PurposeThe objective of this study is to analyze the influence of transglobal leadership and organizational culture on job performance with inter-employee trust as a moderating variable in Pusat Pelaporan dan Analisis Transaksi Keuangan (PPATK) Indonesia.Design/methodology/approachThe population was 308 staff members of PPATK, which consists of regular and temporary employees; all of them have different backgrounds. Temporary employees are from the Ministry of Finance, General Attorney, Police Department, Bank of Indonesia, Ministry of Communication and Information and BSSN and National Bureau of Statistics. PPATK also hires some employees based on employment contracts, for example: receptionists, security, drivers, cleaning services and technicians. This group of employees did not participate as respondents in this study because they were not involved in financial transaction reports or analysis.FindingsLeadership style and organizational culture influence job performance. Inter-employee trust is moderating the influence of transglobal leadership and organizational culture toward job performance.Originality/valueIn organizations, the implementation of culture on methods for developing behavior, which means organizational culture, will affect the behavior of individuals who work in the organization. Synergy between individuals and organizational culture will improve job performance, because the goals of organizational culture are applied in a transglobal context, likely to produce positive performance and organizational development outcomes. Facilitate the vision and mission of the organization and one of them is developing human resource competencies.

This research examines the effect of safety knowledge and Workplace Safety Climate on safety performance mediated by worker safety behavior in the defense product manufacturing industry in Indonesia using PT Pindad as a research site. Occupational health and safety (K3) are one of the most important aspects of a company's production operations. No matter how good the quality or productivity of a company, it will be meaningless if there are problems regarding the value of K3 in its operations so that the K3 aspect cannot be ruled out. Safety knowledge of workers and creating a safety climate are able to achieve good safety performance. This study also measures the mediating effect of safety behavior in the causal relationship between safety knowledge and safety climate on safety performance. Questionnaires were distributed to 160 permanent employees. Then, Partial Least Squares are used to test the proposed hypothesis. The results showed that the safety knowledge variable was significantly related to the safety performance variable, with a count of 2.097, and the safety climate variable was significantly related to the safety performance variable, with an account of 2.243. The safety behavior variable mediates the effect of the safety knowledge variable on the safety performance variable, with a count of 2,607, and the safety behavior variable mediates the effect of the safety climate variable on the safety performance variable, with an account value of 2.094.

This study aimed to examine confirmatory factor analysis of integrated quality management, innovation capability, organizational culture, social capital, and sustainable performance of village-owned enterprises in Klaten Regency, Central Java. The population in this study were the directors of Village Owned Enterprises (BUMDes) in Klaten Regency, amounting to 354 BUMDes with a sample of 190 BUM Des directors. The data analysis used in this research is Confirmatory Factor Analysis. The results of the study indicate that the indicators of human resources are dominant in shaping quality management. Structuring of dominant organizational ideas forming innovation capability. Kconsistencydominant shaper of the corporate culture. Information disclosure is the dominant form of social capital. Economic sustainability is the chief shaper of sustainable performance.

Various studies show that companies and organizations have realized that knowledge-based capital is an important company asset. Managing the company's knowledge-based capital is one of the important tasks to encourage companies to compete with other companies. This study aims to identify the knowledge-based capital in human capital, structural capital, and capital employed by companies and its effect on investment decisions that affect company value. Through literature review, this concept also incorporates managers' risk attitude, which is part of ERM (Enterprise Risk Management) to develop the concept of Knowledge-based Risk Management (KBRM). Based on path analysis using AMOS, the result shows direct influence of human capital and capital employed on investment decisions is not significant. Meanwhile, the direct influence is significant. Investment decision does not mediate the relationship between human capital, structural capital, and capital employed on company value. Furthermore, managers' attitude to risk as risk-averse weakens the relationship between investment decisions and company value. Based on that result, companies need to reconsider managers’ behaviour in facing risks so that managers able to take risks when deciding on investments in the future and increase the value of the company.

This study aims to contribute to the social capital theory. This goal is achieved through determine the relationship between social capital and firm performance. It is carried out because SME's have limited access to resources. SME's need other alternatives to sustain their business. Small entrepreneurs feel the need to focus more on their internal resources. The development of the theory of social capital is important. In contrast to most previous studies, this research uses qualitative study research methods. To obtain the data, in-depth interviews with key informants were conducted. The finding shows that social capital consists of reciprocity, trust, network, and norms. This study also provides evidence that social capital plays a pivotal role in SME performance. Small entrepreneurs get various benefits after joining the group. In addition, social capital can help empower ordinary housewives to become small-scale entrepreneurs. In conclusion, strong social capital can improve business performance, thereby encouraging the economy to grow. The results of this research can be used as consideration for business entities to strengthen their business performance. More than that, this research is also used as a guide in determining strategic SME development policies for government. This research also contributes to the development of strategic management theory.