A new business venture faces intense competition in a dynamic environment. To survive, new business ventures and established companies both need to generate creativity and significant new ventures to be highly competitive and have high levels of performance. In this study, we examined new business ventures that determined their competitiveness and performance generated from entrepreneurial creativity and mediated by ambidextrous innovation. This research used survey data collected from 143 Indonesian's new business shipping agencies, which was collected using an online survey and analyzed through structural equation modeling. The results showed that entrepreneurial creativity in new business ventures is positively associated with competitive advantage but not significant to create a competitive advantage. In contrast, entrepreneurial creativity is positively associated with firm performance. This result indicates that efforts to generate entrepreneurial creativity are not sufficient to create a competitive advantage despite having a significant influence on firm performance. However, entrepreneurial creativity is significantly and positively associated with firm performance and competitive advantage when mediated by ambidextrous innovation. The findings of this study suggest that the competitive advantage of a new business venture in facing intense competition in a dynamic environment condition can be overcome by generating strategic action in the form of entrepreneurial creativity and ambidextrous innovation.

Social capital in the form of strong internal and external networks is useful in maintaining the company's supply chain resilience and company competitiveness. During the COVID-19 pandemic, social capital in the form of relationship strength that is the mainstay of transportation service companies is not utilized optimally due to restrictions on direct interaction between companies and stakeholders. Effort to digitize company services is one option in empowering social capital through relationship strength to maintain supply chain resilience and company competitiveness. This research explores the role of service digitalization in the empowerment of social capital to generate supply chain resilience and company competitiveness. Data and information are collected from 446 Indonesia’s marine transportation services companies through online surveys and analyzed statistically using SEM WarPls. The results showed that social capital has a significant effect on the company’s supply chain resilience and also on the company competitiveness. Furthermore, service digitalization strengthens the influence of social capital on the supply chain resilience. Likewise, service digitalization strengthens the influence of social capital on company competitiveness. On the contrary, service digitalization actually weakens the influence of supply chain resilience on the company competitiveness.

A firm performance resulting from dynamic capability empowerment maintains the survival of newly established companies and established companies amid intense competition and environmental changes. This study aimed to examine the effect of dynamic capability empowerment in newly established companies on a firm performance mediated by entrepreneurial creativity. Online survey data were collected from 143 newly established shipping agency companies in 22 Indonesian provinces as member of Indonesia shipping agency association. The data were analyzed using WarpPLS 7.0, and analysis unit was organization represented by managing director. The results showed that dynamic capability empowerment in newly established companies that emphasize learning capability affect a firm performance with a low significance. Furthermore, dynamic capability empowerment inicreases the firm performance when mediated by entrepreneurial creativity. This results indicate that newly established companies will achieve higher performance by empowering their dynamic capabilities that emphasize learning capability if it is followed an entrepreneurial creativity breakthrough. The increased performance helps the firm respon to tough competition and unpredictable dynamic environmental changes. The theoretical implication of this study is enriched empirical evidence in examining the relationship between dynamic capability and firm performance. The practical implication of this study is that when a newly established company that limited resources and limited access external resources improves its performance by empowering dynamic capability if it is followed an entrepreneurial creativity breakthrough. This study contributed a new empirical finding to the theory of dynamic capability in newly established companies as the previous studies with this focus are hard to find.

A firm performance resulting from dynamic capability empowerment maintains the survival of newly established companies and established companies amid intense competition and environmental changes. This study aimed to examine the effect of dynamic capability empowerment in newly established companies on a firm performance mediated by entrepreneurial creativity. Online survey data were collected from 143 newly established shipping agency companies in 22 Indonesian provinces as member of Indonesia shipping agency association. The data were analyzed using WarpPLS 7.0, and analysis unit was organization represented by managing director. The results showed that dynamic capability empowerment in newly established companies that emphasize learning capability affect a firm performance with a low significance. Furthermore, dynamic capability empowerment inicreases the firm performance when mediated by entrepreneurial creativity. This results indicate that newly established companies will achieve higher performance by empowering their dynamic capabilities that emphasize learning capability if it is followed an entrepreneurial creativity breakthrough. The increased performance helps the firm respon to tough competition and unpredictable dynamic environmental changes. The theoretical implication of this study is enriched empirical evidence in examining the relationship between dynamic capability and firm performance. The practical implication of this study is that when a newly established company that limited resources and limited access external resources improves its performance by empowering dynamic capability if it is followed an entrepreneurial creativity breakthrough. This study contributed a new empirical finding to the theory of dynamic capability in newly established companies as the previous studies with this focus are hard to find.