This study explored the role of creative style preference on employees’ involvement in creative behavior and the moderating effect of creative style preference on the relationship between organisational culture and employees’ creative behavior. The study sample included 128 creative industry workers from 6 small and medium enterprises in Indonesia. Data was collected at Jakarta in early 2018 and gathered by using a questionnaire consisted of 2 cultural behavior dimension to measure workers’ creative behavior, namely presenting creative, concrete and practical ideas and presenting creative suggestions. Questionnaire was using Likert scale and the result was analysed with Exploratory Factor Analysis (EFA) method. The analysis indicted that the two distinct dimensions of creative behavior (presenting creative and practical ideas and presenting creative suggestions) were determined workers’ creative behavior. These two dimensions reflected the level of incremental improvement and presenting radical ideas in their activities. It is concluded that Indonesia’ creative industry workers are creative people who contributed to the productivity of an organization. It is suggested that organisations should create an organizational culture that motivates workers to improve their creativity level.

The aims of this research were to identify key internal and external success factors within the forwarding industry and the organization, and to analyze competitive positioning of a forwarding business in Indonesia in order to obtain its optimal business strategy. Research method applied was qualitative approachusing case study. Respondents consist of 20 managers at Jakarta. Data collection was conducted in October 2017 at Jakarta using questionnaire distribution. The first stage of data analysis mapped company's strengths and weaknesses into Internal Factor Evaluation (IFE) matrix, mapped market opportunities and threats into External Factor Evaluation (EFE) matrix, and mapped competition into Competitive Profile Matrix (CPM) with the application of Expert Choice Software. The results of the external and internal audit were used to generate alternative strategies by applying a Business Competitive Position Matrix, Grand Matrix Strategy, and BCG Matrix. Three alternative strategies were selected from matrices conducted prior to Quantitative Strategic Planning Matrix (QSPM), namely adding the new sub-business unit to serve delivery service for small-sized goods (product development), conduct IT innovation to open opportunities in entering E-Commerce business (market development), and liquidation. The outcome is a product development strategy, which is indicating that the best strategic decision for the future sustainability in the business competition is to add new sub-business unit in small-sized goods delivery.

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