Achieving organizational resilience in two-wheel electric vehicle firms in Indonesia: Outcomes of entrepreneurial orientation, agile leadership, and innovation capabilities
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DOIhttp://dx.doi.org/10.21511/ppm.24(2).2026.48
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Article InfoVolume 24 2026, Issue #2, pp. 704–724
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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.
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JEL Classification (Paper profile tab)L21, O31, M13
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References81
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Tables12
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Figures3
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- Figure 1. Conceptual model
- Figure 2. SMART PLS path model
- Figure 3. SmartPLS 2nd order path model
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- Table 1. Characteristics of survey respondents
- Table 2. Outer loading analysis
- Table 3. Internal consistency and convergent validity
- Table 4. Variance inflation factor (VIF)
- Table 5. Fornell–Larcker results
- Table 6. Hypotheses testing results
- Table 7. Path model for the entrepreneurial orientation variable
- Table 8. Path model for the agile leadership variable
- Table 9. Path model for the innovation capabilities variable
- Table A1. List of electric vehicle two-wheeler companies in Indonesia as of November 2025
- Table B1. Questionnaire list for measuring the dimensions and indicators
- Table B2. Primary data of the survey outcome
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