http://advancesinresearch.id/index.php/AHRMR <p style="text-align: justify;">Advances in Human Resource Management Research is a double-anonymous peer-reviewed journal published by the Yayasan Pendidikan Bukhari Dwi Muslim. Published three times a year, in January, May, and September, with E-ISSN <a href="https://issn.brin.go.id/terbit/detail/20230131031607209">2985-7570</a>. This journal engages in a double-anonymous peer review process, which strives to match the expertise of a reviewer with the submitted manuscript. The submitted manuscript is first reviewed by an <a href="https://advancesinresearch.id/index.php/AHRMR/Editorial_Team">editor</a>. It will be evaluated in the office, whether it is suitable for Advances in Human Resource Management Research <a href="https://advancesinresearch.id/index.php/AHRMR/Aims_Scope">aims and scope</a> or has a major methodological flaw and similarity score by using <a href="https://www.turnitin.com/">Turnitin</a>, the minimum number and age of <a href="https://apastyle.apa.org/instructional-aids/reference-examples.pdf">references</a> that we require, <a href="https://docs.google.com/document/d/1qI1t3jK12YyipiWJjNdwJM5lwJL9Ri6K/edit?usp=sharing&amp;ouid=116465442174740758191&amp;rtpof=true&amp;sd=true">template</a> suitability. The manuscript will be sent to at least two anonymous reviewers (<a href="https://advancesinresearch.id/index.php/AHRM/Peer_Reviewer_Models">Double Blind Review</a>). <a href="https://advancesinresearch.id/index.php/AHRMR/Reviewers">Reviewers</a>' comments are then sent to the corresponding author by the editor for necessary actions and responses. The suggested decision will be evaluated in an editorial board meeting. Afterwards, the editor will send the final decision to the corresponding author. All articles published in Advances in Human Resource Management Research are published <a href="https://www.openaccess.nl/en/about-open-access/what-is-open-access">Open Access</a> under a <a href="https://creativecommons.org/licenses/by/4.0/" target="_blank" rel="noopener">CC BY 4.0 license.</a></p> Yayasan Pendidikan Bukhari Dwi Muslim en-US Advances in Human Resource Management Research 2985-7570 http://advancesinresearch.id/index.php/AHRMR/article/view/490 <p><strong>Purpose:</strong> This study explores how psychological empowerment influences competitive advantage through creativity and innovative work behavior while also analyzing the moderating role of digital leadership. The study emphasizes the importance of building sustainable competitive strategies in Micro, Small, and Medium Enterprises (MSMEs) through innovation-driven human capital.</p> <p><strong>Research Design and Methodology:</strong> A quantitative approach was employed, using a structured questionnaire distributed to 254 MSMEs in South Sulawesi, Indonesia. Data analysis was conducted through Structural Equation Modeling using the Partial Least Squares (SEM-PLS) method to test direct and indirect effects among the studied variables.</p> <p><strong>Findings and Discussion</strong>: The results reveal that psychological empowerment significantly affects creativity and innovative work behavior, not a competitive advantage. Creativity influences innovative work behavior but does not directly lead to competitive advantage. Innovative work behavior significantly contributes to competitive advantage. Moreover, creativity mediates the relationship between psychological empowerment and innovative behavior, but not with a competitive advantage. Innovative work behavior mediates both psychological empowerment and creativity in achieving competitive advantage. Digital leadership strengthens the transformation of creativity into innovative behavior. It reinforces the impact of innovative behavior on competitive advantage but does not enhance the direct effects of psychological empowerment and creativity on competitiveness.</p> <p><strong>Implications:</strong> This study offers theoretical and managerial insights by highlighting the strategic role of innovation and digital leadership in building sustainable competitive advantage. MSME leaders are encouraged to enhance employee empowerment, nurture creativity, and embrace digital leadership to drive innovation.</p> Farah Umayna Shalahuddin Shalahuddin Dedy Darmawan Ang Hong Long Shaierah Gulabdin Stephen Laison Sondoh Julian Paul Sidin Copyright (c) 2025 Farah Umayna, Shalahuddin Shalahuddin, Dedy Darmawan, Ang Hong Long, Shaierah Gulabdin, Stephen Laison Sondoh, Julian Paul Sidin https://creativecommons.org/licenses/by/4.0 2025-09-30 2025-09-30 3 3 133 150 10.60079/ahrmr.v3i3.490 http://advancesinresearch.id/index.php/AHRMR/article/view/329 <p><strong>Purpose:</strong> This study aims to examine the effect of Organizational Commitment on Member Performance with Job Satisfaction as a mediating variable in the Gegana Detachment of Sat Brimob Polda Papua.</p> <p><strong>Research Design and Methodology:</strong> Quantitative methods were employed in this study, utilizing Structural Equation Modeling (SEM) for data analysis. Data were collected through a questionnaire administered to members of the Gegana Detachment.</p> <p><strong>Findings and Discussion</strong>: The results demonstrate that Organizational Commitment significantly influences Member Performance, both directly and through Job Satisfaction as a mediating factor. Organizational Commitment positively impacts Job Satisfaction, subsequently enhancing Member Performance. This underscores the positive relationship among these variables, indicating that high organizational commitment leads to greater job satisfaction, thus enhancing performance.</p> <p><strong>Implications:</strong> This research contributes to the field of human resource management, particularly in policing contexts. It underscores the significance of Organizational Commitment and Job Satisfaction in enhancing Member Performance. The study offers empirical evidence for policymaking in police human resource management, emphasizing the importance of fostering commitment and job satisfaction for optimal performance. However, limitations include a sample restricted to a single police unit and a cross-sectional design, which does not capture the temporal dynamics of the variables. Future research should employ a broader sample and a longitudinal design, while also considering additional variables, such as leadership style and organizational culture, to provide more comprehensive insights.</p> Jihan Febriyanti Asmara Putri Yendra Yendra La Ode Marihi Copyright (c) 2025 Jihan Febriyanti Asmara Putri, Yendra Yendra, La Ode Marihi https://creativecommons.org/licenses/by/4.0 2025-09-30 2025-09-30 3 3 151 166 10.60079/ahrmr.v3i3.329