Achieving organizational resilience in two-wheel electric vehicle firms in Indonesia: Outcomes of entrepreneurial orientation, agile leadership, and innovation capabilities

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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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    • Figure 1. Conceptual model
    • Figure 2. SMART PLS path model
    • Figure 3. SmartPLS 2nd order path model
    • 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
    • Conceptualization
      Antonius Rainier Haryanto, Mohammad Hamsal, Sri Bramantoro Abdinagoro, Rano Kartono Rahim
    • Data curation
      Antonius Rainier Haryanto
    • Formal Analysis
      Antonius Rainier Haryanto, Mohammad Hamsal
    • Funding acquisition
      Antonius Rainier Haryanto
    • Investigation
      Antonius Rainier Haryanto
    • Methodology
      Antonius Rainier Haryanto, Mohammad Hamsal, Sri Bramantoro Abdinagoro, Rano Kartono Rahim
    • Project administration
      Antonius Rainier Haryanto
    • Resources
      Antonius Rainier Haryanto
    • Software
      Antonius Rainier Haryanto
    • Validation
      Antonius Rainier Haryanto
    • Visualization
      Antonius Rainier Haryanto
    • Writing – original draft
      Antonius Rainier Haryanto
    • Supervision
      Mohammad Hamsal, Sri Bramantoro Abdinagoro, Rano Kartono Rahim
    • Writing – review & editing
      Mohammad Hamsal, Sri Bramantoro Abdinagoro, Rano Kartono Rahim