https://jurnal.stiekrakatau.ac.id/index.php/ijobr/issue/feed 2026-09-01T00:00:00+00:00 Open Journal Systems <p data-start="121" data-end="591"><strong data-start="121" data-end="188">International Journal of Organizational Business Review (IJOBR)</strong> is a peer-reviewed, open-access academic journal published by <strong data-start="251" data-end="351">Lembaga Penelitian dan Pengabdian kepada Masyarakat (LPPM), Sekolah Tinggi Ilmu Ekonomi Krakatau</strong>. The journal provides a platform for scholars, researchers, and practitioners to share high-quality research that advances the understanding of organizational behavior, business management, and strategic practices across global contexts.</p> <p data-start="593" data-end="936">IJOBR welcomes manuscripts that explore critical issues in organizational and business studies, including empirical research, theoretical frameworks, case studies, and literature reviews. The journal emphasizes originality, rigor, and practical relevance, aiming to bridge the gap between academic insights and real-world business practices.</p> <p data-start="938" data-end="960"><strong data-start="938" data-end="958">Focus and Scope:</strong></p> <ul data-start="961" data-end="1548"> <li data-start="961" data-end="1071"><strong data-start="963" data-end="993">Organizational Management:</strong> Leadership, change management, organizational culture, and human resources.</li> <li data-start="1072" data-end="1190"><strong data-start="1074" data-end="1096">Business Strategy:</strong> Strategic planning, innovation management, corporate governance, and competitive advantage.</li> <li data-start="1191" data-end="1305"><strong data-start="1193" data-end="1220">Operational Excellence:</strong> Process improvement, performance management, supply chain, and project management.</li> <li data-start="1306" data-end="1423"><strong data-start="1308" data-end="1338">Entrepreneurship and SMEs:</strong> Business development, entrepreneurial strategy, and small business sustainability.</li> <li data-start="1424" data-end="1548"><strong data-start="1426" data-end="1459">Multidisciplinary Approaches:</strong> Studies integrating business with technology, finance, marketing, and social sciences.</li> </ul> <p data-start="1550" data-end="1741">The journal’s mission is to support the dissemination of knowledge that enhances organizational effectiveness, informs policy, and promotes evidence-based business decision-making globally.</p> https://jurnal.stiekrakatau.ac.id/index.php/ijobr/article/view/588 2026-07-09T06:13:30+00:00 Filya Fatriasari Chabullah Wibisono argentakeisha@gmail.com Wayan Catrayasa argentakeisha@gmail.com

<p><strong>Purpose: </strong>This study aimed to determine and analyze the determinants of leadership style, discipline, and work environment on employee performance through employee job satisfaction at the Bintan Regency Community Health Center.</p> <p><strong>Methodology: </strong>An associative causal design was used, with questionnaire data collected from 236 civil servants across 15 Bintan Regency Health Centers through purposive sampling, analyzed using Structural Equation Modeling with Partial<br />Least Squares (SEM-PLS) and path analysis.</p> <p><strong>Results</strong>: Leadership style, discipline, and work environment each had a positive and significant direct effect on performance (<em>p</em>=0.041, 0.002, 0.004) and job satisfaction had a significant direct effect on performance (<em>p</em>=0.006). Discipline and work environment significantly affected job satisfaction (<em>p</em>=0.003, 0.010), while leadership style did not (<em>p</em>=0.065). Job satisfaction did not mediate leadership style's effect on performance (<em>p</em>=0.553), but significantly mediated discipline (<em>p</em>=0.003) and work environment (<em>p</em>=0.023).</p> <p><strong>Conclusions</strong>: Leadership style, discipline, and work<br />environment all directly strengthen performance, and job satisfaction mediates discipline and work environment but not leadership style.</p> <p><strong>Limitations</strong>: The causal survey design, confined to one regency's health centers, cannot fully rule out confounding factors and may not generalize elsewhere.</p> <p><strong>Contributions</strong>: This research clarifies which human resource levers most reliably improve performance through job satisfaction in Indonesian primary health care administration.</p>

2026-09-01T00:00:00+00:00 Copyright (c) 2026 International Journal of Organizational Business Review https://jurnal.stiekrakatau.ac.id/index.php/ijobr/article/view/589 2026-07-09T06:15:39+00:00 Ganar Septyadi bambangsatriawan@univbatam.ac.id Bambang Satriawan bambangsatriawan@univbatam.ac.id Nolla Puspita Dewi bambangsatriawan@univbatam.ac.id

<p><strong>Purpose</strong>: This study analyzes the influence of transactional leadership style, organizational commitment, and competence on employee performance, directly and through work motivation as an intervening variable, at the Regional Secretariat of Karimun Regency.</p> <p><strong>Methodology</strong>: A quantitative design was used, distributing a Likert-scale questionnaire to 144 civil servants and government-contracted employees at the Regional Secretariat, analyzed using Partial Least Squares Structural Equation Modeling.</p> <p><strong>Results</strong>: Transactional leadership style, organizational<br />commitment, and competence each had a positive but nonsignificant direct effect on performance (p=0.416, 0.561, 0.343). Each had a positive and significant direct effect on work motivation (p=0.006, 0.002, 0.000), and work motivation had a significant direct effect on performance (p=0.000). Work motivation significantly and fully mediated the effects of all three predictors on performance (p=0.014, 0.003, 0.000).</p> <p><strong>Conclusions</strong>: Work motivation is the decisive mechanism linking leadership style, commitment, and competence to performance, since none of the three predictors significantly improves performance directly, only through strengthened motivation.</p> <p><strong>Limitations</strong>: The study is confined to one regional secretariat and relies on cross-sectional self-reported data, limiting causal inference and generalizability.</p> <p><strong>Contributions</strong>: This research clarifies that work motivation, not leadership style, commitment, or competence alone, is the critical lever for civil servant performance, informing targeted policy in Indonesian regional government.</p>

2026-09-01T00:00:00+00:00 Copyright (c) 2026 International Journal of Organizational Business Review