This study focuses specifically on the effect of Entrepreneurial Values and Entrepreneurial Orientation on Financial Performance of Indonesian state-owned enterprise and also incorporates Environmental Dynamism (ED) and Resource Availability (RA) as moderating variables which will influence the effect of (i) Entrepreneurial Orientation (EO) on Financial Performance (FP), (ii) Entrepreneurial Values (EV) on Financial Performance (FP), and (iii) Entrepreneurial Values (EV) on Entrepreneurial Orientation (EO). In addition, this study also provides a better understanding about the effect of Financial Performance on Intention to Sustainable Development (ITS) as well as Financial Performance on Intention to Collaboration (ITC) in Indonesian state-owned enterprises. The method of analysis used in this study is PLS-SEM methodology with purposive sampling method. The unit of analysis is all the state-owned enterprises listed which consists of 81 out of 106 state-owned enterprises, while the unit of observation is individuals from those state-owned enterprises (represented by the paired CEO and CFO who are originated from the same company). The findings of this study are that there is a significantly positive effect of: (i) EV on EO; (ii) EO on FP; (iii) FP on ITS; and (iv) FP on ITC. Meanwhile, (i) there is not any significantly positive effect of EV on FP, and (ii) there is no significant moderating effect of ED and RA on the relationship between (1) EV and FP, (2) EO and FP, as well as (3) EV and EO.

Millennials are the generation that lived in the era of information technology revolution with the emergence of the internet and smart phones. Because of this experience, millennial has become an important element for human resources to meet industry 4.0. However, it is not clear how older leadership behaves on this generation and what impact they have on organizational performance. Thus, this paper focuses on investigating the effect of openness on millennial employee style on leadership effectiveness and its impact on 4.0 organizational performance. Survey is conducted on 224 millennial employees working in various companies in Indonesia. Data are analyzed using Smart-PLS 3.0 based on structural equation modeling (SEM). Our results showed that openness to millennial employee style had a positive effect on 4.0 organizational performance partially mediat-ed by 4.0 leadership effectiveness in industrial settings. These results confirm the role of millennial in shaping organizational performance and how managers need to implement appropriate measures to manage millennials and be open to various characteristics of this generation.

This study aims to analyze the effect of transformational leadership (TL) on organizational citizenship behavior (OCB), the relationship between TL and performance, TL and IWB, Leader member exchange (LMX) and OCB, LMX and performance, LMX and innovative work behavior ( IWB), organizational commitment (OC) and OCB, OC and performance, OC and IWB, digital transformation (DT) and OCB, DT and performance, DT and IWB, QWL and OCB, QWL and performance, QWL and IWB, OCB and performance, and the relationship between IWB and performance. The method of this research is quantitative and the population in this study were 341 private universities while the number of samples used in this study were 181 private universities. The sampling technique in this study used multistage random sampling. In this study the study used a seven-point Likert scale. The study uses SmartPLS software as a data processing tool. Validity testing is applied to all question items in each variable and there are several stages of testing that will be carried out, namely through convergent validity testing, average variance extracted (AVE) testing, and discriminant validity testing. There is a positive and significant relationship between TL and OCB, a positive relationship between TL and the performance of private universities. There is also a positive and significant relationship between TL and IWB, a positive and significant relationship between LMX and OCB. However, there is no significant relationship between LMX and university performance. There is a positive and significant relationship between LMX and IWB, a positive and significant relationship between OC and OCB, a positive and significant relationship between OC and university performance, and a positive and significant relationship between OC and IWB. There is also a positive and significant relationship between DT and OCB, an insignificant relationship between DT and university performance. This means that DT cannot directly affect performance. There is an insignificant relationship between DT and IWB, a positive and significant relationship between QWL and OCB. There is a non-significant relationship between QWL and university performance. There is a positive and significant relationship between QWL and IWB as well as between OCB and university performance and also between IWB and university performance.

Digital startups are growing fast around the world, but new digital startups that are less than three years old or did not materialize when it came to funding while the business model is quite promising. Various literature shows that digital transformational leadership can encourage knowledge sharing and an organization's absorptive capacity to improve performance. This research investigates whether digital transformational leadership and empowering knowledge-based interaction, as well as the power of absorptive capacity, will be able to maintain digital startup sustainability through the improvement of performance. 144 digital startups that are established in a limited corporation and registered in the Baparekraf (Indonesia Tourism and Creative Economy Agencies) were used as the purposive sampling. Data collection was done through online questionnaires from each startup leader and processed with SmartPLS 3.0. The results of the research findings showed that the higher the degree of digital transformational leadership, the higher the degree of the digital performance of startups that include traction and financial performance, and also increased empowering knowledge-based interaction in the form of encouraging goal-oriented participative involvement, intra-team knowledge exchange, and continuous interactive engagement. Empowering knowledge-based interaction develops an absorption capacity process to produce the performance of digital startup organizations.