Talent management is considered a new organizational priority in managing people that both academicians and practitioners discuss. The purpose of this research was to examine the role of talent management (TM), knowledge management (KM), university transformation (UT), and academic climate (AC) in increasing the performance of private higher education institutions (PHEIs). This research applied a quantitative approach by collecting data from 382 lecturers who worked at various private universities in Indonesia. Online questionnaires were used to collect the data using a stratified random sampling method. Then these data were analyzed using Structural Equation Modeling–Partial Least Square. The findings indicated that systematic application of talent management and knowledge management, university transformation, and academic climate in PHEIs improves organizational performance. Developing a plan to transform their talent and the business process is the key to emphasizing its importance in shaping the character and quality of PHEIs. The practical implication, PHEIs must offer a conducive academic climate for talented lecturers. The study offers a value-add to the resource-based view theory, managing talent and knowledge as essential resources for organizational transformation to maximize organizational performance.

This study aims to determine the impact of the Covid-19 pandemic on traditional retail MSMEs from the operational and financial business side in Indonesia, to find out the role and support from the government and related parties (private and state-owned enterprises) to help traditional retail MSMEs survive during the pandemic. Covid 19 and knowing the strategy and direction of business transformation from traditional retail MSMEs in terms of financial operations and marketing strategies in order to be able to survive during the pandemic. Design This research is a survey (as primary data) of owners of traditional retail stalls using quantitative descriptive analysis method. The results of this study are that the Covid 19 pandemic has an impact on traditional retail MSMEs with a decrease in turnover of retail shops / stalls compared to the period before the Covid-19 pandemic of 63.98%. The condition of the adequacy of the retail shop/stall business cash compared to the operating costs of the business during the Covid 19 pandemic which was under 12 months as much as 84.37%. Traditional retail stalls stated that 73.55% had never received assistance from the Government as a result of Covid-19 and 88.37% stated that they had never received assistance from private companies during the Covid pandemic. The Financial & Operational Strategy carried out by Traditional retail stalls in order to be able to survive and continue to grow during the Covid-19 Pandemic is to carry out cost efficiency as much as 34.33% with the Marketing Strategy is to complete the products sold in small packages/ renceng/sachets as much as 33, 58% and do wholesale orders online as much as 32.83%. The projected turnover of traditional retail stall businesses in 2021 has decreased, confirmed by 64.54% with projected operating profits in 2021 experiencing a decrease of 65.66%.

The current study aims to develop a strategic policy for the micro, small, and medium enterprises (MSMEs) resilience system to deal with disruption during uncertainty and maintain sustainability. Previous studies stated that the MSMEs mortality rate was high, specifically in the first five years. This was caused by various internal weaknesses and the inability to deal with disruption amid uncertainty. The enterprises need government intervention to strengthen their resilience. Therefore, this study aimed to design a government policy model for a resilience system that connects actors, factors, goals, and alternative strategies during uncertainty. Since disruptions are complex, a holistic approach comprising resource theory, entrepreneurial orientation, corporate entrepreneurship, and entrepreneurship ecosystem was used. The method used is the Fuzzy Analytical Hierarchy Process, involving 20 experts as respondents. The results showed that certain factors, actors, goals, and strategies must be prioritized in formulating a policy strategy for the sustainability system in Takalar Regency, Indonesia. The main factor is entrepreneurial orientation, while the actor is highly resilient MSMEs. Additionally, the goal is for the market to accept products, while innovative transformation is the alternative priority strategy to be implemented.

Employee engagement has appeared as the most discussed topic among management across the world in this decade, since it is an essential component for business success and sustainability. However, CSR is believed as an instrumental variable that have multidimensional view of responsibilities that may or may not increase employee performance in the managerialist sense of term. The main objective of the study is to determine which among of four dimensions of CSR will have influence towards employee engagement in Telekom Malaysia Berhad, Kedah. To achieve the objectives, the quantitative method was used and data were collected through questionnaires. A total of 250 questionnaires were given to Human Capital business Operation department to be distributed to the employees. The data were analyzed using Statistic Package for Social Science version 16.0. The findings exhibited through multiple regression analysis, the finding revealed that only one dimensions of corporate social responsibility have positive significance influence towards employee engagement. Furthermore, the regression analysis between corporate social responsibility and employee engagement indicated that only 21.7% of total variance of work engagement was explained by corporate social responsibility dimensions. The finding suggests management in TM Kedah should improve the conduct of ethical manner within the workplace to improve emotional impact of the level of a worker interest in his or her job. Lastly, this study give contribute in both theoretical and managerial implication to achieve greater employee engagement through the give emphasis on CSR strategies.

In the modern era, the leadership values and processes that must be passed by someone to become a leader has been changed. The evolution of mind and social life has changed the paradigm of modern humans in the view of the concept of leadership. To be a leader, a person must speak and train himself to have the character, abilities or qualities that should be owned by leaders. The Students who manage intra-school organizations (OSIS) are one of the forerunners of future leaders in the future and have an interest in driving change in their respective schools so that they become better. As a form of caring in building a leadership model that has integrity, Indonesia College of Economics conducts leadership training and coaching for OSIS administrators in SMA & SMK Negeri as well as the private sector in North Jakarta. The method used in this training consisted of lecture activities, question and answer sessions, discussion of case studies, by explaining the basic concepts of visionary leadership, participative leadership styles, change leadership and how to make decisions correctly. After this training, it is hoped that the student council officials will possess and demonstrate leadership motivation skills that are ready to challenge and can inspire students in their respective school environments.