Equation Modeling (PLS-SEM) through SmartPLS 4.0. The measurement model demonstrated strong reliability and validity, with all constructs meeting the established criteria for internal consistency and discriminant validity. Structural model results revealed that all three marketing variables significantly influence perceived product exclusivity. Among these variables, product branding showed the strongest effect (β = 0.358, p < 0.001), followed by digital marketing content (β = 0.312, p < 0.001) and value co-creation (β = 0.276, p < 0.001). This indicates that the branding strategies implemented by batik enterprises play a pivotal role in shaping consumers' perceptions of exclusivity. The integrated model explained 61.5% of the variance in perceived product exclusivity (R² = 0.615), with strong predictive relevance (Q² = 0.438). These findings underscore the importance of developing a strategic brand that not only reflects the unique qualities of batik but also resonates with contemporary consumer expectations. Additionally, the study highlights the role of digital marketing content in strengthening these perceptions and the significance of facilitating customer co-creation to enhance engagement and exclusivity. In conclusion, batik enterprises are encouraged to prioritize brand development while implementing comprehensive digital marketing strategies and fostering customer involvement in co-creation activities. This approach will enhance the exclusivity of their products and improve their market positioning within the contemporary cultural products landscape.

This study aims to determine and analyze the potential and challenges of culinary businesses, the implementation of digitalization and halal certification, and the development of an effective and sustainable model for the "Resto Apung" culinary business to support food economic independence in coastal villages. The research was conducted at "Resto Apung" using a qualitative descriptive method with data collection techniques such as interviews, observations, and focus group discussions. The findings show that the "Resto Apung" business holds significant potential as a culinary destination with a strong attraction due to its unique location and menu offerings based on local marine products. However, several challenges hinder its development, including low digital literacy among business managers, lack of structured and professional management systems, and the absence of halal certification which is crucial in targeting broader Muslim consumer segments. Currently, digitalization has only been applied in the marketing aspect, primarily through social media, while other aspects such as financial management, customer service, and operational processes are still managed conventionally. Nevertheless, the managers have shown awareness and initiatives to improve, especially in recognizing halal certification as a strategic competitive advantage. The proposed development model integrates digitalization into all aspects of business management, enhances human resource capacity through technical and managerial training, and includes efforts to obtain halal certification. This holistic approach is expected to increase the competitiveness of the culinary business, optimize local potential, and ultimately contribute to the achievement of food economic independence in coastal areas.

This study aims to evaluate the internal environment of a company through three main approaches: value chain analysis, the resource-based view (RBV), and performance evaluation. Value chain analysis is used to understand activities that contribute to customer value creation. RBV emphasizes the importance of internal resources in achieving sustainable competitive advantage. Performance evaluation assesses the effectiveness of the company's strategy in both financial and non-financial aspects. The study shows that integrating these three approaches can help companies formulate adaptive and highly competitive strategies.