Muhammad Fahmi

Sales performance is crucial in ensuring business growth, profitability, and sustainability, especially in the highly competitive and dynamic Fast Moving Consumer Goods (FCMG) sector. Improving sales performance can be a determining factor for companies to remain relevant and superior in an ever-evolving market. This study aims to analyze the effect of information technology capability on sales performance through the mediation of job crafting and organizational resilience. This study is based on the data from 385 respondents who are salespeople in the Fast Moving Consumer Goods (FMCG) sector in North Sumatra, Indonesia, focusing on how information technology can support the improvement of salespeople’s adaptability and productivity. This study applies the Structural Equation Modeling (SEM) analysis method with the Partial Least Squares (PLS) approach. The study’s results indicate that information technology capabilities affect sales performance (p = 0.000), and information technology capabilities positively affect job crafting (p = 0.000). Information technology capabilities affect organizational resilience (0.611), job crafting affects sales performance (0.533), and organizational resilience hurts sales performance (0.161). Furthermore, the indirect effect shows that information technology capabilities on sales performance through job crafting show a significant effect (0.406), and information technology capabilities affect sales performance through organizational resilience (-0.098), information technology capabilities do not affect organizational resilience through job crafting (0.083). Job crafting does not affect sales performance through organisational resilience (-0.018). This study found that information technology capabilities are essential in improving sales performance through direct and indirect channels, primarily through job crafting and organizational resilience.

Acknowledgment
This research is supported by the Directorate General of Higher Education, Research, and Technology of the Ministry of Education, Culture, Research, and Technology of the Republic of Indonesia (Kementerian Pendidikan, Kebudayaan, Riset, dan Teknologi Republik Indonesia, Direktorat Jenderal Pendidikan Tinggi, Riset, Dan Teknologi) through the Regular Fundamental Research Funding in 2024 with contract number 103/E5/PG.02.00.PL/2024; 16/LL1/AL.04.03/2024; 09/II.3-AU/UMSU-LP2M/C/2024. Our deepest gratitude to all parties who have contributed to the completion of this research and our gratitude to the University Leadership and Faculty of Economics and Business, Universitas Muhammadiyah Sumatera Utara, who have provided support facilities for this research to be carried out, and our gratitude to the respondents who voluntarily took the time and provided their insights during the data collection process.

Small and Medium Enterprises (SMEs) in Indonesia have a strategic role in the national economy and face challenges in global competition. These challenges include limited access to capital, limitations in technology adoption, low innovation capacity, and the need for more human resource development. Many SMEs also operate informally, facing obstacles in obtaining policy support or broader market access. This study aims to analyze the effect of Customer Relationship Management (CRM) and market orientation on SMEs’ performance, with innovation capabilities as a mediating variable. The study was conducted on 348 respondents who were SMEs business actors producing packaged food in North Sumatra. The method used is quantitative through surveys and data analysis using the Structural Equation Modeling (SEM) Partial Least Squares (PLS) technique. The results of the study indicate that Customer Relationship Management (CRM) has a positive influence on SMEs performance (p=0.000) and innovation capabilities (p=0.011). Besides, market orientation also contributes significantly to SMEs’ performance (p=0.000) and innovation capabilities (p=0.000). Innovation capabilities have been proven to improve SMEs’ performance (p=0.000). In the indirect effect, innovation capabilities mediate between CRM and SMEs’ performance (p=0.013) and between market orientation and SMEs’ performance (p=0.000). These results indicate that CRM and market orientation not only have a direct effect on SMEs’ performance but also indirectly through increasing innovation capabilities.

Acknowledgment
Gratitude to the Directorate General of Higher Education, Research, and Technology of the Ministry of Education, Culture, Research, and Technology of the Republic of Indonesia (Kementerian Pendidikan, Kebudayaan, Riset, dan Teknologi Republik Indonesia, Direktorat Jenderal Pendidikan Tinggi, Riset, Dan Teknologi) for providing financial support through funding for Regular Fundamental Research in 2024 with contract number 103/E5/PG.02.00.PL/2024; 16/LL1/AL.04.03/2024; 10/II.3-AU/UMSU-LP2M/C/2024. Gratitude to the Leaders of the University and the Leaders of Universitas Muhammadiyah Sumatera Utara (UMSU) [University of Muhammadiyah Sumatera Utara] for their support and provision of facilities during the research process. Thank you to all parties who have contributed directly and indirectly to supporting and assisting this research. The assistance, time, and attention given are significant in completing this research.