Sri Palupi Prabandari

The service industry is currently facing the era of Industry 4.0, which results in an increasing need for talents who master information and technology to increase company productivity. Innovation is one of the strategies that service companies need to improve in order to compete with other companies. Organizational learning is also a company’s effort that is used to determine and meet the increasingly diverse needs of consumers to improve company performance. This study aims to investigate the role of innovation and organizational learning as mediating variables between human capital and organizational performance. The sample consisted of 305 managers in the service industry of Indonesia using a purposive sampling technique, with the minimum sample size determined using GPower software. Data were collected using a self-reported questionnaire distributed online via a Google form. Furthermore, data were analyzed using structural equation modeling partial least squares with the SmartPLS 3 software. The results reveal that human capital significantly affects organizational performance, innovation, and organizational learning. Then, innovation and organizational learning have a significant effect on organizational performance. Furthermore, innovation and organizational learning act as mediators between human capital and organizational performance. These findings shed new light of the importance of effective human capital management in improving organizational performance. Furthermore, innovation and organizational learning are variables that can bridge the two relationships in the service industry.

Acknowledgments
This study is funded by the Indonesia Endowment Fund for Education, Ministry of Finance of the Republic of Indonesia.

Recognizing the importance of innovative work behavior in driving organizational success, this study investigates the influence of perceived organizational support to enhance employees’ innovative behavior, with person-organization fit positioned as a mediating factor. In pursuit of this goal, organizations must develop and sustain a competent and adaptable workforce, as human resources play a pivotal role in securing long-term competitive advantage. Consequently, implementing effective and innovative approaches to support employees, particularly by nurturing their capacity for innovation, has become increasingly essential. To accomplish the research objectives, data were collected from 251 employees from different sectors in Indonesia between November 2024 and February 2025. The collected data were subsequently examined using the SEM-PLS analysis tool, and the obtained findings highlighted that perceived organizational support possessed a clear and substantial effect on innovative work behavior (p = 0.012) as well as person-organization fit (p = 0.000). The results also reflected that person-organization fit significantly influenced innovative work behavior (p = 0.000) and partially mediated the relationship between innovative work behavior and perceived organizational support (p = 0.000). The investigation emphasized the importance of organizations providing a conducive work environment for employees and adopting activities that could increase the level of employee satisfaction with their respective jobs in the organization. This emphasis is especially crucial because the proper implementation of favorable work environments and adoption of relevant activities invariably can significantly enhance employees’ innovative work behavior.

Type of the article: Research Article

Abstract
The university is the primary facilitator of students’ entrepreneurial spirit, and digitalization is the best way to launch new businesses during university years. This study investigated the relationship between entrepreneurship education and digital entrepreneurial intention mediated by two variables, entrepreneurial motivation and entrepreneurial mindset. Data were collected from students in entrepreneurship workshops at Brawijaya University, followed by students from several public and private universities across Indonesia, with 461 respondents selected using quota sampling. Students come from exact (e.g., Physics, Chemistry, or Mathematics) and non-exact (e.g., Management, Psychology, or Law) majors, with the majority in the third year of study. The data were analyzed using structural equation modeling partial least squares (SEM-PLS). The results indicated that entrepreneurship education has a positive and significant effect on digital entrepreneurial intention (path coefficient = 0.081, p = 0.003). Entrepreneurial mindset does not significantly affect digital entrepreneurial intention (path coefficient = 0.043, p = 0.256). Entrepreneurship education significantly affects entrepreneurial motivation and entrepreneurial mindset (path coefficient = 0.423, p < 0.001). In addition, this study confirms the mediating role of entrepreneurial mindset on the relationship between entrepreneurship education and digital entrepreneurial intention (path coefficient = 0.284, p < 0.001). Surprisingly, entrepreneurship motivation failed to mediate the relationship between entrepreneurship education and digital entrepreneurial intention (path coefficient = 0.014, p = 0.283). Furthermore, entrepreneurship education shows no significant effect on digital entrepreneurship intention among female students and those from non-exact fields, indicating substantial individual differences in responses to such education.