Mohammad Hamsal

The rapid progress in information technology has presented both opportunities and challenges for companies, particularly within the IT industry in Indonesia. This study examines the impact of hybrid business strategies and corporate strategic alliances on the sustainability performance of IT companies. Adopting quantitative methods, data were collected from 389 management professionals in IT companies through a structured questionnaire. The analysis employed structural equation modeling (SEM) to assess the relationships between hybrid business strategies, strategic alliances, and sustainability performance. The results indicate that hybrid business strategies positively influence corporate strategic alliances (t-value = 2.243, p-value = 0.025) and positively influence corporate sustainability performance (t-value = 5.294, p-value = 0.000). Additionally, corporate strategic alliances significantly enhance sustainability performance (t-value = 5.603, p-value = 0.000), mediating the relationship between hybrid strategies and sustainability outcomes (t-value = 1.995, p-value = 0.047). The findings emphasize the critical role of strategic alliances in achieving long-term sustainability goals in the IT industry. The study concludes that integrating hybrid business strategies with effective strategic alliances is essential for IT companies to maintain competitiveness and achieve sustainable growth.

Rapid advances in technology and shifting customer expectations have intensified competition in the financial industry, forcing Indonesia’s banking sector to adopt adaptive and innovative strategies to remain competitive in an increasingly complex and uncertain environment. This study investigates the role of business transformation strategy in organizational performance. Employing a quantitative approach using Structural Equation Modeling (SEM), the study analyzes data collected from 255 Branch Managers across 27 Regional Development Banks in Indonesia. The coefficient of determination for the business transformation strategy was 0.69, indicating that 69% of its variance could be explained by environmental dynamism, transformational leadership, talent development, and digital adoption. Similarly, the R2 value for organizational performance was 0.51, indicating that digital adoption and business transformation strategy accounted for 51% of its variance. The findings reveal that environmental dynamism (t-value 1.85) and talent development (t-value 1.58) do not positively affect business transformation strategy. Instead, transformational leadership (t-value 2.38) and digital adoption (t-value 4.28) positively affect business transformational strategy. Furthermore, business transformation strategy (t-value 3.10) positively affects organizational performance. Meanwhile, business transformation strategy does not mediate the influences of environmental dynamism, talent development, and transformational leadership on organizational performance but strongly mediates digital adoption. This study emphasizes that business transformation strategy is the cornerstone for aligning digital adoption and leadership approaches to drive organizational performance. This study contributes to understanding business transformation strategy in the banking industry by providing technology-driven strategic insights from Indonesian Regional Development Banks.

Type of the article: Research Article

Abstract
Entrepreneurs in Indonesia’s emerging electric two-wheeler industry struggle to maintain business resilience. This study aims to examine how a company’s organizational resilience can be achieved by focusing on the effects of entrepreneurial orientation and agile leadership, with innovation capabilities serving as a mediating variable. A quantitative approach was employed, and a purposive sampling survey was conducted in November 2025 among 40 managerial-level employees at leading Indonesian electric two-wheeled vehicle companies to capture actual market conditions. Using SmartPLS, the study found that entrepreneurial orientation positively influences innovation capabilities (t-value = 1.964, p-value = 0.050), which, in turn, is positively associated with organizational resilience (t-value = 4.859, p-value = 0.000). However, the association between entrepreneurial orientation and organizational resilience is less significant when mediated by innovation capabilities (t-value = 1.681, p-value = 0.093). Moreover, agile leadership is not significantly associated with either innovation capabilities (t-value = 1.112, p-value = 0.266) or organizational resilience (t-value = 0.818, p-value = 0.413). The study documented leadership types aligned with leaders’ generation characteristics, with a focus on adaptation. This study contributes to theory in two ways: by employing a quantitative approach in a rarely studied context of electric vehicles and by advancing the resource-based theory. Additionally, it offers practical insights for entrepreneurs by focusing on their company’s innovation capabilities to foster resilience. The study is limited by its cross-sectional design; future research should use longitudinal data and additional variables.