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

Abstract

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.

Chakras in the Boardroom: Integrating Ancient Wisdom with Modern Business Practices for Enhanced Emotional and Spiritual Intelligence

“…This research suggests that the chakra implementation process, which influences stable emotional Intelligence and Spiritual Intelligence, can assist companies in achieving performance. The researcher argues that the implementation of chakras by company management can be passed on or applied to all employees (Panjaitan et al, 2021). Furthermore, when management implements chakras, they can maintain their emotional and spiritual side to give their best work (Arambula et al, 2001;Goswami, 1999).…”

“…The company adopts these chakras to improve performance and sustainability (Rao & Burde, 2017). Adoption chakra is highly relevant, especially as large-scale companies and micro, small, and medium enterprises strive to create business strategies and improve company performance to compete in the business world (Blackburn et al, 2013;Panjaitan et al, 2021). Previously, this Chakra was used by each individual.…”

“…Previously, this Chakra was used by each individual. However, it can be adopted and applied to the organization as a whole, especially for each policy and work program implemented by the company (Panjaitan et al, 2021;Tosey & Llewellyn, 2002). This research leads to applying the chakra philosophy or organizational and managerial activities to business entities' performance, accountability, and sustainability.…”