Macroeconomic uncertainty poses a structural challenge for the sustainability of micro, small, and medium enterprises (MSMEs) in Indonesia. Fluctuations in inflation, benchmark interest rates, and exchange rates have a direct impact on liquidity, cost structures, and investment decisions. This study aims to explore the types of financial strategies adopted by MSMEs in response to macroeconomic pressures using a systematic literature review and secondary data analysis covering the period from 2019 to May 2024. Data were sourced from official national institutions, including the Central Bureau of Statistics, Bank Indonesia, the Ministry of Cooperatives and MSMEs, as well as relevant academic literature. The findings reveal that MSME financial strategies can be categorized into three key domains: cash management, cost control, and investment planning. MSMEs employing flexible strategies—such as increasing cash buffers, reducing operational costs, and diversifying products or financing sources—demonstrate higher resilience in the face of economic volatility. This study contributes theoretically by enriching the framework of financial adaptation for MSMEs and practically by informing financial literacy programs and policy design. The study also acknowledges limitations in the use of aggregate secondary data and recommends that future research adopt a mixed-method approach to capture undocumented informal financial practices at the grassroots level

This study aims to examine the role of strategic foresight and its ability to support the development of management innovation processes within organizations. This study uses a narrative literature review approach involving potential interactions of three main topics, namely: strategic foresight, management innovation, and management cognition. The results of the study explain that each individual has a character from birth to being able to see the future. Then the capability of foresight in this organization must be developed and continuously maintained by both stakeholders in the organization's management and employees. Before implementing a foiresight strategy, it is necessary to understand in depth managerial cognition as the basis for its application. Furthermore, the development of a well-managed strategic foresight will become a management innovation so as to be able to maintain organizational sustainability. This conceptual paper lays a foundation that can be used as further research in determining strategic foresight capabilities in relation to managerial dynamic capabilities. The results of this paper can be used by organizations that have a long history of facing challenges in capturing the challenges of changing business environments in the future.