Publication Search

This study analyzes the implementation of the Central Papua One-Stop Service Information System (Sipersateng) at the Central Papua Provincial Secretariat as a model for administrative innovation in the New Autonomous Region (DOB). The main focus of the study is to explore how a region with extreme infrastructure limitations can leapfrog or institutionalize towards an agile and transparent digital bureaucracy. Using a qualitative descriptive-analytical method with a case study approach, this research involved in-depth interviews, participant observation, and documentation studies to capture the dynamics of the transition from manual to digital systems. The results show that Sipersateng successfully reduced administrative process time by up to 60%. This success was driven by three main dimensions: institutional legitimacy through strong leadership commitment, technical resilience through offline-syncing features to address internet signal fluctuations, and significant changes in work culture. Adaptation strategies such as peer-mentoring methods for senior officials and mandatory policies through gubernatorial instructions proved effective in breaking down organizational cultural resistance. This study concludes that Sipersateng is not merely a technical tool, but rather a manifestation of Frontier Digital Bureaucracy that is able to mitigate the risk of maladministration and build public accountability in the newly formed province. This innovation demonstrates that geographic limitations are not a major barrier to achieving clean governance if supported by inclusive and adaptive system design. These findings provide a theoretical contribution to the public management literature on digitalization in regions with high structural challenges.

The healthcare sector is increasingly confronted with a VUCA environment (Volatility, Uncertainty, Complexity, and Ambiguity), requiring hospitals to adopt adaptive, resilient, and innovative strategies. This study aims to systematically review the evidence on smart hospital strategies in responding to uncertainty, particularly in improving service quality, operational efficiency, and patient satisfaction. A systematic literature review was conducted using major academic databases, including Scopus-indexed sources, Google Scholar, and Semantic Scholar, covering publications from 2020 to 2026. Articles were selected based on predefined inclusion criteria focusing on hospital management strategies in dynamic and uncertain environments. A total of 10–15 relevant studies were included and analyzed using thematic synthesis. The findings indicate that key strategies in addressing VUCA challenges include digital transformation (e.g., electronic medical records and telemedicine), adaptive and transformational leadership, agile management approaches, and patient-centered care. Digital technologies significantly improve efficiency and decision-making processes, while agile and adaptive leadership enhances organizational responsiveness and resilience. However, several studies highlight that technological advancement alone is insufficient without integrating humanistic values such as empathy, communication, and trust. In conclusion, the most effective hospital strategies in a VUCA world are those that integrate technological innovation with human-centered care. Hospitals must develop flexible, data-driven, and patient-oriented systems to ensure sustainability and competitiveness in uncertain environments. Future research should focus on longitudinal and experimental designs to strengthen causal evidence and explore the integration of digital systems with humanistic healthcare values.

Public services at the sub-district level still face various obstacles, particularly limited human resources (HR), which impact the quality of services to the public. On the other hand, increasing public demands require sub-district governments to be more adaptive and responsive. This study aims to analyze the implementation of agile governance in improving the quality of public services under conditions of limited HR in Meteseh Sub-district, Semarang City. This study used a mixed methods approach with an explanatory sequential design. Quantitative data were collected through surveys of officials and service users, while qualitative data were obtained through in-depth interviews and institutional document reviews. Data analysis was conducted descriptively and thematically using triangulation techniques. The results indicate that limited HR impacts the speed and responsiveness of public services. However, good organizational adaptability and the partial application of agile governance principles can maintain the quality of public services in the good category. Work flexibility, internal collaboration, and digital adaptation are key supporting factors in mitigating the impact of limited HR. This study concludes that agile governance can be an effective alternative approach to improving the quality of public services at the sub-district level, especially under conditions of limited human resources.

