Tri Wulida Afrianty

In today’s increasingly competitive global business landscape, organizations must continuously adapt, improve operational efficiency, and foster innovation to sustain competitive advantage (Rasdi &...

1. Environmental issues have become an important topic of discussion, including in business research. Given their substantial resource consumption, enterprises play a pivotal role in balancing econ...

This study investigates how social capital and ambidextrous leadership contribute to sustainable competitive advantage in export-oriented small and medium-sized enterprises (SMEs) by examining the mediating roles of knowledge management and innovation capability and assessing business performance as an additional pathway. Drawing on the resource-based view and dynamic capabilities perspective, survey data were collected from 114 export-oriented SMEs in Bali, Indonesia, and analyzed using partial least squares structural equation modeling. The results show that social capital and ambidextrous leadership both positively influence knowledge management, which in turn enhances innovation capability. Innovation capability has a significant positive effect on both business performance and sustainable competitive advantage, whereas business performance does not significantly predict sustainable competitive advantage. The mediation results further indicate that knowledge management mediates the effects of social capital and ambidextrous leadership on innovation capability. In addition, the serial mediation pathway from ambidextrous leadership to sustainable competitive advantage through knowledge management and innovation capability is significant, whereas the corresponding pathway from social capital is not. These findings suggest that sustainable competitive advantage in export-oriented SMEs is shaped more by capability development than by short-term performance outcomes and that leadership plays a critical role in converting relational resources into sustained strategic value. The study contributes to strategic management research by clarifying the mechanisms through which relational and managerial resources are transformed into long-term competitiveness in dynamic export markets.

In the rapidly evolving global market, the adoption of advanced technologies like Artificial Intelligence (AI) has become a critical determinant of competitive advantage for companies across variou...

This study examines how transformational leadership (TL), ambidextrous organisational culture (AC), and employee personality (EP) influence employee creativity (EC), positing employee knowledge acquisition (EKA) as a central mediating mechanism within an Indonesian state-owned petrochemical enterprise. A quantitative cross-sectional survey was administered to 238 permanent employees, analysed using PLS-SEM with a two-stage higher-order construct approach in SmartPLS 4 with 5,000-sample bootstrapping. EP is the strongest predictor of EKA (β = 0.666, p < .001) and EC (β = 0.445, p < .001). AC significantly predicts EKA (β = 0.203, p < .05) but not EC directly. TL shows no significant effect on EKA or EC. EKA is the dominant predictor of EC (β = 0.560, f² = 0.808), explaining 88.1% of EC variance. EKA fully mediates the AC–EC relationship and partially mediates EP–EC (VAF = 45.6%). EKA is the critical cognitive conversion mechanism through which organisational context and individual disposition generate creativity. Organisations should prioritise personality-informed recruitment, embedded knowledge infrastructure, and systemic leadership design to maximise creative output in state-owned enterprises.

In today's competitive and dynamic business environment, employee retention and engagement are critical challenges, particularly in organizations with a large millennial workforce. This study aims to analyze the effects of servant leadership and career development policy on employee engagement, employee voice behavior, and employee retention among millennial employees at PT. Petrokimia Gresik, while also examining gender as a moderating variable. Utilizing a quantitative approach, this explanatory study was conducted with a sample of 256 employees selected through purposive sampling. Data were collected from employees across various departments at PT. Petrokimia Gresik was analyzed using Structural Equation Modeling with Partial Least Squares (SEM-PLS). The study employs the Stimulus-Organism-Response (S-O-R) theory as a theoretical framework to investigate the psychological and behavioral responses elicited by organizational stimuli, including leadership practices and career development policies. The results reveal that both servant leadership and structured career development policy significantly enhance employee engagement, promote employee voice behavior, and increase retention rates. It is found that gender does not significantly moderate the relationship between employee engagement and employee voice behavior; however, it plays a significant role in moderating the effect of employee voice behavior on retention. According to these results, organizations that prioritize employee-oriented leadership and provide clear career development opportunities foster a work environment supporting active participation and commitment. The practical implication of this study is that companies should integrate the principles of servant leadership and develop a systematic career development framework within their human resource strategies to cultivate a loyal and engaged workforce aligned with the organization's long-term goals.