Purpose This paper aims to identify the typology of fashion lifestyle that is relevant to predict the individual difference in evaluating Islamic fashion product. Design/methodology/approach The study involved female respondents aged above 16 years and wearing hijab. The sample of this research is 697 respondents from four big cities in Indonesia (Jakarta, Bandung, Surabaya and Malang) with the population in this study constituting 264 million Indonesian people. A random procedure with socio-demographic (sex, age and habitat) quotas was used for selecting respondent, and data is obtained using questionnaire research instruments. Findings There are 11 factors and 6 segments for clustering the respondents of Islamic fashion lifestyle. The cluster analysis demonstrated that the mean of personality pursuit, Sharia dressing style orientation and religiousity is greater than 4.00 on all clusters. This score proves that the consumers of Islamic fashion among six clusters have high level or religiousity and Sharia dressing style. Originality/value Considering the upcoming issue on Indonesia Moslem market subculture, this research explores market segmentation based on Islamic fashion lifestyle. In 2015, Indonesia reached the fifth rank in the world Islamic fashion market with $13.28bn potential market value and the average of 10.17% fashion industry growth annually (Euromonitor, 2018).

The role of knowledge management (KM) in the existence of Small Medium Enterprises (SME’s) has been an important aspect of entrepreneurship. However, to perform an SME may not merely rely on its knowledge but also on other aspects such as market orientation and product innovation. This study aims to contribute to the entrepreneurship literature in the context of emerging economies. This study can be classified as quantitative research by nature as the use of a survey to gather respondent data. About 211 samples of SMEs of the furniture cluster in East Java were obtained in this study. Thus, understanding that the focus on market orientation and innovation in SMEs has not fruitfully been exposed and explored enough in the context of emerging economies such as Indonesia. The result of this study indicated that KM is not a direct predictor of SME performance. This is an indication that the supremacy creation of SME performance could not depend heavily on KM but rather, other driving forces such as market orientation (MO) and product innovation (INNOV) are much more powerful drivers in crafting SME performances.

This study aimed to explain the impact of Brand Image, Country of Origin, and Interpersonal Influences on purchase intention. The type of this study is explanatory research with purposive sampling method. Data were gathered from a survey of 118 college students in Malang, using online questionnaire. Data analysis used descriptive analysis and multiple linear regression analysis. The results are Brand Image Variable (X1) has significant impact on Purchase Intention (Y) with the coefficient value of 3.275 and probability t value is 0.001. Country of Origin Variable (X2) has significant impact on Purchase Intention (Y) with the coefficient value of 2.283 and probability t value is 0.024. Interpersonal Influences (X3) has significant impact on Purchase Intention (Y) with the coefficient value of 2.992 and probability t value is 0.003. Brand Image, Country of Origin, and Interpersonal Influences have significant relationship with purchase intention with probability F value is 0.000 and all have contribution on purchase intention variable (Y) of 0.554 (55.4%). However, the rest of the result is affected by other variables which are not researched in this research.

Purpose This study aims to investigate the ways that human capital influences the strategic orientation variables entrepreneurial orientation (EO) and market orientation (MO), which ultimately leverage the firm performance of small and medium enterprises (SMEs) in Indonesia. Design/methodology/approach This study used a quantitative method with a total of 274 SMEs in the Regency of Gresik, East Java, Indonesia, as the observable population. Furthermore, the identified samples obtained through the random sampling technique were determined using the Slovin formula with 163 SMEs used for analysis. As the means of analysis, this study used a statistical approach by using PLS-SEM statistics from SmartPLS software. This analytical tool has been proven to be a robust statistical tool that has been used in many marketing studies. Findings This study found that human capital is a key determinant of EO and MO as strategic orientations of SMEs. Furthermore, this study highlighted that SMEs’ strategic orientations (i.e. EO and MO) provide a valuable thrust that leverages firm performance. Moreover, the role of human capital in leveraging firm performance was found to be significant with the role of the joint effect of EO and MO as mediator. This implies that human capital is not solely a single determinant that leverages SMEs’ performance. Research limitations/implications There are few aspects of limitations in this research that could be enhanced by other scholars in the discipline of entrepreneurship. First, the strategic orientation concept being indicated by EO and MO had yet to provide a comprehensive view of strategic orientation. Second, this research used samples that represent the traditional furniture cluster in East Java and had yet to explore other clusters such as food processing and services cluster which may be relevant to the context of SMEs in Indonesia. Practical implications As a practical implication, this study would benefit policymakers in Indonesia, such as the Ministry for Cooperatives and SMEs to provide assistance to SMEs to progressively nurture capacity-building through formal and informal education to leverage human capital. Moreover, it could benefit other relevant businesses, such as national banks in Indonesia whose interests are significant, especially in providing financial access to SMEs in Indonesia. Social implications The social implication of this research lay the focus on the suggestion by which SMEs must be able to optimize their capabilities by enhancing levels of human capital particularly for traditionally managed SMEs. The ability to survive external pressures for would be able to contribute to the social well-being of their society as many people are dependent heavily in the operation of the SMEs. Originality/value The significance of this study is twofold. Although the use of human capital as a determinant of firm performance has been discussed in the literature, few studies to date has sought to predict human capital with EO and MO as mediators of firm performance. Furthermore, the joint impact of EO and MO as a strategic orientation needs to be holistically explored and explained, particularly in an emerging economy context.

BACKGROUND: Natural disasters such as earthquakes have imposed particular problems on small and medium-sized enterprises (SMEs), including on their journey to recovery. Business recovery is a term that has numerous theoretical and practical applications and is frequently regarded as the most elusive stage of a disaster cycle. Hence, it necessitates an exploration. OBJECTIVE: This study examines the determinants of business recovery in the aftermath of a disaster. A framework synthesized from the literature review and hypotheses developed demonstrate factors that drive business recovery. METHODS: This study used an explanatory approach that laid quantitative foundations. The study also tested relevant hypotheses with a statistical approach using the PLS-SEM technique. An off-line survey was conducted using data collected from 272 SMEs in tourism affected by the 2018 Lombok earthquake in Indonesia. The data were analyzed with SmartPLS to test the effects of knowledge management, mitigation strategy, business adaptability, business recovery, and government support. RESULTS: The results indicate that knowledge management, mitigation strategy and business adaptability are determinants of business recovery. However, government support has no influence in leveraging those three determinants of business recovery. This finding may indicate that SMEs that possess a strong level of knowledge management with the ability to formulate a mitigating strategy as well as adapt to certain changes are more likely to succeed in recovering their businesses. In addition, whether or not government support is viable, independently managed SMEs are more likely to progressively perform and be less dependent on aid from other entities on their road to recovery. CONCLUSIONS: KM and mitigation strategy function as determinants of business adaptability subsequent to SMEs’ recovery. On the basis of the resource-based view (RBV), mitigation strategy and business adaptability are influential resources that can leverage firms’ potential for in the quest of competitive advantage and facing environmental turbulence. Nonetheless, government support remains a challenge in the survival of SMEs to cope with the negative impact caused by disaster. Thus, government should strengthen the awareness towards such issue as well as providing much more holistic support in the future particularly to educate SMEs on the importance of mitigation strategy in prior to a disaster.