Purpose This study aims to investigate the relationship between task environment, organizational agility, perceived managerial discretion and strategy implementation on unit performance. Design/methodology/approach Based on the literature review, a structural model was developed. A 74-item questionnaire was circulated among middle managers in sales and marketing. The data collection method used purposive sampling. A total of 228 valid responses were obtained. This study was conducted in a leading pharmaceutical company in Indonesia. The data were analyzed using structural equation modeling. Findings Based on the data analysis, this study shows that task environment and organizational agility act as antecedents of perceived managerial discretion, which drives strategy implementation resulting in unit performance. Originality/value Different from previous studies that examined the linkage of inertial forces and discretion, this research scrutinized the effects of organizational agility on perceived managerial discretion and the direct role of perceived managerial discretion on internal strategy implementation.

The purpose of this study is to measure the impact of institutional environment as government regulation and managers' capabilities to maintain the relationship between the stakeholder networks and the entrepreneurial orientation within the context of the hospital industry in Indonesia. The results of data analysis from 105 small and medium private hospitals in the Jakarta city and surrounding areas show that the hospital entrepreneurial orientation was significantly influenced by government policies reflected by the legal certainty and bureaucratic attitudes that assist the implementation of the policies. Besides, it is proven that management capabilities to establish the relationships with many stakeholders, consisting of all existing partners and employees, also affect the growth of entrepreneurial orientation. Finally, the performance of the hospital is proven to be significantly influenced by the entrepreneurial orientation directly and also mediated by business model innovation. The results of this study become paradoxical because it is different from the opinion that the healthcare industry would not have accepted the concept of entrepreneurship.

External environment faced by the firms today shows the uncertainty due to the disruptive change that occurs in all aspects. Impacts of the phenomenon of disruptive innovation, which upset the balance of the market, require all companies to renew themselves in order to maintain their positions in the competition. To that end, many researchers mentioned the importance of strategic management with entrepreneurial approach in the process of formulation and implementation of corporate strategy in the era of the 21st century. This paper intended to represent the role of entrepreneurial orientation in creating superior and sustainable organizational performance, through business model innovation and collaborative strategic relationship, as inimitable intangible. This study uses hospital industry in Indonesia as the research context which currently faces disruptive change at the time of policy reformation regarding hospital payment system, and denoted the urgent need for entrepreneurial strategies to mitigate them. This conceptual paper is a preliminary steps prior to the empirical research, which expected to contribute to academics, researchers, and all of hospital stakeholders in deepening the understanding on hospital strategy -that should simultaneously consider business ethics, and also ensure the preservation of the relationship in the stakeholder networks with conflicting interests.

The rapidly changing and disruptive environment makes the business competition more hypercompetitive. The fundamental challenge that companies often face is not in the strategic planning process, but rather on how to ensure the formulated strategy can be well-implemented. Currently, the literature is still dominated by theories and practical advice on planning and strategy formulation, and there is only limited studies on the role of discretion on strategy implementation. Therefore, this study aimed to find out what is the role of perceived managerial discretion in the process of strategy implementation and its implications on organization performance. By reviewing the literatures, this study examined whether task environment, organizational agility and cognitive complexity influence the managerial discretion, and whether strategy implementation mediates perceived discretion of middle manager and organization performance. This paper presented a proposed research model, four propositions that need to empirically be tested, proposed research method, and a conclusion.

This paper aims to investigate the relationship between top management team (TMT) commitment and leadership development on agile leaders as part of enhancing the operational capabilities of the upstream oil and gas sector.  This study adopted a quantitative method with a total of 175 participants from national and international oil companies in Indonesia. Based on the structural equation modelling analysis, the research indicates that leadership agility development has a significant impact on agile leaders, and it has a key role in operational capabilities. TMT commitment has an insignificant impact on agile leaders. Future studies should examine the other consequences of the insignificant variables.