Publication Search

The implementation of industrial engineering technologies, such as automation, the Internet of Things (IoT), artificial intelligence (AI), and lean manufacturing, has significantly transformed human resource (HR) capabilities in the production sector, particularly in response to the Industry 4.0 paradigm. This study aims to examine the relatively low level of technology adoption in Indonesia, estimated at only 6–20% of manufacturing companies, and its impact on the development of HR competencies. The analysis focuses on changes in technical skill requirements, including digital literacy, data analytics, and technology-based decision-making, as well as the shift in job roles from manual tasks to more strategic functions. This research employs a qualitative descriptive approach grounded in sociotechnical systems theory and the strategic alignment model. The findings indicate that existing skill gaps can be addressed through continuous upskilling and reskilling programs, supported by strengthened triple helix collaboration among government, industry, and educational institutions. The implementation of these strategies has been shown to increase productivity by approximately 30–72% and enhance the competitiveness of the national production sector in the global industrial landscape.  

The integration of Artificial Intelligence (AI) into Human Resource Management (HRM) is accelerating and reshaping how organizations attract, develop, manage, and retain talent. Despite abundant case examples and growing practitioner interest, academic findings remain fragmented regarding the antecedents (drivers), impediments (barriers), and organizational effects (outcomes) of AI-based HR transformation. This paper presents a PRISMA-guided systematic literature review of 112 peer-reviewed articles (2015–2025) to synthesize empirical and conceptual evidence on AI in HRM. Results identify three primary drivers: technological capability, strategic alignment, and a data-driven culture; three critical barriers: ethical concerns (bias, privacy, and transparency), skill and capability gaps, and resistance to change; and three outcome clusters: operational efficiency, enhanced employee experience, and elevated strategic HR contribution. We propose a socio-technical conceptual framework that models drivers moderated by barriers to outcomes, and we advance a research agenda focused on ethical governance, human–AI collaboration, capability measurement, and longitudinal evaluation. The review contributes to theory by integrating socio-technical and dynamic capability  perspectives and provides actionable guidance for HR leaders on responsible AI adoption.

Investments in information technology (IT) often fail to deliver the expected added value due to excessive dependence on external suppliers, inflexible technological systems, or infrastructures that are highly vulnerable to various operational and security risks. This article analyzes organizational strategies to ensure the realization of added value from IT investments through the integration of strategic alignment and comprehensive risk management practices. By implementing strategic alignment, organizations are able to synchronize IT initiatives with core business objectives, organizational processes, and long-term strategic goals. At the same time, effective risk management plays a crucial role in reducing detrimental dependencies, including risks related to data breaches, system failures, cyber threats, and operational disruptions. This approach is supported by an extensive review of literature from credible and relevant academic sources, which demonstrates that systematic risk mitigation can significantly enhance organizational resilience, reliability, and overall value creation from IT investments. As a result, organizations are better positioned to optimize performance, improve decision-making capabilities, and ultimately achieve a sustainable competitive advantage in an increasingly digital business environment.

This study examines the collaboration between the Regional Disaster Management Agency (BPBD) and community organizations, specifically the Forum for Disaster Risk Reduction (FPRB), in implementing community-based disaster mitigation policies in Tamanayu Village, Lumajang. Using a qualitative case study approach, the research explores the dynamics, processes, challenges, and successes of collaborative efforts in disaster risk reduction (DRR) at the local level. The analysis highlights the significance of participatory strategies, local knowledge, and community empowerment in enhancing disaster preparedness and resilience. The involvement of multiple stakeholders—including government, community members, academia, private sector, and media—underpins the practice of the Pentahelix concept, fostering an integrated approach to disaster mitigation. The findings reveal that effective collaboration depends heavily on mutual trust, shared understanding, and a robust institutional framework that embeds disaster mitigation within the social fabric of the community. Challenges identified include coordination issues, limited resources, bureaucratic barriers, and disparities in perception and capacity among stakeholders. Despite these obstacles, the community's proactive measures, such as self-organized simulations and local resource utilization, demonstrate increasing resilience and capacity. The study underscores the importance of strengthening local institutional support, continuous capacity building, and the integration of indigenous knowledge to ensure the sustainability of disaster mitigation efforts. Furthermore, strategic alignment and synchronization between BPBD's top-down policies and bottom-up community initiatives are crucial for effective implementation. The research provides valuable insights into how participatory governance and community empowerment can lead to more resilient societies capable of adapting to evolving risks, including climate-change impacts.

This study investigates the comparative effectiveness of three primary organizational structures—functional, product-based, and geographic—in facilitating global marketing strategies. Employing a qualitative methodology through in-depth case studies of six multinational corporations across the technology, pharmaceutical, and consumer goods sectors, the research highlights the nuanced interplay between organizational design and strategic marketing execution. Findings indicate that no single structure universally outperforms the others; rather, effectiveness is contingent upon specific contextual factors such as product complexity, market diversity, and the degree of global integration versus local responsiveness required. Functional structures tend to support centralized control and efficiency, while product-based structures enhance innovation and brand focus. Geographic structures, on the other hand, offer adaptability to regional market dynamics. The study underscores the importance of strategic alignment between organizational form and marketing objectives, suggesting that hybrid or flexible configurations may offer optimal outcomes in dynamic global environments. These insights provide actionable guidance for decision-makers in selecting or adapting organizational structures to better support international marketing efforts. Ultimately, the research contributes to a deeper understanding of how structural choices influence global competitiveness and responsiveness, offering a framework for organizational design that aligns with evolving market demands and strategic priorities.

