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Dynamic Synergy: The Strategic Interplay Between Entrepreneurial Orientation, Innovation Capability, and Organizational Performance Kusumawijaya Ida Ketut; Partiwi Dwi Astuti; I Made Hedy Wartana; I Ketut Yudana Adi
JIM: Jurnal Ilmiah Mahasiswa Pendidikan Sejarah Vol. 11 No. 1 (2026): February-April 2026, Saintek, Soial and Humanities
Publisher : Universitas Syiah Kuala and Collaboration Yayasan Yusda Edu Indonesia

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.24815/sejarah.v11i1.443

Abstract

This study holds particular significance for small and medium-sized enterprises, where limited resources often necessitate the efficient conversion of strategic capabilities into measurable performance outcomes. The proposed conceptual model aims to elucidate the intricate relationships among these variables, providing a comprehensive understanding of the mechanisms that underpin organizational performance in resource-constrained settings. The objective of this research is to explore the direct effects of dynamic capability and entrepreneurial orientation on innovation capability and organizational performance, as well as the mediating role of innovation capability in these relationships. The study employs a cross-sectional survey method, collecting data from 396 SMEs in Bali, Indonesia, using an online questionnaire. The data were analyzed using variance-based structural equation modeling. Results from the analysis reveal that dynamic capability has a strong positive effect on both innovation capability and organizational performance. Entrepreneurial orientation significantly impacts innovation capability, but its direct effect on organizational performance is negligible. However, innovation capability fully mediates the relationship between entrepreneurial orientation and organizational performance. The study also found that mediation analysis of innovation capability on dynamic capability to organizational performance suggest that there is almost no mediating effect.
Encouraging Entrepreneurial Orientation in The Traditional Craftsman Community in Tigawasa Village, Buleleng, Bali Kusumawijaya Ida Ketut; Partiwi Dwi Astuti
International Journal Of Community Service Vol. 3 No. 3 (2023): August 2023 (Indonesia - Malaysia - Philippines - South Korea )
Publisher : CV. Inara in Colaboration with www.stie-sampit.ac.id

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.51601/ijcs.v3i3.212

Abstract

The traditional craftsman community as a creative business is inherent in people's lives and is part of the microeconomic structure, becoming the daily economic activities of the community, especially bamboo woven craftsmen in the people of Tigawasa Village, Buleleng, Bali. The business activities of the traditional craftsman community are fundamental to encouraging the growth of the community's creative economy because these businesses are easy to set up, and do not require large resources. So often the business of this traditional craftsman community becomes a driving force for the creative economy with unique characteristics which is a sustainable competitive advantage for future. However, on the other hand, micro-enterprises of traditional craftsman community face various obstacles, including limited business capital, low entrepreneurial orientation of human resources, and inadequate mastery of technology and knowledge. This community service aims to encourage an entrepreneurial orientation in the traditional craftsman community in Tigawasa Village, Buleleng, Bali. The method of community service is a participatory action research approach that is oriented towards empowering and developing entrepreneurship and placing traditional craftsman communities as the main actors in developing the people's economy. These community service found three results, First, there is a change in the understanding and understanding of the traditional craftsmen community in Tigawasa Village regarding the importance of the entrepreneurial orientation role that craftsmen must have if they wish to be able to continue their business on an ongoing basis in the future. Second, the traditional craftsman community understands the practices and decision-making activities that lead to new entry, principally through risk-taking, innovation, proactive behaviors, and autonomy. Third, the traditional artisan community agrees that if they want to produce superior performance, they must have a strong entrepreneurial orientation. Because companies that have an entrepreneurial orientation show an increase in the number of products and services as well as growth in market share in order to survive and compete successfully.