Strategic Entry Decisions Shaped by Managerial Intelligences and Entrepreneurial Capacities

Irwan Syah Erlangga; Eko Putro Wibowo

doi:10.69725/ami.v1i1.233

Authors

Irwan Syah Erlangga Doctorate in Management Studies, Kazian School of Management, Mumbai, India
Eko Putro Wibowo Doctorate in Management Studies, Kazian School of Management, Mumbai, India

DOI:

https://doi.org/10.69725/ami.v1i1.233

Keywords:

Strategic HR, meaning of work, Service agility, Digital HR

Abstract

Purpose: Specifically, this research seeks to investigate the mediating effect of Work Meaningfulness in the relationship between SHRP and Adaptive Service Performance (ASP in the following for brevity): Digital HR Development, Inclusive Talent Management, Employee Empowerment Culture, and Ethical HR Leadershi
Method: A quantitative cross-sectional design was used to collect survey data from 285 service professionals based on in Indonesia. The SEM and PROCESS Macro were applied for hypotheses testing.
Findings: All types of strategic HR practices exerted positive significant effects on Adaptive Service Performance. Work Meaningfulness was a strong mediator in the relationships for all of the relationships, with Ethical HR Leadership explaining the most indirect variance. The findings are consistent with Resource-Based View (RBV) and Self-Determination Theory (SDT), and suggest that meaningful work acts as a psychological resource for promoting service agility.
Novelty: Contributions This paper contributes to the literature on HRM by combining digital, inclusive, empowering and ethical HR strategies into an integrated model which can serve as a means to improve service responsiveness by programming psychological processes. It presents Work Meaningfulness, not only as the outcome, but as a critical enabler for performance, which is a perspective that has been underexplored in the SHRM-side of the service agility relationship, especially in the context of various emerging digital economies.
Implications: Implications imply professionals and policy makers can design interventions to build technical competencies as well as a sense of purpose, fairness, and empowerment to deliver adaptive service excellence under high-variability conditions.

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Author Biographies

Irwan Syah Erlangga, Doctorate in Management Studies, Kazian School of Management, Mumbai, India

Irwan Syah Erlangga, S.Si., M.Pd., M.B.A., M.H.R.T.M. is a doctoral candidate in Management Studies at the Kazian School of Management, Mumbai, India. With a solid foundation in science and education, combined with postgraduate qualifications in business administration and human resource training management, his academic profile is both interdisciplinary and practice-oriented. His current research focuses on organizational leadership, workforce transformation, and adaptive learning strategies in management.
Eko Putro Wibowo, Doctorate in Management Studies, Kazian School of Management, Mumbai, India

Dr. Eko Putro Wibowo, S.E., M.B.A., M.H.R.M.T.M. is a scholar-practitioner with a doctorate in Management Studies from Kazian School of Management, Mumbai, India. He brings together expertise in economics, strategic business development, and human capital innovation. With a strong background in tax consultancy and management training, Dr. Wibowo integrates academic theory with executive insights to explore sustainable business performance, leadership dynamics, and talent transformation.

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