International Journal of Human Capital in Urban Management

Abstract BACKGROUND AND OBJECTIVES: With sustained socio-economic development, problems such as resource constraints, ecological damage, and food safety have become increasingly prominent and have become important factors constraining sustainable development. To address these challenges, this study applies the stimulus–organism–response framework to examine key factors that shape consumers’ green purchase intention in the food industry in China. Green advertising, environmental attitude, product attributes, and social media influence are conceptualized as external stimuli, while customer perceived value represents the internal psychological mechanism driving behavioural intention.
METHODS: A total of 371 valid survey responses were analysed using Statistical Package for Social Sciences software (version 27.0) and Analysis of Moment Structures (version 28.0) to conduct reliability testing, factor analysis, structural modelling, and mediation analysis.
FINDINGS: All four external variables significantly increase customer perceived value, which in turn strengthens green purchase intention. Mediation results show that customer perceived value partially mediates the effects of green advertising and product attributes, and fully mediates the effects of environmental attitude and social media influence.
CONCLUSION: The study demonstrates that customer perceived value plays a central role in transforming external green marketing stimuli into purchase intention. These findings provide theoretical insight for stimulus–organism–response-based green marketing research and practical guidance for food enterprises seeking to promote sustainable consumer behaviour.

Abstract BACKGROUND AND OBJECTIVES: Empowering leadership is essential for employee career success as it encourages skill development and facilitates career advancement. The absence of empowering leadership may significantly hinder employee career success within organizations. Thus, this study investigates the potential mediator roles of organizational commitment, self-efficacy, and competence for performance in the relationship between empowering leadership and career success.
METHODS: By employing a quantitative approach, this study examines the proposed model and hypotheses in the coal mining companies in Indonesia. The data are collected from 123 employees working in the coal mining operations in Central Kalimantan, Indonesia, and it is analyzed using SmartPLS 3.3.3 of partial least squares structural equation modeling.
FINDINGS: The results showed that empowering leadership positively and significantly predicts organizational commitment (β = 0.706, t-statistic = 20.182), self-efficacy (β = 0.478, t-statistic = 5.308), performance competence (β = 0.593, t-statistic = 10.561), and career success (β = 0.387, t-statistic = 3.301). However, self-efficacy (β = 0.124, t-statistic = 1.068) and performance competence (β = -0.009, t-statistic = 0.097) have no impact on career success. Organizational commitment (β = 0.253, t-statistic = 4.218) is also discovered to mediate the relationship between empowering leadership and career success.
CONCLUSION: Empowering leadership plays a crucial role in guiding employees toward career success by fostering a strong sense of organizational commitment. This study explores the mediating roles of organizational commitment, self-efficacy, and performance competence, offering insights into how empowering leadership influences career outcomes. The findings advance existing theory by clarifying that while self-efficacy and performance competence are shaped by empowering leadership, they do not directly predict career success. Instead, organizational commitment emerges as the key mediator in this relationship. From a practical perspective, the results highlight the need for organizations to promote empowering leadership by training supervisors to build autonomy and trust. This leadership approach enhances employees’ emotional attachment to the organization, thereby supporting their career development. Aligning career advancement initiatives with empowering practices can enhance employee motivation and long-term success.

Abstract BACKGROUND AND OBJECTIVES: In the context of private school teachers in Indonesia, job satisfaction is considered a key factor in influencing teachers to remain in their positions within organizations. This study aims to examine the impact of job satisfaction on turnover intention with organizational commitment as an intervening variable among private school teachers, specifically at Muhammadiyah schools in Kapanewon Godean, Indonesia.
METHODS: The research method employed is a survey, with questionnaires distributed to 274 respondents. Of these, 205 completed questionnaires were successfully collected and analyzed. Data analysis was performed through Structural Equation Modeling utilizing SmartPLS 3.0 software.
FINDINGS: The results of the study indicate that job satisfaction has a significant positive effect on organizational commitment (β = 0.649; t-value = 12.705, p < 0.005), which in turn has a significant negative effect on turnover intention (β = -0.473; t-value = 6.674, p < 0.005). Additionally, organizational commitment was found to mediate the relationship between job satisfaction and turnover intention (β = -0.307; t-value = 5.607, p < 0.005). In other words, an increase in job satisfaction not only directly reduces teachers’ intention to leave their jobs but also does so indirectly by enhancing their commitment to the organization.
CONCLUSION: This study highlights the importance of job satisfaction and organizational commitment in retaining high-quality teachers at Muhammadiyah schools. By enhancing job satisfaction, these schools can foster stronger organizational commitment, which, in turn, significantly reduces turnover intentions among teachers. These findings suggest that Muhammadiyah schools should prioritize creating supportive work environments that bolster teacher satisfaction and commitment, as this approach is key to sustaining a dedicated and effective teaching workforce.

