Digital Marketing Dalam Menghadapi Volatility, Uncertainty, Complexity, dan Ambiguity (VUCA)

Penelitian ini bertujuan untuk mengetahui strategi digital marketing industri halal pada Business Center (BC) Halal Network International Herba Penawar Alwahida Indonesia (HNI-HPAI) Pekanbaru 4 dalam menghadapi Volatility, Uncertainty, Complexity dan Ambiguity (VUCA) di era society 5.0 dan untuk mengetahui tantangan yang ada di era si society 5.0 pada BC HNI-HPAI Pekanbaru 4. Penelitian ini merupakan penelitian lapangan dengan menggunakan pendekatan kualitatif. Informan penelitian berjumlah 3 orang. Sumber penelitian yang digunakan adalah sumber primer dan sumber sekunder. Hasil penelitian menemukan bahwa strategi pemasaran digital yang dilakukan adalah menggunakan media whatsapp dan juga memanfaatkan beberapa media website dan aplikasi digital yang telah disediakan oleh HNI pusat dan unofficial, dan juga BC HNI Pekanbaru 4 mengandalkan para mitra-mitranya dalam pemasaran di media digital. Pada kondisi uncertainty, dalam mengumpulkan informasi BC menggunakan sosial media, dan melakukan edukasi. Pada kondisi kompleksitas, kesulitan yang di alami yaitu masih kekurangan pengelola khusus dibagian sosial media seperti facebook (fb), dan Instagram (ig). Sedangkan pada kondisi ambiguity, sasaran HNI adalah para generasi milenial yang sudah mahir menggunakan media digital. Adapun tantangan yang ada di era society 5.0 ini adalah harus siap dengan kehadiran teknologi, aktif dan mampu mengelola sosial media, inovasi produk, dan terus mengupgrade skill di era society 5.0.

Impact of Transformational and Transactional Leadership Style on Employee Creativity With Mediating Effect of Organizational Trust: An Empirical Study of Telecom Industry of Pakistan

The aim of the study is to re-examine the direct impact of transactional and transformational leadership styles on employee creativity and then after the application of mediating variable of organizational trust. The study has catered Pakistan?s Telecom sector to explore out the areas of leadership and its consequences on employees with perspective of creativity. The impact of mediating variable (Organizational trust) has also checked. Normally organizational trust is considered as positive entity, but the results extracted are not as per this perception. From total 300 usable employee survey, responses received were 210. Ten were excluded due to incomplete information. Rest 200 constituted a 67% percent response rate. Contributors including the sample were functioning in three types of jobs: R&D (49%), strategic marketing (30%), and functional professions (21%). The average age of the participants was 30.4 years. The average organizational tenure was 3.62 years. Among the 200 respondents, 139 were male; 61 were female. Reliability of extracted data was as per requirement. For Regression check, Preacher F. Hayes Test was used. For the process of results, it was proposed in hypothesis that both Transactional and transformational leaderships have positive relationship with employee creativity in presence of organizational trust. Extracted results have proved the first part that direct impact of Transactional leadership on dependent variable i-e Employee Creativity is positive. However, after tool application, results do not validates the hypothesis regarding positive output of the employee creativity with mediating variable. However, direct impact of transformational leadership on employee creativity has obtained significant and even after the inclusion of organizational trust as mediating variable the relationship has improved and showed full mediation. In results, the direct impact of transformational leadership on employee creativity is more than the explicit impact of transactional leadership on employee creativity.