Junaidi Junaidi

Banking plays an important role in business and economic growth. However, since a couple decades ago, there have been issues with efficiency and performance. This paper aims to examine Indonesia’s Islamic banking performance through non-parametric production efficiency analysis before and after the COVID-19 pandemic, 2010–2021. This study differentiated between different dimensions of Indonesia’s Islamic banks (IIB) finance and non-finance aspects, as well as investigated the relationships between these dimensions of finance, including assets, deposits, equity, financing, and income, and non-financial variables, namely employees and offices. Non-parametric analysis, with the input-oriented variable constant return to scale (CRS) and returns to scale (VRS) models as a framework, data envelopment analysis (DEA) is used to calculate the IIB of overall, pure, and scale efficiency. However, the resources of technology IIB management are lacking, as well as macroeconomic and environmental effects. This study found that IIB operational needs to enhance investment in technology beyond the office. This means that the number of offices has a smaller impact on enhancing deposits and revenue. Technology investment has a crucial role in enhancing IIB equity, income, and innovation service. As a result, IIB managers and policymakers must improve their efficiency scores in order to increase competition and innovation. Furthermore, IIB needs to increase and spend their assets and experience to enhance technology, which significantly affects efficiency.

The COVID-19 pandemic and technological development lead to a shift in economic, educational, and social behavior, subsequently influencing human life patterns and new realities through digital literacy. Education sector development and quality depend on how the employees are adapted to the current condition. Therefore, this study is directed to investigate whether and how organizational factors, including IT training, digital infrastructure, management support, and work-family conflict, affect employees who work in Indonesia’s universities. It also examines how the mediators influence employee performance. 596 employees were recruited for a survey study. Structural equation modeling (SEM) was used to test the research hypotheses. The results show that IT training, digital infrastructure, and work-family conflict positively and significantly affect employees’ digital literacy. Meanwhile, management support plays a more minor role in influencing employees’ digital literacy. Furthermore, as a mediator variable, digital literacy strongly moderates the relationship between organizational and individual factors influencing employee performance. This study’s findings provide stakeholders with information about the relationship between individual and organizational factors and employee performance. The organization’s sustainability should not only attract the required market segmentation but also enhance, strengthen, and engage the employees’ sense of belonging and commitment.

This study aims to examine the role of social capital dimensions (e.g., structural, relational, and cognitive) in influencing business transformation among new Chinese chambers of commerce in Thailand towards cultural preservation. A total of 525 members of the new Chinese chambers of commerce participated in Thailand. Structural equation modeling (SEM) was used to examine the research hypotheses. Structural social capital has a positive and significant effect on relational social capital and cognitive social capital. Cognitive social capital also has a positive and significant effect on relational social capital. Furthermore, social capital dimensions (e.g., structural, cognitive, and relational social capital) also have a positive and significant effect on business transformation directly and indirectly towards culture preservation. The findings advance both theoretical knowledge and practical applications, offering insights for businesses and policymakers seeking to leverage social capital for sustainable transformation and long-term success. Social capital dimensions can enhance innovation, facilitate organizational change, and promote flexibility in an increasingly complex and competitive business environment across cultures, industries, and organizational settings.