Abstract BACKGROUND AND OBJECTIVES: Workplace deviant behavior, as a manifestation of employee conduct, can exert adverse effects on an organization, posing challenges to its overall functioning and well-being. Understanding the underlying mechanism is essential in offering insights to enhance risk mitigation and promote a positive organizational culture for sustained success. Therefore, the study on workplace deviant behavior is important because it addresses both practical and theoretical concerns crucial for organizations' functioning and success. Additionally, it helps in understanding the dynamics of employee behavior, developing effective management strategies, and promoting a productive and ethical workplace environment. The novelty and originality of this research lie in its integration of these three variables to understand their combined impact on workplace deviant behavior. This approach provides a more detailed and nuanced understanding of the factors contributing to deviant behavior, allowing for more effective mitigation strategies.
METHODS: This study aims to examine the impact of employee personality, organizational culture, and perceived organizational support on workplace deviant behavior among 370 employees at Human Development Agencies in Indonesia. Data were collected using questionnaires and analyzed using IBM SPSS version 26.
FINDINGS: The results showed a significant negative correlation between employee personality traits, such as extraversion (t-value = -2.400, ρ-value = 0.019, ρ < 0.05) and agreeableness (t-value = -2.170, ρ-value = 0.034, ρ < 0.05), and organizational culture (t-value = -2.386, ρ-value = 0.020, ρ < 0.05). However, perceived organizational support only moderates organizational culture's influence on workplace deviant behavior, not employee personality traits. The study suggests strategies to prevent and mitigate its negative effects on organizations.
CONCLUSION: The study recommends the implementation of conducive policies and practices to efficiently handle these behaviors. Moreover, this study enhances comprehension of workplace deviant behavior and provides pragmatic suggestions for effectively managing and averting such conduct within organizations. This highlights the significance of creating supportive policies and practices that specifically address organizational culture and support mechanisms to effectively reduce workplace deviant behavior.

Abstract This study aims to analyze the structure of growing publications on Islamic leadership and its contribution to organizational effectiveness and long-term success using bibliometric analysis with VOSviewer. The sample population comprised all publications of the Scopus database from 2010 to 2023. In addition, a total of 244 publications were selected for bibliometric analysis and visualization, including original study articles, book chapters, reviews, conference papers, and other forms of literature written in English. The results showed the presence of three clusters, namely red (Indonesia, Malaysia, Egypt, and United Arab Emirates), green (United States, Iraq, Syrian Arab Republic, and Turkey), and blue (Iran, Israel, and China). These clusters represented regional cooperation in the exploration of Islamic leadership publications and their implications for organizational development. The results also showed that Islamic leadership was most commonly applied in education, psychology, community and health care, school, and government sectors. In addition, it was shown to be frequently related to trust, job performance, motivation, decision-making, job satisfaction, and empowerment. Islamic leadership placed great emphasis on motivation and job performance, as it ultimately recognized the importance of productive and purposeful work in employees' lives and society's overall well-being. Based on these results, Islamic leadership supported employees in achieving healthy work-life integration by encouraging time for family, worship of Allah (the God), and personal well-being.