Digital transformation initiatives have become essential for organizations seeking to remain competitive in today’s rapidly evolving technological landscape. However, many organizations face challenges due to ineffective Information Systems (IS) governance, which hampers strategic decision-making and the successful execution of these initiatives. This study aims to develop an IS governance framework that enhances decision-making quality by aligning IT decisions with organizational goals during digital transformation efforts. The proposed framework addresses existing gaps in current IS governance models, offering a solution to common challenges such as inadequate governance structures, resource constraints, and misalignment between IT and business strategies. The framework was developed through a mixed-method approach, including conceptual framework development, expert consensus via the Delphi method, and organizational validation studies. Key findings reveal that the framework improves transparency in decision-making, enhances accountability for IT decisions, and ensures better alignment between IT strategies and organizational objectives. By embedding agile leadership and data-driven decision-making principles, the framework enables organizations to respond effectively to the fast-changing dynamics of digital transformation. This study also compares the proposed framework to existing models such as COBIT and ITIL, highlighting its unique features, including its adaptability to the fluid nature of digital transformation. The framework's strengths include its comprehensiveness and flexibility, though its application may face challenges in organizations with limited digital maturity or rigid governance structures. Future research directions include exploring the integration of emerging technologies into the framework and its applicability across different organizational contexts.

The rapidly changing and increasingly uncertain business environment presents significant challenges for micro, small, and medium enterprises (MSMEs), requiring them to adapt quickly and strategically to survive and remain competitive. This conceptual article examines the role of business models as an effective adaptation strategy for MSMEs in responding to dynamic market conditions, technological change, and shifting consumer preferences. Through a comprehensive review of various business model frameworks and dynamic capability theories, this study emphasizes that business models play a crucial role in shaping organizational flexibility and strategic responsiveness. The findings highlight that adaptable value propositions enable MSMEs to continuously align their offerings with evolving customer needs, while agile resource management allows firms to efficiently reconfigure internal and external resources. Furthermore, continuous business model innovation and renewal are identified as essential mechanisms for sustaining long-term resilience and competitiveness. The article argues that a business model should not be viewed merely as an operational or administrative tool, but rather as a core strategic mechanism that integrates strategic vision, organizational capabilities, and market orientation. By actively leveraging flexible and innovative business models, MSMEs can enhance their adaptive capacity, mitigate environmental uncertainty, and achieve sustainable competitive advantage in rapidly changing business environments.

The rapid development of digitalization and innovation has become a key driver in improving business processes and the competitiveness of organizations worldwide. This study is the first comprehensive bibliometric analysis examining the relationship between digitalization and innovation in business processes, to map the intellectual structure of this field, track the development of its themes, and identify remaining research gaps. This analysis, which utilizes data from Scopus processed using VOSviewer and Biblioshiny software, covers publications from 2010 to 2024 and employs co-occurrence, co-authorship, and thematic evolution techniques. The results show a rapid growth in publications since 2016, peaking at over 110 publications in 2024. Eight key thematic clusters stand out: Industry 4.0, artificial intelligence, robotic process automation, blockchain, drivers, and agile business process management. Despite the field's maturity, it still suffers from high fragmentation, strong geographic concentration, and a reliance on cross-sectoral research designs. As a result, longitudinal insights remain limited, and digital transformation failure rates remain high, reaching up to 70%. This research presents the first quantitative and visual roadmap of global knowledge flows in this domain and underscores the need for longitudinal, geographically inclusive, and people-centric research to move beyond single-point understandings to a sustainable, context-sensitive framework that enhances both the theoretical depth and practical success of digital-based business process innovation

In the context of accelerating global economic volatility, organizations are increasingly required to adopt agile business models that enable them to remain competitive and resilient. Although business agility has been extensively discussed from structural and technological perspectives, the strategic role of Human Resources (HR) in shaping agile organizations and addressing the future of work remains insufficiently explored. This study aims to examine how HR contributes to organizational adaptability and resilience in uncertain environments by aligning human capital practices with agile frameworks. Using a mixed-methods approach, data were collected through surveys and semi-structured interviews with HR leaders and employees in industries most exposed to economic disruption, including finance, technology, and manufacturing. The findings reveal four critical dimensions of HR’s role: workforce flexibility achieved through reskilling initiatives and adaptive work arrangements; agile leadership development to enhance decision-making under uncertainty; prioritization of employee well-being and engagement as foundations of organizational resilience; and digital HR transformation leveraging analytics and artificial intelligence to strengthen efficiency and collaboration. These findings validate and extend the existing literature, demonstrating that HR is not merely a supporting or administrative function but a strategic driver of agility. The study concludes that by embedding HR strategies into organizational agility frameworks, companies can better navigate economic turbulence, enhance workforce adaptability, and secure long-term competitiveness in the global market.

