This study aims to analyze the strategic leadership model, business model innovation, and product innovation to improve performance of State-Owned Business Enterprise. This study employed a quantitative research method and reported the results of a survey using a questionnaire with a population of 28 SOEs in Indonesia engaged in the food and fertilizer industry. Analysis was carried out using SmartPLS software, which consists of descriptive statistics, measurement model evaluation, structural model evaluation, and hypothesis testing. Results of this study indicate that influence of strategic leadership is significant on business model innovation. The influence of business model innovation is significant on product innovation and on company performance. However, influences of strategic leadership on company performance and product innovation are not significant, and influence of product innovation on company performance is also not significant. Strategic leadership has a significant impact on the decision-making process, thus it can facilitate organizations to implement effective strategies designed to achieve optimal performance. Companies that implement strategic leadership have potential to improve performance through the implementation of good planning, motivating, directing, developing employee capabilities in product innovation and business model innovation, as well as communicating company's long-term vision or goals.

The aim of the study is to investigate the impact of business model innovation (BMI) on firm performance. The sample of the study consisted of 120 managers from Alban Al-youm Company in Jordan, a leading dairy company. Data were collected using a questionnaire administered to managers. Eighty-seven questionnaires were retrieved valid for the purpose of data analysis. BMI was measured using three components: value creation, value proposition and value capture innovations while company performance was assessed via self-rated questions about operational measures of performance. The results accepted the hypotheses that all dimensions of BMI had significant effects on company performance. That being so, the study contributed to the literature on BMI on company performance in the absence of such studies that use samples for Arab countries, particularly, from Jordan in one of the most vital industries, which is a dairy industry.

Many startups fail, and we still do not know why. It is the purpose of this study to know if a relationship exists between business model innovation and startup, and whether networking and competitive advantage can improve their relationship. We hypothesized that business model innovation relates to startup and that networking and competitive advantage significantly enhance the relationship between business model innovation and startup. Fifty-one respondents participate in this study. The partial least square statistical technique is used to analyze the data. This analytical technique is appropriate for parametric analysis for such a sample size. The null hypothesis that no relationship exists between business model innovation and startup is rejected. The null hypothesis that networking and competitive advantage is not related to business model innovation is also rejected. However, the null hypothesis that there is no direct relationship between networking and startup is accepted; the association is not direct but indirect. The null hypothesis that no direct association between competitive advantage and startup is rejected. There is a negative association between competitive ad-vantage and startup. Both networking and competitive advantage improve the relationship between business model innovation and startup. However, they must be used with caution.

Innovation on business model is not only describing the bundle of products and services but also it is integrated with the input of customer experience. Customer experience should become a key role in developing business model innovation in driving transformational performance. This paper argues that the transformational performance is derived from business model innovation and focuses on customer experience. We use telecommunication firms as our unit analysis with sample of 195 Indonesian ICT firms out of 542 units. The analytical approach and solution technique that is used for analysis is Partial Least Square (PLS). The findings demonstrate that business model played significant role on supporting contribution of customer experience in driving transformational performance. The finding has implication that by synergizing the value proposition of customer experience in a business model innovation, the transformational performance can be maintained through focus on customer experience driven business model innovation. Further study can be explored through additional variable, sample and further study on longitudinal on digital transformation firms.

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.

The primary objective of this study was to examine the antecedents of digital transformation (DT) within multinational corporations (MNCs) in Malaysia, from the perspectives of corporate managers. Amidst limited research on DT within the MNC context, this paper examines the key drivers of DT in Malaysian MNCs. A quantitative method using non-probability sampling was used to gather the required data via the distribution of questionnaires among the MNCs’ managers. To evaluate the underlying theoretical model based on the collected data, we chose SmartPLS as the preferred method. Findings revealed that business value, digital leadership, inter-functional coordination and decision-making quality were significant drivers of DT, while DT exerted a positive influence on business performance. However, collaborative innovation did not have a significant relationship with digital transformation adoption in MNCs. The findings offer novel insights for both academics and international corporate managers, enhancing their understanding of the drivers behind DT adoption from the perspective of managers within MNCs in Malaysia.

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.