Leadership strategy as the driver of achieving sustainable business: A case of endek weaving SMEs in Indonesia
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Author(s)Made Ermawan Yoga AntaraLink to ORCID Index: https://orcid.org/0009-0008-8257-3553
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Ida Ayu Putu Widani SugianingratLink to ORCID Index: https://orcid.org/0000-0001-8960-000X
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Ida Ayu Oka MartiniLink to ORCID Index: https://orcid.org/0000-0003-0724-2435
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DOIhttp://dx.doi.org/10.21511/ppm.22(4).2024.22
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Article InfoVolume 22 2024, Issue #4, pp. 288-298
- 72 Views
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13 Downloads
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Creative Commons Attribution 4.0 International License
The sustainable performance of the endek ikat weaving business is essential for the growth of small and medium enterprises and the local economy of Bali (Indonesia). This study intends to examine the direct effects of green entrepreneurial orientation and sustainable leadership on endek weaving SME performance, as well as their indirect effects through the mediation of green digital innovation. This analysis was conducted on endek ikat weaving SMEs in the province of Bali. The population included 1,391 management personnel. Using the proportional random sampling, the study selected 311 respondents. The research hypotheses were tested using a questionnaire distributed among SME management in Bali. Research data were analyzed using the PLS-SEM method and SmartPLS 3 as the analytical tool. The results revealed that sustainable leadership affects green digital innovation (β = 0.483, t-statistic = 5.968). Green entrepreneurial orientation affects sustainable performance and green digital innovation (β = 0.240, 0.445; t-statistic = 2.858, 5.457). Moreover, green digital innovation has the potential to mediate the effect of sustainable leadership and green entrepreneurial orientation toward sustainable performance (β = 0.317, 0.292; t-statistic = 4.184, 4.645). By integrating leadership strategies with a green entrepreneurial approach, as well as innovating through digital media, Balinese endek weaving SMEs can improve their performance to achieve business sustainability.
Acknowledgments
This is independent research that has not been funded by any institution. We would like to thank all parties who have provided immaterial support for this investigation.
- Keywords
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JEL Classification (Paper profile tab)M21, L26, P25
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References37
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Tables7
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Figures2
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- Figure 1. Research model
- Figure 2. PLS analysis results
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- Table 1. Sample characteristics
- Table 2. Convergent validity
- Table 3. Average variance extracted
- Table 4. Discriminant validity
- Table 5. Reliability testing
- Table 6. R-square testing
- Table 7. Hypotheses testing
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Sustainable leadership pre- and within the 21st century
Bloodless Dzwairo ,
Ntombenhle Nombela ,
Manoshni Perumal
doi: http://dx.doi.org/10.21511/ee.08(1).2017.08
Environmental Economics Volume 8, 2017 Issue #1 pp. 75-82 Views: 1230 Downloads: 899 TO CITE АНОТАЦІЯThis paper reviews literature on sustainable leadership pre- and within the 21st century, using the following nuances: (1) selected dynamics attributable to socio-demographics, (2) implications and barriers that skew gender and leadership bias, and (3) the role of cultural norms and values in leadership practices and processes within organizations.
The global challenge for research on sustainable leadership is also discussed, as it must take into account the different cultures, needs and requirements of different organizations within specific environmental contexts. A challenge spoke to the use of international models and strategies in order to achieve semantic interoperability. It is concluded that from the established theoretical framework, a focus on culture and sustainable leadership is needed, as these impact on various aspects of leadership including sustainability. It is suggested that for the future, emerging issues should incorporate sustainability into businesses in order to align environmental and social objectives with business strategies.
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Unveiling the antecedents of sustainable performance: Insights from hospitality industry managers
Ajmal As’ad ,
Nurdin Brasit ,
Mahlia Muis ,
Fauziah Umar
doi: http://dx.doi.org/10.21511/ppm.22(4).2024.23
Problems and Perspectives in Management Volume 22, 2024 Issue #4 pp. 299-309 Views: 83 Downloads: 11 TO CITE АНОТАЦІЯThe hospitality industry faces significant challenges in achieving sustainable performance, particularly amidst a rapidly changing market and environmental uncertainties. Unfortunately, previous studies have paid limited attention to this specific aspect of performance. This study explores the antecedents – organizational resilience, dynamic capabilities, agile leadership, and organizational ambidexterity – that contribute to sustainable performance among managers in this sector. A self-administered electronic questionnaire was used to collect primary data from 210 hotel managers at various levels in Makassar, Indonesia, following a purposive sampling approach. The relationships were analyzed using partial least squares structural equation modeling (PLS-SEM) with SmartPLS 4.0. The results indicate that organizational resilience and agile leadership significantly influence sustainable performance, while dynamic capability and organizational ambidexterity do not show a significant impact. Furthermore, both organizational resilience and dynamic capability are significant to organizational ambidexterity, and they also significantly contribute to agile leadership. These findings illuminate the critical determinants affecting sustainable performance in the hospitality sector, providing valuable insights for practitioners and policymakers aiming to enhance sustainability practices in the industry.
