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Healthcare organizations are increasingly required to preserve the sustainability of their institutional values by ensuring high-quality services, operational efficiency, and rigorous adherence to risk governance frameworks. RSUD dr. Chasbullah Abdulmadjid Bekasi City continues to face considerable challenges in this regard, particularly due to the limited internalization of core organizational values, disparities in the cultivation of an adaptive culture, and inconsistent employee compliance with established risk management procedures. These issues highlight the necessity for a leadership paradigm grounded in service, empathy, and empowerment.This study investigates the extent to which servant leadership influences the creation and protection of corporate values, while examining the mediating roles of strong adaptive culture and employee compliance doing the implementation of risk management. Employing a quantitative explanatory survey design, the research collected responses from 153 hospital employees, and data were analyzed through Structural Equation Modeling (SEM) to evaluate both direct and mediated causal pathways among variables.The findings reveal that servant leadership significantly strengthens creation and protection of corporate values, not only through direct influence but also by enhancing cultural adaptability and reinforcing compliant behavior in risk-related practices. Leaders who embody service-oriented principles are shown to cultivate work environments that foster mutual trust, organizational learning, and value-based decision-making.This study contributes meaningful empirical evidence to the discourse on leadership, organizational culture, and compliance within public hospital settings. Institutional strategies should prioritize continuous leadership development and comprehensive risk governance training to secure long-term performance excellence and reputational resilience.

Digital transformation has driven significant changes in organizational management systems, thus demanding adaptive leadership and organizational agility as a key prerequisite for surviving in a dynamic environment. This study aims to analyze the relationship between adaptive leadership and organizational agility in the context of digital transformation through the Systematic Literature Review (SLR) approach. Data were obtained from accredited national journals and relevant international literature, then analyzed using thematic analysis techniques to identify patterns of relationships between variables. The results of the study show that adaptive leadership plays an important role in increasing organizational agility indirectly through strengthening organizational learning and dynamic capabilities. Organizational learning serves as the main mechanism that allows organizations to adapt through the continuous learning process, while dynamic capabilities are the link in transforming learning into strategic responses. Digital transformation accelerates the need for organizations to have a high level of agility in the face of change. In conclusion, organizational agility is the result of systemic processes influenced by adaptive leadership, organizational learning, and dynamic capabilities. This study makes a theoretical contribution to the development of the literature on leadership and strategic management in the digital age as well as practical implications for organizations in improving adaptability to the ever-changing environment.

This study aims to examine the influence of employee engagement and intrinsic motivation on employee performance, and examine employee engagement and intrinsic motivation on organizational learning, as well as examine employee engagement and intrinsic motivation on employee performance through organizational learning. The population used in this study was 84 employees of the Department of Industry, Trade, Cooperatives, and Micro, Small, and Medium Enterprises (MSMEs) of Pekalongan Regency.The data analysis techniques used in this study were descriptive and inferential analysis. Seven hypotheses were tested using Structural Equation Modeling Partial Least Squares (PLS).The results of the study showthere is a positive and significant influenceemployee engagementon employee performance, intrinsic motivation has a positive and significant effect on employee performance, employee engagementpositive and significant influenceon organizational learning, intrinsic motivation has a positive and significant effect on organizational learning, employee engagement has a positive and significant effect on employee performance through organizational learning, intrinsic motivation has a positive and significant effect on employee performance through organizational learning.

This systematic review maps how innovation, technology adoption, and Islamic entrepreneurial behaviors are intertwined and contribute to the SDGs. Searches in Scopus followed PRISMA 2020: of the 166 initial records, 46 were eliminated prior to screening; 120 filtered by title–abstract; 45 read in full; and 25 articles were analyzed in depth. Four RQs lead the synthesis: the form of innovation/adoption (RQ1), impact on behavior and performance (RQ2), and their relationship to the SDGs (RQ3). The findings show five complementary faces of innovation: (1) process-organization (knowledge management, open innovation; innovation capability), (2) sharia business/finance models (sharia venture capital, agricultural value chain finance), (3) financial and platform digitalization (fintech, Islamic crowdfunding), (4) technological innovation in business models (e.g., urban farming–aquaponics) that are value-framed, and (5) halal product/marketing innovation (halal assurance and halal trust). Behind that, the drivers are layered: individual values and psychology, Islamic HRM cultural orientation and organizational learning, Islamic finance architecture and regulation, and access to digital literacy and trust in the platform. The impact is multidimensional performance, access to ethical capital, halal market behavior, and social and religious environmental outcomes with strong contributions to SDG 8 and SDG 9, and footprints on SDGs 1–2, 3, 10, 11, 12, 13, 16, 17. This SLR offers an integrated financial innovation value framework and proposes SDGs micro-indicators; limitations mainly in the variation of measurements and the dominance of cross-section designs.

