Jurnal Fokus Manajemen Bisnis

Emotional intelligence, religiosity, and psychological well-being: The roles of work-life balance and resilience

Ani Muttaqiyathun — 2026-09-17

An increasingly dynamic work environment heightens demands for adaptation and creates pressures that can disrupt workers’ psychological well-being. However, work environment factors alone cannot fully explain these conditions, as individual factors also shape them. This research examines emotional intelligence and religious commitment as catalysts for psychological well-being, identifying work-life balance and resilience as mediators. The sample consisted of 150 Generation Z workers who graduated from Muhammadiyah higher education institutions in Yogyakarta, Indonesia. The collected primary data were tested for validity and reliability, and the hypotheses were tested. The results indicate that emotional intelligence, religiosity, work-life balance, and resilience positively affect psychological well-being. Emotional intelligence and religiosity each positively affect work-life balance and resilience, respectively. Finally, work-life balance and resilience act as parallel mediators in the positive relationship between emotional intelligence and religiosity and psychological well-being. This study integrates social cognitive theory and conservation of resources theory to explain psychological well-being and to identify work-life balance as a link between religiosity and psychological well-being. This area remains under-researched, particularly among graduates of Muhammadiyah higher education institutions.

Green human resource management and eco-innovation: Interplay of green shared vision and digital readiness

Khusnul Fikri — 2026-10-12

Manufacturing companies need to develop eco-innovations that can address two challenges at once: reducing emissions or environmental waste and maintaining operational efficiency. This study examines the effect of green human resource management on green eco-innovation, with green shared vision as a mediator and digital readiness as a moderator. This study uses purposive sampling; data were collected from 300 supervisors and managers in manufacturing organizations in West Java, East Java, and Batam, Indonesia. The data were analyzed using SmartPLS 4.0, including testing the measurement model, structural model, and hypotheses. The results indicate that green human resources management positively affects green shared vision and eco-innovation. Green shared vision directly affects eco-innovation and mediates the relationship between the independent variables and eco-innovation. Digital readiness does not significantly moderate the direct relationship between green human resources management and eco-innovation; however, it positively moderates the relationship between green shared vision and eco-innovation. This study extends the natural resources-based view and the ability-motivation-opportunity framework to explain eco-innovation. These findings indicate that digital readiness can serve as a specific enabling condition along certain pathways, rather than a universal enhancer of green human resource management.

Linking cultural dynamics to organizational agility through dynamic managerial capability in Bali’s SMEs

Ida Ketut Kusumawijaya — 2026-10-20

Organizational agility is essential for small and medium enterprises confronting environmental turbulence, yet how culturally embedded values translate into adaptive capabilities remains insufficiently explained. This study examines how cultural dynamics directly influence organizational agility and how dynamic managerial capability mediates this relationship within Bali’s culturally distinctive small- and medium-enterprise environment, characterized by Tri Hita Karana and Menyama Braya. Using a quantitative, cross-sectional design, the study used non-probability purposive sampling with convenience-based access, yielding 153 valid managerial responses from local small and medium enterprises in industry, services, and tourism. The study analyzed the data using partial least squares structural equation modeling. The results show significant positive relationships between cultural dynamics and dynamic managerial capability, cultural dynamics and organizational agility, and dynamic managerial capability and organizational agility. The significant indirect effect indicates complementary partial mediation, and the model explains variance in organizational agility. The findings advance dynamic capability theory by identifying a dual-pathway mechanism whereby culturally embedded reciprocity facilitates collective coordination while activating managerial cognition, human capital, and social capital for adaptive resource reconfiguration. Nevertheless, collectivist consensus may also constrain managerial discretion, challenging assumptions that cultural cohesion invariably enhances agility. Practically, small and medium enterprises should integrate culturally grounded cooperation with managerial capability development. These context-specific findings warrant cautious causal interpretation and further longitudinal validation.

Beyond behavioral intention: Explaining actual usage of online travel platforms through technology acceptance, planned behavior, and trust

Dede Solihin — 2026-10-28

Actual usage poses a challenge in adopting digital technology because intention to use technology does not always translate into actual behavior. This study aims to develop an integrated framework combining the technology acceptance model, the theory of planned behavior, and trust to explain actual usage of online travel platforms through behavioral intention among Tiket.com users in Banten, Indonesia. A quantitative survey used purposive sampling and included 150 respondents with experience using Tiket.com in Banten, Indonesia. Data were analyzed using partial least squares structural equation modeling and bootstrapping procedures to test validity, reliability, and hypotheses. The results indicate that perceived usefulness and perceived ease of use significantly affect attitude. Attitude, perceived behavioral control, and trust significantly affect behavioral intention, whereas subjective norms do not. Behavioral intention also positively affects actual usage. These findings indicate that users’ individual evaluations, perceived control, and trust, rather than social influence, primarily drive adoption of Tiket.com. This study expands empirical evidence on integrating the technology acceptance model, the theory of planned behavior, and trust by explaining the process from technology acceptance to actual usage among Tiket.com users in Banten, Indonesia.

Transformational leadership, organizational justice, and readiness to change: The mediating role of job satisfaction

Nelly Farida Rodiana Nainggolan — 2026-10-28

Mergers and acquisitions create uncertainty about leadership, pay, and work procedures, yet it remains unclear whether leadership and fair treatment build employees’ readiness to change through job satisfaction or directly. Drawing on social exchange theory and uncertainty management theory, this study examines how transformational leadership and organizational justice relate to job satisfaction and readiness to change, and how job satisfaction mediates this relationship. Using survey data from 165 permanent employees of five private hospitals in Tangerang, Indonesia, that had undergone mergers and acquisitions, the study analyzed relationships using partial least squares structural equation modeling. Transformational leadership was positively related to organizational justice, job satisfaction, and readiness to change, and organizational justice was positively related to job satisfaction and readiness to change. However, job satisfaction was not related to readiness to change and did not mediate the relationships between transformational leadership or organizational justice and readiness. These findings indicate that, during mergers and acquisitions, readiness depends on change-relevant signals of leadership and fairness rather than on satisfaction with the current job, marking a boundary condition for the affective pathway in social exchange theory. Managers should therefore prioritize fair, transparent integration procedures and visible transformational leadership over satisfaction programs alone.