Articles

The Influence of Employee Performance, Supply Chain Management and Service Quality on Operational Performance Power as a Service Regional Sumbagsel PT. XYZ

/in /by

This research aims to analyze the influence of Employee Performance, Supply Chain Management, and Service Quality on Operational Performance in the Power as a Service (PaaS) business at PT. XYZ Regional Sumbagsel. The resarch utilized a quantitative design involving survey data from 568 subjects including Site Engineers and Site Engineer Coordinators. Data analysis was performed utilizing the Partial Least Squares-Structural Equation Modeling (PLS-SEM) technique via SmartPLS 4. The empirical findings indicate that Employee Performance, Supply Chain Management, and Service Quality have a positive and significant effect on Operational Performance, both partially and simultaneously. The Service Quality variable has the most dominant influence on improving operational performance. The research model also showed good predictive ability with an R-Square value of 0.543 and Q-Square of 0.532. These findings indicate that the success of operational performance in the PaaS business is greatly influenced by the integration of human resource quality, supply chain effectiveness, and consistency of service quality in supporting the achievement of Service Level Agreements (SLAs). This research contributes to the development of operational management literature, especially on the telecommunications infrastructure industry which demands a high level of service reliability and minimal downtime.

Enhancing Customer Satisfaction through Talent Management and Innovative Work Behavior: The Mediating Role of Operational Performance in Reducing Lightning-Induced Claims in a Telecommunication Tower Company

/in /by

This study examines the effect of talent management and innovative work behavior on customer satisfaction through operational performance in reducing lightning-induced claims at XYZ Company in Area 1 Sumatra. A quantitative approach with a causal and cross-sectional research design was employed. The population consisted of 11,260 operational sites, from which 400 sites were selected using the Slovin formula. The unit of analysis was the operational site, while the units of observation included managerial representatives and customer representatives. Data were collected using a structured questionnaire measured on a five-point Likert scale and analyzed using Partial Least Squares Structural Equation Modeling (SEM-PLS). The results show that talent management has a positive and significant effect on operational performance and innovative work behavior. Operational performance also has a positive and significant effect on customer satisfaction. However, innovative work behavior does not directly affect operational performance or customer satisfaction. The direct effect of talent management on customer satisfaction is significant but negative, indicating that internal talent practices do not automatically improve customer satisfaction unless they are translated into better operational outcomes. Furthermore, operational performance significantly mediates the relationship between talent management, innovative work behavior, and customer satisfaction. These findings emphasize that customer satisfaction in lightning-induced claim management is more effectively improved through reliable operational performance supported by strong talent management and structured innovation practices.

The Influence of Management Control Systems and Operational Performance on Environmentally Friendly Innovation in Production Waste Management (Case Study PT. Timuraya Tunggal Karawang)

/in /by

The issue of environmental pollution due to industrial waste is a serious challenge for the manufacturing sector in Indonesia, including PT Timuraya Tunggal which faces problems in managing production waste, especially sulfamic acid (SA) waste. Although the company has implemented environmentally friendly practices such as waste reduction and green technology, its implementation has not been running optimally. The main focus of this research is to analyze the influence of management control system and operational performance on environmentally friendly innovation in production waste management. This research was conducted using a quantitative approach, utilizing primary data collected through distributing questionnaires to 100 employees who are directly involved in waste management. Data processing was carried out through the application of the Partial Least Square (PLS) method analyzed through SmartPLS version 4.0 software. The results of the analysis show that the management control system and operational performance have a significant effect on green innovation. This finding confirms the importance of integrating management control systems and improving operational performance as strategies to support efficiency and sustainability in managing company production waste.

Measurement Digital Transformation Capability on Operational Performance (Case Study: Bank BJB)

/in /by

With the changes in market environments and the development of digital technology, the banking industry urgently needs to develop the capability to adapt to profound changes in strategy and business processes. This study constructed the dimensions of a digital transformation capability that contains threehub factors (sensing, organizing, and restructuring) under the dynamic capability theory. This study collected 100 sets of company data through a survey and investigated the relationships of a company’s strategy orientation, digital transformation capability, and operational performance by using SPSS and SmartPLS. The results show that strategic orientation (Customer Orientation and Technology Orientation) has a positive impact on a digital transformation capability and that digital transformation capability has a positive impact on operational performance. In addition, the digital transformation capability plays a mediating role between strategic orientation and operational performance. Doubtlessly, the company needs, to focus on building their own digital transformation capabilities (Sensing, Organizi,ng and restructuring) to create new business value. A digital transformation capability will encourage company to integrate their business processes and routines through digital technology to achieve a competitive advantage.