The development of digital marketing has become a strategic factor in the growth of creative culinary businesses, particularly for micro, small, and medium enterprises facing increasing competition and changes in consumer behavior in the digital era. The use of digital platforms, such as social media and online marketplaces, enables business owners to expand market reach, enhance customer interaction, and optimize promotional strategies more efficiently. Nevertheless, various studies indicate that the implementation of digital marketing has not always produced optimal outcomes due to limitations in digital literacy, human resource capacity, and organizational adaptability. This study aims to systematically examine the role of digital marketing in the development of creative culinary businesses through a Systematic Literature Review approach. The review maps key concepts, research trends, and empirical findings related to digital marketing and organizational learning within the context of creative culinary enterprises. In addition, this study identifies existing research gaps and formulates recommendations for future research issues. The findings are expected to provide theoretical contributions in the form of comprehensive conceptual mapping as well as practical contributions for business practitioners, MSME facilitators, and policymakers in designing adaptive and sustainable digital marketing strategies.

The rapid growth of the creative economy, particularly in the culinary subsector, has prompted micro, small, and medium enterprises (MSMEs) to adopt digital marketing strategies as a means to enhance competitiveness and expand market reach. This study employs a systematic literature review (SLR) approach with content analysis to map key concepts, identify research gaps, and explore future research directions concerning the transformation of culinary MSMEs from local kitchens to digital markets. Findings reveal that organizational learning mediated by motivation, culture, leadership, and continuous digital marketing practices plays a pivotal role in this transformation. However, significant research gaps persist, including limited longitudinal studies, inadequate integration of organizational culture and leadership into digital marketing frameworks, and insufficient comparative analyses across diverse MSME profiles. This study contributes theoretically by synthesizing fragmented literature on culinary marketing in the digital creative economy and offers practical insights for MSME actors, mentors, and policymakers in designing adaptive and sustainable digital marketing strategies.

This study investigates the role of Enterprise Information Systems (EIS) in driving innovation within organizations. The research employs a mixed-method approach, combining survey-based structural analysis and in-depth organizational case studies to explore how different EIS capabilities influence organizational innovation. The study focuses on four key EIS capabilities: functional capabilities such as workforce management and customer value creation; technological capabilities including ERP systems and real-time analytics; dynamic capabilities, especially organizational learning; and collaborative innovation through external partnerships. The survey results reveal that EIS capabilities, particularly data analytics and integration, significantly enhance organizational agility, decision-making, and innovation outcomes. In-depth case studies provide detailed insights into how these capabilities are applied in real-world organizational settings, illustrating their impact on process and service innovation. The findings indicate that the effective integration of EIS across organizational functions, along with improved access to data, contributes to operational efficiency and innovation success. However, challenges such as integration issues, resistance to change, and lack of skilled personnel were also identified as barriers to successful EIS adoption. The study contributes to the literature by offering a comprehensive understanding of how EIS capabilities drive innovation and highlighting the importance of organizational culture and leadership in the adoption process. The research provides practical recommendations for organizations to leverage EIS for fostering innovation, such as focusing on EIS integration, overcoming organizational barriers, and ensuring leadership engagement. Finally, the study suggests future research directions, including the refinement of multi-method approaches and the need for longitudinal studies to better understand the long-term impact of EIS on innovation outcomes.

This study aims to analyze the implementation of the Balanced Scorecard (BSC) as a strategic performance evaluation tool in the era of digital transformation. Using a descriptive qualitative approach within the social constructivist paradigm, data were collected through in-depth interviews, non-participant observation, and document analysis in three organizations undergoing digitalization. Thematic analysis (Braun & Clarke, 2006) identified four main themes in the application of the BSC: digital strategy alignment, digital readiness and data integration, a culture of learning and innovation, and adaptive leadership transformation. The findings indicate that the BSC functions not only as a performance measurement system but also as an adaptive, collaborative, and data-driven strategic management framework. The integration of digital technologies accelerates decision-making processes and strengthens reflective organizational culture. Theoretically, this study extends the classical BSC model of Kaplan and Norton (1996, 2001) toward a Digital Balanced Scorecard that emphasizes synergy among strategy, data, and organizational learning. Practically, the results highlight the importance of digital readiness, an innovation-oriented culture, and adaptive leadership as key foundations for successful BSC implementation in the era of digital disruption.

