https://journal.uii.ac.id/JSB <p style="text-align: justify;"><strong>Jurnal Siasat Bisnis/Journal of Strategy and Business (JSB)</strong> is a peer-review journal published twice a year (January and July) by Management Development Centre (MDC) Department of Management, Faculty of Business and Economics Universitas Islam Indonesia. JSB addresses the broad area of management science and its applications in industry and business. It is particularly receptive to research relevant to the practice of management within the emerging regions and its effects beyond. It covers studies on how management work is done (descriptive) and/or should be done (normative) in diverse organizational forms, either in profit or non-profit firms, private or public sector institutions, or formal or informal social networks. We welcome qualitative studies with high-quality, rigorous methods, and a strong impact on the field.</p> <p style="text-align: justify;"><strong>Accredited by The Ministry of Higher Education, Science, and Technology of The Republic Indonesia, Decree 295/C/C3/KPT/2026</strong></p> <table border="0" cellspacing="0" cellpadding="3"> <tbody> <tr> <td bgcolor="#ffccdd"> <p style="text-align: justify;"><strong>ANNOUNCEMENT</strong></p> <ol> <li><strong>Per July 2019, JSB only receives manuscripts in English</strong></li> <li><strong>Per Volume 26 (July 2022), the article processing charge for an accepted manuscript is IDR. 2,500,000</strong></li> </ol> </td> </tr> </tbody> </table> en-US <p>Authors who publish with this journal agree to the following terms:</p><ol><li>Authors retain copyright and grant the journal right of first publication with the work simultaneously licensed under a<a title="Creative Commons Attribution-ShareAlike 4.0 International License" href="https://creativecommons.org/licenses/by-sa/4.0/" rel="license" target="_blank"> Creative Commons Attribution-ShareAlike 4.0 International License</a> that allows others to share the work with an acknowledgement of the work's authorship and initial publication in this journal.</li><li>Authors are able to enter into separate, additional contractual arrangements for the non-exclusive distribution of the journal's published version of the work (e.g., post it to an institutional repository or publish it in a book), with an acknowledgement of its initial publication in this journal.</li><li>Authors are permitted and encouraged to post their work online (e.g., in institutional repositories or on their website) prior to and during the submission process, as it can lead to productive exchanges, as well as earlier and greater citation of published work (<a href="http://opcit.eprints.org/oacitation-biblio.html" target="_blank">See The Effect of Open Access</a>).</li></ol> [email protected] (Dr.rer.soc.oec. Jaya Addin Linando S.E, MBA, CHRA) [email protected] (Baziedy Aditya Darmawan S.E., M.M.) Thu, 02 Jul 2026 05:22:32 +0000 OJS 3.3.0.10 http://blogs.law.harvard.edu/tech/rss 60 https://journal.uii.ac.id/JSB/article/view/31231 <p><strong>Purpose –</strong> This study examines how interdependent personal resource systems, human capital, social capital, positive psychological capital, and spiritual capital collectively sustain career resilience under conditions of persistent employment uncertainty, drawing on Conservation of Resources (COR) theory.<br /><strong>Design/methodology/approach –</strong> This study employed a quantitative design, collecting survey data from 366 working professionals in a collectivist cultural setting and analyzing the data using partial least squares structural equation modeling (PLS-SEM). The study evaluates the relative and combined effects of multiple personal resources on career resilience.<br /><strong>Findings –</strong> All four forms of personal resources positively contribute to career resilience, with positive psychological capital exerting the most substantial effect. The results demonstrate that career resilience is not driven by isolated resources but by coordinated resource portfolios that mitigate cumulative resource loss, consistent with COR theory’s resource investment and gain–loss dynamics.<br /><strong>Research limitations/implications –</strong> The study relies on cross-sectional, convenience-based data, limiting causal inference and generalizability. Future research should adopt longitudinal designs and examine mediating and moderating mechanisms within personal resource systems to extend COR-based career resilience models.<br /><strong>Practical implications –</strong> Organizations and policymakers should move beyond single-resource interventions and adopt integrated development strategies that simultaneously enhance psychological, relational, skill-based, and meaning-oriented resources to foster sustainable career resilience.<br /><strong>Originality/value –</strong> This study enhances career resilience theory by applying COR theory in a career context, integrating spiritual capital into resilience research, and providing cross-cultural evidence that challenges individualist assumptions in dominant career models</p> Fairuzzabadi Fairuzzabadi, Syarifah Rahmawati Copyright (c) 2026 Fairuzzabadi Fairuzzabadi, Syarifah Rahmawati https://creativecommons.org/licenses/by-sa/4.0 https://journal.uii.ac.id/JSB/article/view/31231 Thu, 02 Jul 2026 00:00:00 +0000