In an increasingly complex and dynamic global landscape, strategic leadership plays a pivotal role in ensuring organizational resilience and sustainable growth. This study seeks to provide a meaningful contribution to the development of leadership strategies aimed at fostering both learning-oriented and ethically grounded organizations. Adopting a literature review approach, the research synthesizes a range of scholarly works to explore in depth the leadership practices that facilitate continuous learning while embedding ethical principles into organizational operations and culture.The analysis reveals that the essence of effective strategic leadership lies in the capacity to navigate rapid changes, exercise authority with wisdom, and cultivate a culture of integrity. Leaders who can anticipate and adapt to environmental shifts, while maintaining transparency and fairness, are better positioned to build trust and commitment within their organizations. Additionally, strategic leadership is found to be instrumental in shaping an environment that nurtures collaboration, stimulates innovation, and incorporates ethical considerations into all levels of decision-making.The findings underscore that leadership strategies must not only address operational and competitive challenges but also prioritize moral responsibility and collective well-being. This dual focus enables organizations to remain agile while preserving their ethical identity, thus strengthening their reputation and long-term sustainability.Ultimately, the study offers practical recommendations for leaders, particularly in the public and educational sectors, to design adaptive organizational systems rooted in ethical values. By integrating learning processes with moral governance, leaders can create a synergistic and sustainable framework that supports both organizational performance and societal trust, ensuring relevance and resilience in the face of continual change.

This study explores the integration of sustainability principles into digital product development. It aims to create a framework for embedding environmental, social, and economic sustainability within digital design practices. Using a descriptive qualitative method based on literature analysis and thematic review, this study identifies core challenges and strategies in applying sustainable design. Findings highlight that sustainability integration enhances product value, reduces carbon footprint, and supports the Sustainable Development Goals (SDGs). The study contributes to a better understanding of how organizations can balance innovation with sustainability in digital transformation.

The digital era has brought significant changes in the scope of global business. Demanding companies to adapt quickly and innovatively in managing strategies. This article discusses key factors that determine the success of strategy management amidst digital disruption, including adaptation to technology, data-based decision-making, digital leadership, and the organization's ability to innovate continuously. With a qualitative approach through literature studies and case analysis, this article highlights the importance of digital transformation as the core of modern business strategy. The results of the discussion show that companies that are successful in the digital era are companies that are able to integrate technology into core business processes, build an agile organizational culture, and make data a strategic asset. This article is expected to provide practical insights for business leaders and strategy managers in designing adaptive and competitive policy directions in the midst of the ever-evolving digital era.

Sustainable business transformation has become a cornerstone of modern corporate strategy in addressing environmental, social, and economic challenges. The Sustainability-Led Innovation (SLI) approach provides an innovation framework that embeds sustainability principles into business models, fostering organizational adaptability and long-term value creation. This study aims to (1) identify the mechanisms for integrating SLI into sustainable business models, (2) evaluate SLI’s contribution to competitive advantage, and (3) analyze the development of dynamic capabilities to support sustainability initiatives. By combining the Sustainability-Driven Business Model Innovation (SBMI), Dynamic Capability Theory (DCT), and Triple Bottom Line (TBL) frameworks, this qualitative research utilizes in-depth interviews and document analysis of culinary SMEs in Malang. Findings reveal that organizations adopting SLI achieve higher operational efficiency, respond more agilely to regulatory changes, and attract stronger consumer loyalty. These insights underscore the necessity of embedding sustainable innovation strategies into long-term business planning to secure resilient competitive advantage.