This study aims to examine the role of transformational leadership in enhancing innovative work behavior through organizational learning readiness and knowledge sharing behavior as mediating variables among employees of Brighton Real Estate Spazio Surabaya. Employing a quantitative explanatory research design, data were collected through questionnaires distributed to 98 employees of Brighton Real Estate Spazio Surabaya. Data were analyzed using the Smart-PLS 3.2 software for hypothesis testing. The findings indicate that transformational leadership has a positive and significant effect (β = 0.311) on organizational learning readiness, and a positive and significant effect (β = 0.333) on knowledge sharing behavior. Organizational learning readiness also positively and significantly affects knowledge sharing behavior (β = 0.359). However, transformational leadership shows a negative and insignificant effect (β = −0.033) on innovative work behavior, while organizational learning readiness exhibits a positive but insignificant effect (β = 0.167) on innovative work behavior. Interestingly, knowledge sharing behavior demonstrates a negative and significant effect (β = −0.514) on innovative work behavior.

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.

The performance of investigators in resolving criminal cases is one of the key indicators of police effectiveness. However, the Semendawai Suku III Police Sector still faces challenges in monitoring case resolution due to the lack of an integrated reporting system and minimal documentation of investigators’ knowledge. This study aims to develop an interactive dashboard system based on Knowledge Management to assist in monitoring case resolution performance and support data- and knowledge-based decision-making processes. The research employs the Prototype method, involving several stages: needs analysis, system design, system development, testing, and refinement. The system was developed using the PHP programming language and MySQL database. The implementation results show that the dashboard can display data on criminal reports, case resolutions, and pending cases in an informative and integrated manner. In addition, the knowledge base feature functions as a medium for storing and sharing investigators’ experiences (lesson learned), allowing field knowledge to be reused by other officers when handling similar cases. Overall, the implementation of the interactive dashboard system based on Knowledge Management at the Semendawai Suku III Police Sector successfully improves work efficiency, strengthens the transparency of investigative performance, and builds a foundation for sustainable organizational learning within the police environment.

Penelitian ini bertujuan untuk menguji pengaruh employee engagement dan motivasi intrinsik terhadap kinerja pegawai, dan menguji employee engagement dan motivasi intrinsik terhadap pembelajaran organisasi, serta menguji employee engagement dan motivasi intrinsik terhadap kinerja pegawai melalui pembelajaran organisasi. Populasi yang digunakan dalam penelitian ini adalah 84 pegawai Pasar Randudongkal Kabupaten Pemalang. Teknik analisis data yang digunakan dalam penelitian adalah analisis deskriptif dan inferensial. Pengujian 7 hipotesis menggunakan Structural Equation Modelling Partial Least Square (PLS). Hasil penelitian menunjukkan terdapat pengaruh positif dan signifikan employee engagement terhadap kinerja pegawai, motivasi intrinsik berpengaruh positif dan signifikan terhadap kinerja pegawai, employee engagement pengaruh positif dan signifikan terhadap pembelajaran organisasi, motivasi intrinsik berpengaruh positif dan signifikan terhadap pembelajaran organisasi, employee engagement berpengaruh positif dan signifikan terhadap kinerja pegawai melalui pembelajaran organisasi, motivasi intrinsik berpengaruh positif dan signifikan terhadap kinerja pegawai melalui pembelajaran organisasi.

This research aims to analyze the influence of work engagement, work environment, and organizational learning on organizational commitment at the Nawangan Community Health Center. The sample in this study was 50 respondents who worked at the Nawangan Community Health Center. The data collection technique used was a survey method with the research instrument used was a questionnaire. The results of the instrument test stated that the data in this study was proven to be valid and reliable. The Classical Assumption Test states that the data in this study is normally distributed and produces a regression model that is free from multicollinearity and heteroscedasticity. The results of this research prove that: (1) Work Engagement has a positive and significant effect on Organizational Commitment, (2), Work Environment has a positive and significant effect on Organizational Commitment, (3) Organizational Learning has a positive and significant effect on Organizational Commitment