Abstract BACKGROUND AND OBJECTIVES: As organizations seek effective ways to lead in a dynamic world, servant leadership will likely remain relevant. Servant leaders focus on serving others and nurturing the growth of employees to create positive work environments. However, there still exists a gap in the literature on the link between servant leadership and work engagement. Thus, this study aims to investigate the relation between servant leadership and work engagement by exploring the mediating role of affective commitment and job satisfaction.
METHODS: Using a purposive sampling process, self-administered questionnaires are distributed to 154 employees working in Central Java – Indonesia public health institution from March to June 2023. Partial least squares-structural equation modeling (PLS-SEM) with SmartPLS 3.0 software is utilized to analyze the data.
FINDINGS: The results indicate that servant leadership has a significant direct effect on affective commitment (β = 0.321, t-statistic = 3.226, p < 0.05) and job satisfaction (β = 0.429, t-statistic = 5.556, p < 0.05). Furthermore, it is found that affective commitment (β = 0.527, t-statistic = 8.518, p < 0.05) and job satisfaction (β = 0.306, t-statistic = 4.275, p < 0.05) significantly affect work engagement. This study, upon further investigation, reveals that affective commitment (β = 0.170, t-statistic = 3.079, p < 0.05) and job satisfaction (β = 0.131, t-statistic = 3.179, p < 0.05) significantly mediate the relationship between servant leadership and work engagement.
CONCLUSION: The results from PLS-SEM analysis reveal no direct relationship between servant leadership and work engagement. Additionally, the roles of affective commitment and job satisfaction are found to mediate the relationship between servant leadership and work engagement of employees in public health institution. When employees are satisfied and feel emotionally connected to their leader and organization, they are more likely to find their work meaningful and enjoyable, leading to higher levels of work engagement.

Abstract Leadership plays a crucial role in promoting organizational productivity and sustainability. There are several styles of leadership have been proposed and investigated, as well as their various impacts on different organizations. Therefore, this study aims to analyze the leadership styles in Indonesian settings and their associated outcomes through a bibliometric review. This study employs a qualitative approach. The entire data collecting and screening procedure in the Scopus database provided the foundation for the present study. A total of 84 eligible papers from 2000 to 2023 are explored, and the scientific landscapes are further visualized using the VOSviewer. The results showed evidence that network visualization consists of 5 clusters: red, green, blue, yellow, and purple cluster. The first red cluster includes business strategy, innovation, organizational commitment, and organizational culture. Employee performance, job satisfaction, work environment, and work motivation are represented by the second cluster, which is identified to be green in color. In addition, the third blue cluster covers knowledge management, transactional leadership, and transformational leadership. Creativity and employee engagement are all part of the fourth yellow cluster. Finally, democratic leadership is included in the fifth purple cluster. The findings concluded that leadership styles (i.e., transformational, transactional and democratic leadership) positively contribute to the associated outcomes (i.e., employee performance, job satisfaction, organizational commitment, employee engagement, business strategy, and organizational innovation and creativity). In addition, mainly related to associated outcomes, the transformational leadership style is a more dominant influence than transactional and democratic in Indonesian settings. By demonstrating as role models, transformational leaders establish strong emotional connections with their employees to feel a sense of belonging, leading to increased dedication to go the extra mile.

Abstract BACKGROUND AND OBJECTIVES: The leadership styles in higher education, especially public universities, face enormous challenges in handling global situations, i.e., the Covid-19 pandemic. The current dataset of this study aims to verify how transformational leadership is more effective in influencing organizational citizenship behavior through knowledge-based work passion. Individuals with a high level of knowledge-based work passion are able to feel happiness, pride, and pleasure, and are totally involved and make sense of their work. In addition, they also show highly positive emotions toward the people around them and are happy to assist them.
METHODS: Structural equation modeling (SEM) with AMOS 21.0 software is used to analyze the data collected from 221 professional lecturers utilizing a purposive sampling technique from a total of 1,242 lecturers in Southeast Sulawesi, Indonesia public universities. The loading values of the survey instrument, composite reliability, and average variance extracted are tested to justify reliability and convergent validity for the measurement model in this study.
FINDINGS: The results show that transformational leadership positively and significantly affects knowledge-based work passion (β = 0.568, C.R. = 6.536; ρ < 0.001) but not organizational citizenship behavior (β = 0.061, C.R. = 0.608; ρ > 0.001). In addition, knowledge-based work passion directly has a positive and significant effect on organizational citizenship behavior (β = 0.696, C.R. = 3.571; ρ > 0.001). Further, the mechanism effect of transformational leadership on organizational citizenship behavior through knowledge-based work passion was tested. The result indicates the mediating role of knowledge-based work passion (β = 0.395, ρ > 0.001) in the relationship between transformational leadership and organizational citizenship behavior.
 
CONCLUSION: This study contributes significantly to organizational management practices, especially in the field of education, by identifying how transformational leadership improves organizational citizenship behavior through knowledge-based work passion. When individuals recognize their leaders as transformational, they are more likely to behave and engage in volunteering for extra tasks, having a positive work environment, feeling more connected to the organization and being flexible in their duties.