This study aims to enhance the quality of operational performance by implementing the Holonic Manufacturing System (HMS). The system involves dividing manufacturing processes into autonomous, collaborative, and participatory holons, including the Order Holon, Product Holon, Resource Holon, and Staff Holon. The primary objective is to optimize production efficiency by reducing costs, minimizing processing time, and increasing flexibility while improving overall organizational productivity. The research problem centers on evaluating the impact of holonic manufacturing on operational performance improvement. This study is significant as it addresses a critical issue for firms striving to enhance their efficiency and deliver value to customers. The adoption of HMS is not only a practical approach but also a widely recognized business strategy that has garnered interest from researchers and industry professionals alike.To achieve the study’s objectives, a structured questionnaire comprising 36 items was developed and distributed to participants. Two primary hypotheses were formulated to examine the relationship between HMS implementation and operational performance quality. Various statistical analyses were conducted using SPSS (version 24) and AMOS (version 24) to test the hypotheses and validate the findings. The results indicate a significant correlation and causal relationship between the Holonic Manufacturing System and operational performance quality. The findings suggest that implementing HMS effectively enhances organizational performance by improving production processes, increasing efficiency, and reducing operational constraints. Therefore, adopting this system can lead to a more agile, cost-effective, and productive manufacturing environment, making it a valuable strategy for modern organizations.

The era of Industry 5.0 marks a paradigm shift in the global business landscape, integrating advanced technologies with human-centric values to create more agile and responsive organizations. This study explores the application of Management Control Systems (MCS) in the digital era, focusing on technologies such as artificial intelligence (AI), blockchain, and the Internet of Things (IoT). The research method involved conducting an interactive webinar via the Zoom platform, including material presentations, panel discussions, and Q&A sessions. Evaluation was carried out through participant feedback to improve the quality of future activities. The findings reveal that implementing digital technologies in MCS enhances operational efficiency, flexibility, and organizational competitiveness. However, challenges such as workplace culture resistance and cybersecurity risks remain significant obstacles. Proposed solutions include continuous training and interdisciplinary collaboration to support sustainable digital transformation. With the right strategic approach, organizations can leverage the opportunities of the Industry 5.0 era to achieve sustainability and innovation.

The COVID-19 pandemic has presented unprecedented challenges, requiring organizations to adapt swiftly and navigate through uncertainty. Agile leadership has emerged as a critical factor in effectively managing crises and ensuring business sustainability. This study explores the role of agile leadership in crisis management, emphasizing the lessons learned from the COVID-19 pandemic. By analyzing case studies and best practices, this paper highlights the key attributes of agile leaders, such as adaptability, resilience, and the ability to foster innovation under pressure. Furthermore, it examines how agile leadership principles can be applied to develop sustainable business practices in a volatile and complex environment. The findings of this study provide actionable insights for organizations aiming to enhance their crisis response capabilities and promote long-term sustainability.  

Electronic asset management is important to increase operational efficiency and minimize the risk of loss or damage to goods that are company assets. Developed system for managing inventory data, maintenance and asset reporting. The development process follows the Agile stages, starting from gathering requirements through interviews and surveys with users. Next, the interface and system features are designed, as well as iterative testing to ensure the system meets user expectations. The result of this research is an information system that can manage electronic asset data effectively, increase information accuracy, and speed up the decision-making process. It is hoped that the implementation of this system can make a significant contribution to asset management in the organization and increase transparency and accountability in the use of resources.

In the face of the digital era's rapid evolution, human resource planning has become increasingly crucial for organizations to maintain competitiveness and sustainability. This abstract explores strategic human resource planning (HRP) as a pivotal approach to navigating the complexities posed by digital transformation. The advent of digital technologies has revolutionized industries, requiring organizations to adapt swiftly to remain relevant and efficient. Strategic HRP involves aligning workforce capabilities and organizational goals with the demands and opportunities presented by digital advancements. Key considerations include forecasting future workforce needs, identifying critical skill gaps, and implementing robust talent acquisition and development strategies. Moreover, effective HRP entails leveraging data analytics and predictive modeling to anticipate HR requirements and optimize workforce planning initiatives.The challenges of the digital era necessitate proactive measures in talent management, such as upskilling current employees and recruiting digitally savvy talent. Organizations must foster a culture of continuous learning and adaptability to thrive in a digitally disrupted environment. Strategic HRP also encompasses developing agile HR policies and practices that can accommodate rapid technological changes and evolving employee expectations. Furthermore, integrating technologies like artificial intelligence and automation into HR processes can streamline operations and enhance decision-making capabilities.In conclusion, strategic human resource planning is indispensable for organizations seeking to harness the opportunities presented by the digital era while mitigating its inherent challenges. By prioritizing agility, foresight, and innovation in HR practices, organizations can build a resilient workforce capable of driving sustainable growth and competitive advantage in the digital age.    

