In the dynamic landscape of contemporary business, achieving entrepreneurial resilience is an important goal for organizations facing unprecedented challenges. This study investigates the complex interactions between ambidextrous leadership, entrepreneurial mindfulness, and the mediating mechanisms of business model innovation capacity in fostering entrepreneurial resilience. This research uses a quantitative approach with the population of the startup community in Indonesia. A sample of 340 startup actors was selected randomly. Data was collected via a Likert Scale questionnaire with a scale range of 1-6. Hypothesis testing was carried out using Structural Equation Modeling (SEM) Partial Least Squares (PLS) to overcome model complexity and small sample size. Findings support the relationship between entrepreneurial alertness, ambidextrous leadership, business model innovation capacity, and entrepreneurial resilience. The theoretical implications enrich the literature by introducing mediating variables and leading to the development of a more comprehensive theoretical model. The practical implications highlight the importance of leadership development and business innovation to improve adaptation and response to change. Policy implications emphasize the need for policy support to strengthen entrepreneurship and innovation in the national economy.

Industry 4.0 brings a new challenge for incumbent firms to anticipate new business model offered by emerging entries. The digital transformation is required by incumbent to develop innovation on product and service business model based on customer experience orientation. To support this transformation, strong digital leader is important to assure the development of this transformation. The study on the role of digital leadership on business model innovation and customer experience has not been explored, significantly, Hence, this research aims at assessing the role of digital leadership, whether it directly or indirectly influences the customer experience orientation in developing business model innovation. This study was conducted through survey to 88 senior leader respondents from Indonesia telecommunication firms, in which Smart-PLS application was used to analyze the data. The result show that digital leadership had direct and indirect impacts on customer experience orientation in developing business model innovation. The practical implications of these findings are recommended for the senior leader of management of telecommunications industries in In-donesia to strengthen digital leadership capability in conjunction with the development of business model innovation and customer experience orientation. Further research can be explored by expand-ing the sample, industry, statistical application and longitudinal study.

Industry 4.0 drives enterprises to transform their capabilities especially in innovation and their capabilities to adapt with dynamic market. The capabilities can be fostered when the leader is oriented towards digital technology and market orientation. The role of digital leadership has gained attention for studies to develop innovation and dynamic capabilities based on market orientation. Studies have been conducted on dynamic capabilities with focus on the strategy, management and economic literature including the understanding of its driving key to success. However, the study on the role of digital leadership on the development of dynamic capability based on innovation capability and market orientation has not been intensively discussed. It is argued that the development of dynamic capability and innovation capability is strongly driven from a combination of digital leadership and market orientation. Data in this study is taken from a survey conducted on 88 Indonesian telecom-munication firms as a unit for analyses. The results show that digital leadership had a strong direct and indirect relationship with dynamic capability, however the strong path in developing capability is determined from the development of innovation capability that is driven from digital leadership based on market orientation. The finding reinforces the role of digital leadership as a critical influence on development of dynamic capability. Future studies are suggested to extend the research by exploring the research model to elaborate more on the impact of collaboration, leveraging a larger sample size and better statistical tools. A longitudinal study on the companies that implement the transformation based on dynamic capabilities is also recommended for future studies.

Due to market changes in the digital era, we argue that innovation based on dynamic capability is accelerated when aligned with market orientation. Digital leadership will significantly enable sensing market changes, seizing opportunities, and reconfiguring organizations. Previous studies on digital leadership, dynamic capability, and innovation management focus mainly on constructs, benefits, and implications. However, a study on the role of digital leadership based on dynamic capability in fostering innovation and the impact of market orientation have not been thoroughly explored, which is the aim of this study, taking market orientation as a moderating variable. Employing a quantitative methodology, data were collected through online questionnaires, distributed through email and messaging applications to a purposive sample of 88 senior managers of Indonesian telecommunication firms. The results reveal that digital leadership based on dynamic capability impacts directly and indirectly on developing innovation. Market orientation also plays an important role in accelerating innovation. Due to limitations in terms of research model, sample size, and time, further research using larger samples in other industries and countries should be undertaken.

This paper makes an assessment on the impact of co-creation strategy as part of digital transformation in Industry 4.0 on supply chain management. We argue that the concept of strategy has shifted from the competitive strategy into co-creation strategy based on collaboration value. In developing co-creation strategy, the input is derived from external factors associated with customer experience and internal factors related to distinctive capabilities and both focus on core competence development in supply chain management. We use telecommunication firms as our unit analysis with sample of 35 Indonesian Information and Communications Technologies (ICT) firms analysed using Partial Least Square (PLS). The findings show that the developing of co-creation strategy was supported by distinctive capabilities and customer experience. The findings also indicate that co-creation strategy emerges as a key in sustaining business of the firms to focus on developing customer experience and providing distinctive capabilities.

Digitalization plays a crucial role on current competitive market and it is associated with the utilization of digital technologies to change business model and to deliver new value-producing opportunities to the current business environment in an aim to move towards a digital business. Therefore, to address new business model, the purpose of this study is to explore the effect of digital customer experience and electronic word of mouth on sustainable performance of supply chain through brand image and supply chain image. In this study, data is collected from employees of Indonesian ICT companies. Clusters were formulated, and respondents were selected randomly. Three hundred and fifteen (315) responses were analysed with the help of structural equation modelling. The results indicate that digital customer experience and electronic word of mouth played positive role on promoting brand image. Brand image had positive role to promote supply chain image which influences positively on sustainable supply chain performance. Therefore, this study is important for Information Communication and Technology (ICT) industry to implement various e-commerce practices to promote digital customer experience and electronic word of mouth.