The 600-person outsourcing service company PT. Swapro Internasional Malang is where we carried out our investigation.  This research was primarily motivated by the deterioration in employee performance, as seen by the attainment of Key Performance Indicators (KPIs) of just 67% of the 85% objective.  This study's objective is to examine both direct and indirect consequences of job crafting and organisational culture on employee performance, using work satisfaction as an intervening variable. This study takes a quantitative approach and employs a survey method., administering a questionnaire to 235 respondents who were chosen via proportionate random selection.  SmartPLS 4's Structural Equation Modelling was used to analyse the data. The study's findings show that organisational culture and job crafting significantly and favourably affect employee performance that is both directly and indirectly impacted by work satisfaction.  These results validate that the effects of organisational culture and job crafting on performance is reinforced by work satisfaction, which serves as a mediator.  The primary finding of this research is that task management alone is not enough to improve employee performance; businesses also need to foster a good organisational culture, offer chances for self-improvement, and establish a supportive work environment. These findings' practical ramifications push management to focus more on non-monetary factors like open communication, managerial support, and recognition in fostering work happiness.

This paper provides a comprehensive examination of the concept and implementation of skill management as a cohesive set of competencies encompassing technical, interpersonal, conceptual, and strategic skills within organizational and entrepreneurial contexts. The background highlights the critical role of skill management in addressing the challenges posed by a highly competitive and rapidly evolving business environment, where mastery of these competencies determines both individual and organizational effectiveness in planning, organizing, leading, and controlling resources to achieve collective objectives. Grounded in a literature review of seminal works by Robbins & Coulter, Katz, Drucker, Mintzberg, Armstrong, and Barney & Hesterly, this study adopts a structured approach that covers definitions, classification of skill types, their roles in organizations, development strategies, implementation challenges, and applications in entrepreneurship. The findings indicate that: (1) technical, human, and conceptual skills are complementary across different managerial levels; (2) skill development requires a blend of formal education, field practice, mentorship, and technology utilization; (3) primary challenges include technological adaptation, complexity of decision-making, and limitations in training resources; and (4) in entrepreneurial ventures, effective skill management is fundamental to planning, finance, human resources, innovation, and communication. In conclusion, skill management should not be viewed as a static competency but as a strategic asset that must be continuously enhanced through lifelong learning, enabling both individuals and organizations to sustain growth and resilience in the era of globalization and digital transformation.

Although business development is a concept that has been applied in entrepreneurial practice, academic attention to its dynamics in the context of micro-enterprises is still very limited. This study aims to explore the core strategies in culinary UMKM business development and the challenges, by taking a case study of the culinary clusters on Jalan Pulosari and Jalan Kawi in Malang City. Through a qualitative approach with in-depth interviews with 30 micro-enterprises, this study identified three core business development activities that focus on utilizing business resources, as well as three supporting activities that function to secure and organize these resources. This finding indicate that all business development activities are centered on three main practices: leveraging, securing, and organizing resources, as explained in the resource-based view framework. In addition, this study reveals three contextual factors that influence UMKM development strategies: business sector, company age, and involvement in local business incubators. The theoretical contribution of this study lies in the development of a new conceptualization of business development in the microenterprise sector, which forms the majority of the global economic structure, but often fails to embark on a sustainable growth path. Practical implications are also offered, including strategies for time management and strengthening managerial capacity in response to perceived resource constraints. This study also proposes a further research agenda to explore the dynamics of business development in UMKM with more diverse qualities and contexts.

Sustainable business transformation has become a cornerstone of modern corporate strategy in addressing environmental, social, and economic challenges. The Sustainability-Led Innovation (SLI) approach provides an innovation framework that embeds sustainability principles into business models, fostering organizational adaptability and long-term value creation. This study aims to (1) identify the mechanisms for integrating SLI into sustainable business models, (2) evaluate SLI’s contribution to competitive advantage, and (3) analyze the development of dynamic capabilities to support sustainability initiatives. By combining the Sustainability-Driven Business Model Innovation (SBMI), Dynamic Capability Theory (DCT), and Triple Bottom Line (TBL) frameworks, this qualitative research utilizes in-depth interviews and document analysis of culinary SMEs in Malang. Findings reveal that organizations adopting SLI achieve higher operational efficiency, respond more agilely to regulatory changes, and attract stronger consumer loyalty. These insights underscore the necessity of embedding sustainable innovation strategies into long-term business planning to secure resilient competitive advantage.