The digital era has created new challenges for leaders in terms of complexity and caused very rapid changes. Adaptive leadership is crucial so that organizations can adapt to digital transformation. This article aims to understand the effective implementation of digital adaptive leadership, specific challenges and opportunities, its contribution to business desires, core competencies, as well as achieving strategic alignment. Digital leaders must be agile and continuously learn to overcome challenges such as the complexity of the business environment and the speed of technology and innovation adoption. They also need to encourage a culture of agility and risk-taking. Core competencies include the ability to build multicultural teams, ethical leadership in data use, and maintaining digital alignment strategies. Continuous training is needed so that leaders have the skills to meet the demands of the digital era.

In the current global era, character building is needed in all fields, especially in companies that want their human resources to be better at work. "The Flash" New Character Building is a form of training for PT Swabina Gatra in creating employees who are competent and have active, flexible, intelligent and humble personalities. The method used in this research is descriptive qualitative, by interviewing trainees and training participants directly and making observations during the activity. The new findings that occurred when this training was carried out were changes in the participants' mentality to become more agile and adaptive to the surrounding environment, the presence of stimulus and The response from the trainer makes the participants have higher motivation and enthusiasm. Regular training programs are carried out with the aim of being a refreshing activity for employees. The implications of The Flash New Character Building training have positive implications in improving personal quality, performance and interpersonal relationships of individuals, as well as forming a good organizational culture

Adapun tujuan dari penelitian ini untuk melihat pembangunan produktivitas kerja di Indonesia melalui agile organization perspektif al-Qur’an. Penelitian ini menggunakan pendekatan penelitian kepustakaan (library research) karena sumber datanya dari berbagai literatur seperti: al-Qur’an, tafsir al-Qur’an, jurnal-jurnal, dan buku mengenai produktivitas kerja yang dihubungkan dengan sistem kerja kontemporer (agile organization) dan dikaji menurut perspektif al-Qur’an. Hasil pembahasan bahwa Angka produktivitas di Indonesia masih tergolong rendah, dilihat dari jumlah peningkatan jumlah penduduk bekerja dan penurunan angka pengangguran sejauh ini belum bisa mengcover penurunan angka kemiskinan. Peningkatan garis kemiskinan tersebut berarti menunjukkan nilai tekun atau jiwa produktivitas kerja Indonesia masih belum tinggi. Sementara ajaran Islam sangat komprehensif dalam mengatur aktivitas umatnya. Di samping memberikan kebebasan dalam melakukan suatu aktivitas juga memberikan batasan dalam pelaksanaannya. Sehingga dengan ada keduanya tercipta suatu keseimbangan. Sistem agile organization pada dasarnya sudah selaras dengan ajaran Islam (al-Qur’an) yakni jalinan kerjasama atau ta’awun yang sejatinya sudah ada sejak lama.

The organization more and more invests in information technology (IT) to increase agility/agility. It is generally believed that organizations with larger IT investments tend to be more agile in responding to environmental changes. However, the problem of whether IT is a supporter or inhibiting organizational agility is still not resolved. Based on the theory of resource -based views and literature of information technology capabilities and organizational agility, the authors develop and test theoretical models that integrate IT capabilities, and agility of the institution. This article highlights the role of the process of developing the agility of library institutions supported by IT capabilities. We base our reviews on many literature taken from several international journals and conferences. We review the use of various theoretical lenses used to investigate the relationship between IT capabilities and the agility of the library organization. We also map literature through a series of stages that highlighted how researchers had built in previous studies. Finally, we discuss opportunities for future research in an effort to cover the gap of various research findings.