A new method to empower organizational readiness for change in Indonesian SMEs

Hartarto, Airlangga; Panjaitan, Jenri Mp; Sumiyana, Sumiyana

doi:10.9770/jesi.2020.8.2(14)

Cited by 2 publications

(1 citation statement)

References 49 publications

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“…These SMEs make adaptive business innovations within social networks, such as supply-chain and customer relationships (Schoonjans et al, 2013;Sumiyana & Susilo, 2021). Moreover, most SMEs would probably make themselves ready for change (Hartarto et al, 2020), especially for exibility and the commitment to change organizationally. This research presents some statements to strengthen this study's arguments.…”

Section: Mis T Goi's Policy and Consequencementioning

confidence: 99%

Measuring the Indonesian SMEs’ Capabilities for Sociodynamic and Disruptive Innovation: The Case for Gaining Resilience and Sustainability

Panjaitan

Darwin

Sumiyana

et al. 2021

Preprint

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This study investigates: (1) How do the Indonesian SMEs posit sociodynamic factors and disruptive innovation to gain resilience and sustainability? (2) How do they behave when employing sociodynamic factors and disruptive innovation? (3) Why do they formulate strategic policies for the sociodynamic factors and then innovate disruptively? This research infers that those SMEs posit sociodynamic factors to increase their businesses’ capacity by expanding their social networks and building synergy and business alliances with others. These SMEs intensively catch information about future probable economic benefits to their internal businesses. Moreover, they encourage themselves to carry out disruptive innovations that create distinctive products and new market segments. The authors designed this research method with a qualitative approach. There are three methods of data collection: in-depth interviews, observations, and document studies. Furthermore, this research selects informants from Indonesian SMEs using purposive criteria, such as their total assets or having a net income above USD 1 million (IDR 14 billion), with no restrictions on their field of business. Thus, this study firstly raises reasons why Indonesian SMEs have overcome economic downturns using sociodynamic factors and disruptive innovation. Second, the researcher shows that the Indonesian Ministry of SMEs issued policies with a fallacy, focusing on the digital economy only. Otherwise, this ministry should encourage SMEs to have a bundled knowledge of sociodynamics and disruptive innovation. Third, this study contradicts the evidence from the barriers to the Indonesian SMEs’ capability enhancements in digital transformation. Otherwise, this study evidenced that most Indonesian SMEs adopt low-single-platform information.

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Section: Mis T Goi's Policy and Consequencementioning

confidence: 99%

Measuring the Indonesian SMEs’ Capabilities for Sociodynamic and Disruptive Innovation: The Case for Gaining Resilience and Sustainability

Panjaitan

Darwin

Sumiyana

et al. 2021

Preprint

Self Cite

View full text Add to dashboard Cite

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Digital Organizational Culture, Organizational Readiness, and Knowledge Acquisition Affecting Digital Transformation in SMEs from Food Manufacturing Sector

Jewapatarakul,

Ueasangkomsate

2024

Sage Open

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Small and medium-sized enterprises (SMEs) operating in Thailand’s food manufacturing sector face increasing pressure to embrace digital transformation. This study explores the critical factors influencing digital transformation in SMEs, focusing on digital organizational culture, knowledge acquisition, and organizational readiness. Drawing upon the Technology–Organization–Environment (TOE) framework, we investigate the relationships between digital organizational culture, knowledge acquisition, organizational readiness, and digital transformation. Data were collected from 198 food manufacturing SMEs using purposive sampling and analyzed using Partial Least Squares Structural Equation Modeling (PLS-SEM). Our findings underscore the pivotal role of digital organizational culture and knowledge acquisition in facilitating digital transformation within Thai SMEs. We also reveal that organizational readiness acts as a full mediator, significantly impacting the success of digital transformation initiatives. Practically, this study highlights the importance of fostering a robust digital organizational culture through collaborative efforts and advocating for knowledge exchange from external sources. Additionally, it emphasizes the need for SMEs to allocate resources and prioritize readiness for change to ensure seamless digital transformation. Theoretically, our research contributes to a deeper understanding of the digital transformation journey within the context of SMEs in the food manufacturing industry. By aligning with the TOE framework, we provide valuable insights tailored to SMEs, offering guidance for navigating the complexities of digital transformation in today’s rapidly evolving business landscape.

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A new method to empower organizational readiness for change in Indonesian SMEs

Cited by 2 publications

References 49 publications

Measuring the Indonesian SMEs’ Capabilities for Sociodynamic and Disruptive Innovation: The Case for Gaining Resilience and Sustainability

Measuring the Indonesian SMEs’ Capabilities for Sociodynamic and Disruptive Innovation: The Case for Gaining Resilience and Sustainability

Digital Organizational Culture, Organizational Readiness, and Knowledge Acquisition Affecting Digital Transformation in SMEs from Food Manufacturing Sector

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