Suchergebnisse

There is a critical need for madrasas to make changes. These changes lead to structural changes in organizational management, including HR management. This research aims to analyze the effect of Authentic Leadership and HR practice for competitive advantage in madrasas. A descriptive survey study of 204 madrasas with the observation unit involving teachers was applied in this study and the data obtained were analyzed using Structural Equation Modeling (SEM) procedure. The research results show that the essential structural changes to cope with the challenges and demands of competition in inclusive institutions such as madrasas require a leader who understands and can represent the values of madrasas. Structural changes in HR management expand opportunities to gain a solid competitive advantage. The institutionalization of various HR roles requires a foundation of values directed by madrasas leaders. The leaders ensure the identity of madrasas' values and orientations while considering the demands of competition. The conclusion is that the institutionalization of HR practice management in madrasah's efforts to compete requires leadership support that represents and understands madrasas with an inclusive nature.

Received: 20 March 2022 / Accepted: 21 June 2022 / Published: 5 July 2022

Increased geopolitical tensions and economic sanctions imposed by the U.S., the European Union, and other countries against Russian sectors of the economy have caused a slowdown of economic growth in Russia and significantly restricted access to international capital markets, creating many problems for coal enterprises due to the rapid growth of competition. Russian and Indonesian coal companies need to adopt coping strategies and implement effective management practices to successfully counter the various global challenges facing the coal sector. The article aims to develop coal enterprise competitiveness management in the context of global challenges in 2022, as exemplified by Russia and Indonesia, considering the main role of these two countries in global coal exports. The management process was empirically assessed, and a comprehensive qualitative focus group session was conducted to achieve this goal. Fifty-five top managers of Russian and Indonesian coal companies participated in the focus group session to collect data for identifying all the factors and indicators to be accounted for in a holistic assessment of the companies' competitiveness. Suggestions were worked out for the development of coal companies in Russia and Indonesia, regarding current changes, to increase their competitiveness. Doi: 10.28991/ESJ-2023-07-02-021 Full Text: PDF