Human Resources (HR) are an essential asset in an organization or company, as they encompass individuals with the skills, knowledge, and competencies needed to achieve organizational goals. Conflict management, organizational learning, and effective communication are the main pillars of HR management. Conflict management plays a role in transforming potential friction into opportunities for creative solutions, maintaining harmony, and improving team productivity. Organizational learning enables individuals and organizations to grow, adapt, and face new challenges with continuously evolving knowledge. Meanwhile, effective communication acts as a bridge that connects vision, mission, and actions, ensuring all elements of the organization move in alignment toward shared goals. CV. XYZ Surabaya is a company engaged in the supply and distribution of electrical equipment. Finding the right human resources for this organization is not an easy task. One of the company’s primary objectives is to improve employee performance, as improved employee performance is directly proportional to enhanced organizational performance. Based on the research findings, the t-test (partial) and f-test (simultaneous) analysis revealed that the variables of conflict management, organizational learning, and communication have a significant impact, both partially and simultaneously, on employee performance at CV. XYZ Surabaya.

This study aimed to determine the mediating role of participatory leadership in organizationalimmunity by examining its application in Kerbala Cement Company. To accomplish this, the aspectsof organizational innovation (product innovation, process innovation, and administrative innovation)were chosen above organizational immunity in its dimensions (organizational learning, memory, andDNA). Participatory leadership strengthens this relationship in its dimensions (delegation of powers,participation in decision-making, participation in information, and human relations). A random sampleof employees in Kerbala Cement Company was selected as a field of research through a questionnairethat included (128) individuals. The significance of the correlation between the two variables wasassessed using the (t) test, the regression model's significance was assessed using the (F) test, and thesimple correlation coefficient (Person) was used. The relative quantity the independent variablecontributes to explaining the dependent variable as a percentage was also determined using (R 2 ). Theresearcher's most notable conclusion is that participatory leadership serves as a mediating factor in thesubstantial impact of organizational innovation on organizational immunity. The research concludedwith several recommendations, including focusing on organizational innovation by Kerbala CementCompany because it is an important factor in its work in general and in organizational immunity inparticular.

The COVID-19 pandemic caused volatility, uncertainty, complexity, and ambiguity (VUCA), and has created an unprecedented change for all organizations to either evolved or seized to exist. The dynamism due to COVID-19 has forced the HRM function to look forward to organizational agility to adapt and stay in business. The approach to make a linkage between COVID-19, organizational agility, and sustainable HRM is theoretically argued based on a resource-based theory. By conceptualizing the work of Dyer & Shafer (2014) and Nijssen & Paauwe (2012) five dimensions are identified to measure organizational agility, which includes fluid organizational design, flexible core business strategy, distributive information, fast organizational learning, and highly adaptable infrastructure and workplace design. However, further research is needed to confirm the dimensions proposed and to expand them into indicators that can specifically measure organizational agility as a variable.

Globalization has required humans to be constantly adaptable and competitive. Similarly, organizations must be more adaptable, resilient, able to change direction quickly, and capable of managing globally competitive human resources (HR). The availability of competitive and qualified human resources, as well as science and technology, is critical as an organizational asset for developing and competing in the globalization era. Successful organizations consistently generate new knowledge and are able to disseminate it throughout their organization while quickly adapting it to information technology and their products and services. Knowledge Management evolves as an important and strategic component of the organization in order to create value, improve organizational effectiveness and productivity, and boost organizational competitiveness.    

Penelitian ini bertujuan untuk menguji pengaruh learning organisasi dan kompetensi sumber daya manusia terhadap kepuasan kerja dan kinerja pegawai. Selain itu penelitian ini  menguji pengaruh variabel intervening kepuasan kerja pada hubungan pengaruh learning organisasi dan kompetensi sumber daya manusia terhadap kinerja pegawai. Untuk menguji variabel tersebut, obyek yang digunakan adalah pegawai Badan Pengelolaan Keuangan Pendapatan dan Aset Daerah Kabupaten Batang sejumlah 135 orang pegawai.  Pengambilan sampel menggunakan teknik purposive sampling. Hasil penelitian menunjukkan bahwa learning organisasi dan kompetensi sumber daya manusia berpengaruh positif dan signifikan terhadap kepuasan kerja dan kinerja pegawai. Demikian juga pengujian hubungan tidak langsung learning organisasi dan kompetensi sumber daya manusia terhadap kinerja pegawai dengan kepuasan kerja sebagai variabel intervening terhadap kinerja pegawai yang menunjukkan hasil pengaruh positif dan signifikan.