azizi, Mohamad Zaki (2026) Model Ambidexterity Strategis untuk Meningkatkan Daya Saing Industri Komponen Otomotif Indonesia. Doctoral thesis, Institut Teknologi Sepuluh Nopember.
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Abstract
Industri manufaktur komponen otomotif Tier-1 Indonesia menghadapi titik infleksi strategis akibat transformasi CASE (Connected, Autonomous, Shared, Electric) dan Industri 4.0. Penelitian ini bertujuan mengkaji peran penggerak strategis Organizational Ambidexterity dan dampaknya terhadap Innovation Performance dengan menganalisis hubungan kausal antara Transformational Leadership, Absorptive Capacity, dan Digital Transformation Capability. Data survei dari 105 eksekutif perusahaan dianalisis menggunakan Covariance-Based Structural Equation Modeling (CB-SEM) dengan perangkat lunak AMOS. Hasil penelitian menunjukkan bahwa ketiga variabel independen secara signifikan membentuk Organizational Ambidexterity, yang kemudian berperan sebagai mediator peningkatan Innovation Performance. Pada level dimensi, Intellectual Stimulation, Knowledge Assimilation, dan Digital Strategic Capability terbukti memiliki pengaruh terbesar dalam membentuk keseimbangan Exploration-Exploitation. Novelty penelitian terletak pada pengembangan kerangka Strategic Management baru yang mengintegrasikan Resource-Based View, Dynamic Capability, dan Disruptive Innovation dalam konteks disrupsi teknologi. Penelitian ini mengidentifikasi mekanisme spesifik bagaimana perusahaan dapat mengembangkan Dynamic Ambidexterity untuk mengelola paradoks eksplorasi-eksploitasi. Temuan menunjukkan bagaimana kombinasi sumber daya kepemimpinan, pengetahuan, dan digital secara simultan membentuk Organizational Ambidexterity yang sulit ditiru, menciptakan keunggulan kompetitif berkelanjutan.
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Indonesia's Tier-1 automotive component manufacturing industry faces a Strategic Inflection Point due to CASE (Connected, Autonomous, Shared, Electric) transformation and Industry 4.0. This research examines the role of strategic drivers of Organizational Ambidexterity and their impact on Innovation Performance by analyzing the causal relationships between Transformational Leadership, Absorptive Capacity, and Digital Transformation Capability. Survey data from 105 top executives were analyzed using Covariance-Based Structural Equation Modeling (CB-SEM) with AMOS software. The results reveal that all three independent variables significantly shape Organizational Ambidexterity, which in turn mediates the improvement of Innovation Performance. At the dimensional level, Intellectual Stimulation, Knowledge Assimilation, and Digital Strategic Capability show the strongest influence in forming the Exploration-Exploitation Balance. The novelty of this research lies in developing a new Strategic Management framework that integrates Resource-Based View, Dynamic Capability, and Disruptive Innovation perspectives in the context of technological disruption. The study identifies specific mechanisms through which companies can develop Dynamic Ambidexterity to manage the exploration-exploitation paradox. Findings demonstrate how the combination of leadership, knowledge, and digital resources simultaneously shapes Organizational Ambidexterity that is difficult to imitate, creating sustainable competitive advantage.
| Item Type: | Thesis (Doctoral) |
|---|---|
| Uncontrolled Keywords: | Transformational Leadership, Absorptive Capacity, Digital Transformation Capability, Organizational Ambidexterity, Innovation Performance |
| Subjects: | H Social Sciences > H Social Sciences (General) H Social Sciences > H Social Sciences (General) > H61.4 Forecasting in the social sciences |
| Divisions: | Interdisciplinary School of Management and Technology (SIMT) > 66105-Doctor of Technology Management (DMT) |
| Depositing User: | Mohamad Zaki Azizi |
| Date Deposited: | 20 Jan 2026 09:39 |
| Last Modified: | 20 Jan 2026 09:39 |
| URI: | http://repository.its.ac.id/id/eprint/129859 |
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