Entrepreneurship plays a significant role in global economic growth. However, not all entrepreneurs achieve success. This study aims to deeply examine the mindset and character that serve as the fundamental basis for entrepreneurial success, as well as the influencing factors and strategies for fostering these qualities based on a literature review. Through a literature review method, it was found that successful entrepreneurs possess a growth mindset, are solution-oriented, and adaptive, supported by specific thinking methods like BETSCA (Bricolage, Effectuation, Think Structurally, Cognitive Adaptability). Furthermore, key characters such as commitment, creativity, resilience, risk-taking propensity, and networking ability are crucial elements. The study also identified various driving factors and types of motivation (intrinsic-extrinsic) in entrepreneurship. Another important finding is that the entrepreneurial spirit and character can be learned and developed through personal commitment, a supportive environment, education, and continuous learning processes. The conclusion of this study asserts that the combination of the right mindset and strong character, along with the ability to continuously develop both, is essential for increasing the chances of success in the world of entrepreneurship.

Human resource (HR) planning and development is an important foundation in supporting the achievement of strategic organizational goals. This article comprehensively discusses the HR needs planning process in the managerial and operational context, as well as sustainable HR development strategies. The method used is a literature study with a descriptive approach to explore concepts, theories, and best practices in HR management. The results of the study indicate that HR planning not only includes recruitment and training, but also talent management, career development, and structured performance evaluation. On the other hand, HR development strategies focus on improving competencies through technical training, leadership development, and soft skills to face changes in the business environment. The synergy between planning, operational implementation, and HR development is very important to form an adaptive, competitive, and sustainable organization.
 

This study examines business organization planning and human resource management in an effort to form an entrepreneurial spirit. The main goal is to understand how human resource management can contribute to the achievement of business goals and create resilient entrepreneurs. The method applied is a literature study by analyzing various literature related to business organizational planning, human resource management, and entrepreneurship. The results of the study show that careful planning and good human resource management can have a significant impact on organizational success while supporting the achievement of entrepreneurial goals efficiently.

the digital and globalization era, entrepreneurs face complex challenges related to intellectual property rights (IPR) violations, such as piracy, brand counterfeiting, and idea theft. This phenomenon not only has an impact on the legal aspect, but also creates significant business ethics dilemmas. This study aims to analyze the relationship between the application of business ethics and IPR protection in the context of entrepreneurship, and to explore how the integration of the two can improve business competitiveness and sustainability. The methodology used is a qualitative literature study with a descriptive-analytical approach, reviewing various sources such as scientific journals, legal regulations related to IPR, and case studies of entrepreneurs who apply ethical principles and IPR protection. The results of the study indicate that the application of strong business ethics has a significant impact on the awareness and compliance of business actors in protecting intellectual property. Meanwhile, an understanding of IPR law can encourage innovation and create a fair and sustainable business climate. This is in accordance with the theory of the application of business ethics, IPR protection and legal protection for consumers have a significant influence on business, emphasizing the importance of integrating the three to support fair and sustainable business practices. This study confirms that the integration of business ethics and IPR protection is not only a formal legal aspect, but also an important strategy in building a positive image, consumer trust, and long-term business sustainability. Therefore, education and awareness of the importance of business ethics and IPR protection need to be increased among entrepreneurs to create a healthy, competitive and sustainable business ecosystem.

The crucial role that creativity and innovation play in fostering entrepreneurial success is examined in this study. Entrepreneurs must not only stay relevant but also promote sustainable growth in a fiercely competitive and quickly evolving business environment. Creativity and innovation are essential components that set successful companies apart from those that find it difficult to adjust. Despite their significance, little is known about the direct effects of these two ideas on entrepreneurial outcomes, especially for small and medium-sized businesses (SMEs). The goal of this essay is to present a thorough examination of the elements that affect creativity and innovation in entrepreneurship, looking at how they interact and how they affect long-term company performance. The study also identifies the obstacles that prevent inventive and creative processes in business endeavors and provides actionable suggestions for entrepreneurs to improve these areas of their operations. This study aids in the creation of fresh theoretical frameworks and useful methods for entrepreneurship by pinpointing the primary forces behind creativity and innovation. The results highlight how important it is to develop a creative and inventive attitude since it is necessary to get a competitive edge and maintain long-term company success in the fast-paced global market of today.

Managing human resources and entrepreneurship are two crucial components of any successful organization. Human resources management focuses on recruiting, training, and retaining employees to ensure they can perform their job duties effectively. On the other hand, entrepreneurship involves the creation and development of new business ventures, products, or services. Both areas play a significant role in the overall success and growth of a company. In this paper, we will explore the intersection of human resources management and entrepreneurship, examining how these two disciplines can work together to drive innovation and organizational success. By leveraging the expertise and creativity of both HR professionals and entrepreneurs, companies can cultivate a culture of innovation and adaptability. This collaboration can lead to the development of cutting-edge products and services, as well as the implementation of forward-thinking HR practices that attract and retain top talent. However, integrating HR and entrepreneurship may also present challenges, such as balancing risk-taking with employee well-being and ensuring that organizational goals align with individual aspirations. Despite these obstacles, the potential benefits of combining these disciplines are vast, offering companies a strategic advantage in today's competitive business landscape.