The proposed research will focus on defining the effects of the strategic audit aspects instrengthening the institutional performance of the Iraqi General Cement Company. The research targetedfour important dimensions that are strategic position of the institution, the internal environment, theexternal environment, and the stakeholder, and how these dimensions would be associated with variousdimensions of performance such as learning and growth, internal operations and customer satisfaction,financial performance, and environmental performance. The research methodology employed adescriptive and analytical approach, utilizing statistical methods such as SPSS V.25 and AMOS V.23 totest the study's hypotheses. The findings indicated that both the external environment and the involvementof the stakeholders had the most significant positive impacts on both the financial and the environmentalperformance of the company, whereas the internal environment was found to have solid effects oninternal activities and on customer satisfaction. The average effect on learning and development was alsorecorded on the strategic position. The findings of the study indicated that as a way of sustaininginstitutional performance, a combined consideration of strategic alignment, overall institutional processadvancement and the partnership with stakeholders should be implemented.

This literature review examines the impact of Corporate Social Responsibility (CSR) disclosure on mergers and acquisitions (M&A), focusing on market reactions, post-merger integration, and long-term performance. The review reveals that CSR disclosure often leads to positive market reactions, fostering investor confidence and increasing stock prices during M&A announcements. Furthermore, CSR practices contribute to smoother post-merger integration by aligning organizational cultures and fostering trust. Over the long term, companies that integrate CSR into their strategies generally experience enhanced brand value, customer loyalty, and competitive advantage. However, the effectiveness of CSR disclosure depends on its authenticity and strategic alignment with corporate goals. The review also highlights the need for further research in emerging markets and the exploration of qualitative approaches to deepen understanding of CSR’s role in M&A.

Mergers and acquisitions (M&A) are widely recognized as strategic instruments for corporate growth, restructuring, and competitive advantage. This semantic review synthesizes recent Scopus‑indexed literature to examine the strategic implications and performance outcomes of M&A. The study highlights that strategic alignment between acquiring and target firms is fundamental to synergy realization, operational efficiency, and innovation. Managerial expertise emerges as a decisive factor, with effective leadership ensuring smooth integration and long‑term value creation. Market dynamics, including economic volatility, regulatory changes, and geopolitical tensions, significantly influence M&A strategies and outcomes, while technological integration accelerates digital transformation and enhances competitive positioning. Cultural fit is identified as a critical determinant of organizational cohesion, with misalignment often leading to employee resistance and reduced productivity. Financial outcomes vary, ranging from profitability improvements through economies of scale to underperformance caused by overestimated synergies or poor integration. Furthermore, environmental, social, and governance (ESG) considerations are increasingly shaping M&A strategies, reinforcing stakeholder trust and sustainable value creation. By adopting a holistic approach that integrates strategic foresight, managerial acumen, market awareness, technological innovation, and sustainability, firms can optimize M&A as a tool for growth and resilience in dynamic global markets.

The research aims to test the mediating role to enable workers to test the relationship between strategic leadership practices and strategic alignment in medium and small-sized companies in the Iraqi city of Kirkuk, and to achieve that goal and to solve the research problem and take advantage of its importance, a field visit was conducted for the companies of the study sample to see the reality of their work regarding the research variables, and then a questionnaire form was designed according to the five-point Likert scale and distributed to a sample of (369) workers representing the companies of the study sample to collect data and information, and analyze those Statistical program usage data (SPSS, AMOS) V26 In light of these results, the research revealed that there is a statistically significant impact relationship for strategic leadership in strategic alignment through the mediation of empowering workers in medium and small-sized companies in Kirkuk, and accordingly a set of recommendations were made, the most important of which was the need to work to improve organizational performance and enhance competitiveness of companies through the application of best strategic leadership practices, empowering employees and achieving strategic alignment in the surveyed companies.

This study investigates the influence of organizational innovation on management strategy in the education sector, focusing on the mediating role of strategic change. Quantitative data were collected through a structured survey (Cronbach’s Alpha > 0.7) and analyzed using Structural Equation Modeling (SEM) with a sequential explanatory mixed-methods approach. Key relationships were identified: organizational innovation significantly impacts management strategy (β = 0.45, p < 0.01), while strategic change mediates this relationship (β = 0.30, p < 0.01). Qualitative data from semi-structured interviews with 20 educational leaders revealed three critical themes: strategic alignment with institutional goals, the importance of participative leadership, and barriers such as resource constraints and bureaucratic inertia. These findings highlight the necessity of integrating innovation with strategic change to optimize management practices. The study contributes to literature by validating the dynamic capabilities framework in the education sector and addressing gaps related to the operationalization of innovation. Practical implications include fostering participative leadership, aligning innovation with institutional objectives, and streamlining resources to support transformative strategies. Policymakers and educational leaders are advised to implement context-sensitive frameworks to sustain innovation and enhance institutional adaptability.