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p-Index From 2021 - 2026
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This Author published in this journals
All Journal Ilomata International Journal of Social Science Eduvest - Journal of Universal Studies
Tri Haryanto
Universitas Pendidikan Indonesia
Religion Aerospace Engineering Humanities Computer Science & IT Education Health Professions Law, Crime, Criminology & Criminal Justice Neuroscience Social Sciences Other

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Enhancing Telecommunication Infrastructure Performance Through Dynamic Capabilities: The Mediating Roles of GRC Implementation and Artificial Intelegent Adoption Tri Haryanto; Alfira Sofia
Eduvest - Journal of Universal Studies Vol. 6 No. 2 (2026): Eduvest - Journal of Universal Studies
Publisher : Green Publisher Indonesia

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.59188/eduvest.v6i2.52572

Abstract

The telecommunications infrastructure sector faces unprecedented challenges in balancing operational efficiency, regulatory compliance, and digital transformation amid capital-intensive investments exceeding USD 428 billion globally in 2023. This study investigates how telecommunication infrastructure organizations can enhance their performance through dynamic capabilities, examining the mediating roles of Governance, Risk, and Compliance (GRC) implementation and Artificial Intelligence (AI) adoption. Drawing on Dynamic Capabilities Theory (Teece et al., 1997) and the Resource-Based View (Barney, 1991), this research develops and tests an integrated framework using data from 87 telecommunication infrastructure organizations across 23 countries spanning 2019–2023. Structural Equation Modeling (SEM) was employed to analyze the relationships between dynamic capabilities, GRC implementation, AI adoption, and organizational performance using secondary data from annual reports, industry databases (ITU, GSMA Intelligence), and regulatory filings. The results reveal that dynamic capabilities significantly influence organizational performance both directly ( , ) and indirectly through GRC implementation ( , ) and AI adoption ( , ). GRC implementation and AI adoption exhibit complementary mediating effects, together explaining 68.3% of the variance in organizational performance ( ). The findings provide strategic guidance for telecommunication infrastructure managers to systematically develop sensing, seizing, and reconfiguring capabilities while concurrently strengthening governance frameworks and accelerating AI-enabled transformation. This research integrates dynamic capabilities theory with GRC and AI adoption frameworks, explicating mechanisms through which capabilities translate into superior performance in infrastructure-intensive sectors.
The Influence of Dynamic Capabilities and Transformational Leadership on the Performance of Public Sector Organizations Tri Haryanto; Alfira Sofia
Ilomata International Journal of Social Science Vol. 7 No. 3 (2026): July 2026
Publisher : Yayasan Ilomata

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.61194/ijss.v7i3.2090

Abstract

This study examines the effects of dynamic capability and transformational leadership on organizational performance in public sector institutions by considering the institutional and bureaucratic characteristics that distinguish government organizations from private-sector entities. A quantitative survey approach was employed to investigate how adaptive organizational capabilities and leadership practices influence performance outcomes. A total of 150 questionnaires were distributed to structural and managerial officials in public organizations. Of these, 118 questionnaires were returned, 108 responses passed the initial screening process, and 100 valid cases were retained for the final analysis after data quality assessment. Data were analyzed using Partial Least Squares Structural Equation Modeling (PLS-SEM) with SmartPLS. The findings reveal that dynamic capability has a positive and significant effect on organizational performance (β = 0.31, p < 0.05), indicating that organizational adaptability enhances institutional effectiveness. Transformational leadership also demonstrates a positive and significant influence on performance (β = 0.51, p < 0.05), highlighting the importance of leadership behaviors in motivating employees and supporting organizational achievement. However, the interaction effect between dynamic capability and transformational leadership is not statistically significant. This study contributes to dynamic capability theory by identifying a public-sector-specific boundary condition: the performance benefits of dynamic capability are realized primarily through formalized procedures, administrative coordination, regulatory compliance, and accountability mechanisms rather than leadership-driven strategic flexibility. The findings extend dynamic capability theory to highly institutionalized public-sector environments and clarify how bureaucratic structures shape capability–performance relationships.
Co-Authors Alfira Sofia