Rano Kartono Rahim

Despite its growth, Indonesia’s startup industry struggles with high failure rates; this industry relies on employee productivity and promoting new work methods that reshape modern workplaces. The study aims to examine the impact of new ways of working on employee productivity and work engagement in Indonesian unicorn startups post-pandemic while also observing the current situation using importance-performance analysis. The data analysis uses structural equation modeling (SEM) with partial least squares (PLS) and Smart-PLS software. This study analyzes survey data from 56 leaders of Indonesian unicorn startups. It delves into the complex relationships between these variables based on the leaders’ perspectives. According to the findings, new ways of working impact employee productivity (β = 0.521; p-value < 0.05), new ways of working impact work engagement (β = 0.856; p-value < 0.05), work engagement impact employee productivity (β = 0.379; p-value < 0.05), and new ways of working impact employee productivity through work engagement (β = 0.325; p-value < 0.05). The findings indicate that new ways of working significantly affect work engagement and productivity. It also identifies work engagement as a key driver of employee productivity. Interestingly, the effect of new ways of working on employee performance is also mediated by work engagement, highlighting the relationship between these factors.

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.