DKDahliana Kamener

Dahliana Kamener

*This is an algorithmically generated author record based on publicly available information.

Current Organizations / Institutes

The organizations/institutes from the scholar's latest article


Dahliana Kamener has a total of 5 co-authors. Here are the top co-authors by number of shared publications:


Latest Publications

  • Open Access

    DIMENSIONS OF TOURISM DEVELOPMENT: TOURISM STRATEGIES AND PERFORMANCE INDICATORS (CASE STUDY IN PARIAMAN CITY)

    by Reni Yuliviona, Zaitul Zaitul, Radiatul Husna, Dahliana Kamener

    This research aims to examine the development of tourism strategies and performance indicators in Pariaman City West Sumatra. The data used primary data that was obtained through focus group discussions and limited interviews with relevant informants, while the quantitative method used primary data was obtained through surveys and secondary data. The sample technique was the census method with 390 respondents. The data was processed using structural equation modelling with Smart-PLS 3.0 software. The research concluded that the city of Pariaman has adequate tourist destinations which are important factors in determining tourist satisfaction and intent to revisit in the future. The research showed Tourist image, reliability, and responsiveness affect significantly tourist satisfaction. Besides, tourist satisfaction affects significant on intention to revisit. Keywords: Performance, Strategy, Satisfaction, Intention to Return

  • Open Access

    The Transition of Family Business Leadership:

    by Dahliana Kamener, Norasekin Ab. Rashid, Daniati Puttri

    The issue of succession is very important because the successful succession leads to the sustainability of a family businesses (Sharma & Dave, 2013). Generally, the family businesses are difficult to flourish and even many have bankrupt. Some family businesses are bound on the first generation and some have collapsed in the second generation. Literature shows that just 30 percent of family businesses can be passed along to the second generation, and 70 percent fail after first generation step down because there are no preparation for succession and inability of the next generation to control and run the company (Aronoff, (2004). The study purposed to examine six hypotheses and the result showed the succession planning, non-family leadership, and decision making authority unsignificantly affect on the succession of the family business. Nevertheless, founder's influence, successor and strategic planning variable affect significantly to the success of family business succession at Padang city, West Sumatera.