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All Journal Jurnal Ilmiah Manajemen Kesatuan Ilomata International Journal of Management Eduvest - Journal of Universal Studies West Science Business and Management Research Horizon Indonesian Journal of Research and Service Studies Asian Journal of Multidisciplinary Research Journal of Digital Business and Global Economy International Journal of Accounting and Management Information Systems Arthatama: Journal of Business Management and Accounting
Muhammad Awaluddin
Universitas Telkom
Religion Aerospace Engineering Arts Humanities Computer Science & IT Decision Sciences, Operations Research & Management Economics, Econometrics & Finance Education Health Professions Languange, Linguistic, Communication & Media Law, Crime, Criminology & Criminal Justice Neuroscience Public Health Social Sciences Other

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Industry 4.0 Readiness and Roadmap in Food Industry: Insights from Indonesian Manufacturing Enterprises Using Explanatory Sequential Mixed-Method Design Iman Rahmatulloh; Siska Noviaristanti; Muhammad Awaluddin
Eduvest - Journal of Universal Studies Vol. 4 No. 2 (2024): Journal Eduvest - Journal of Universal Studies
Publisher : Green Publisher Indonesia

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.59188/eduvest.v4i2.1023

Abstract

The paper aims to understand the current readiness level of Industry 4.0 in the food industry. Furthermore, the study explores the prioritized Industry 4.0 dimensions and initiatives needed to improve the readiness level. The study uses an explanatory sequential mixed-method design. In the quantitative phase, the Industry 4.0 readiness assessment was conducted using the Smart Industry Readiness Index framework. The quantitative study further explores the prioritized dimensions using The Prioritization Matrix framework. In the qualitative phase, interviews with industry practitioners from the participating companies were conducted to gain more understanding and propose the conceptual roadmap. The study found that the Indonesian food industry has a better average readiness than the global average but significantly lower than the best-in-class manufacturers. Vertical Integration, Shop Floor Intelligence, Shop Floor Automation, and Workforce Learning & Development are four priority dimensions to increase the readiness level in the food industry. A conceptual roadmap was proposed to improve the readiness index based on the strategic planning horizon, prioritized dimensions, and initiatives identified from interview results. The results of this study would provide an additional reference for applying explanatory sequential mixed-method design. The prioritized dimensions found would also benefit other researchers in the development of the readiness or maturity model. This paper provides a deeper understanding of Industry 4.0 readiness, the prioritized dimensions, and related improvement initiatives to propose the strategic roadmap for the food industry by utilizing explanatory sequential mixed-method design.
Analysis of factors influencing the adoption of MyTens application with the unified theory of acceptance and use of technology 2 (UTAUT 2) model on account managers at Telkom Indonesia Yosef Febri Wiryawan; Dodie Tricahyono; Muhammad Awaluddin
International Journal of Accounting and Management Information Systems Vol. 2 No. 2 (2024): August
Publisher : Goodwood Publishing

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.35912/ijamis.v2i2.3229

Abstract

Purpose: To support the Five Bold Moves strategy, Telkom Indonesia launched the MyTEnS application to streamline B2B processes for Account Managers (AM). This study investigates the factors influencing MyTEnS adoption and the moderating roles of Age and Job Tenure. Research methodology: A quantitative method was employed using the extended UTAUT-2 model, incorporating Personal Innovativeness and moderation by Age and Job Tenure. A total of 129 respondents participated, and data were analyzed using SmartPLS 3.0 with path analysis. Results: Effort Expectancy, Hedonic Motivation, and Personal Innovativeness significantly influence Behavioral Intention. Facilitating Conditions and Behavioral Intention significantly affect Use Behavior. Meanwhile, Performance Expectancy, Social Influence, and Habit show no significant effect on Behavioral Intention. Moderating effects of Age and Job Tenure were significant only in the relationship between Facilitating Conditions and Behavioral Intention. Conclusions: Personal Innovativeness emerged as the strongest predictor of Behavioral Intention, followed by Hedonic Motivation and Effort Expectancy. Behavioral Intention is the most significant factor influencing actual system usage. Limitations: The study is limited by its cross-sectional design and focus on a single organization. Some hypotheses were unsupported, possibly due to limited construct measurement. Contribution: This study extends the UTAUT-2 model with new variables and offers insights into B2B technology adoption within a telecommunications context.
A Multi-Stakeholder Strategy in Digital Business Ecosystems: A Study of Technology-Based Firms Muhammad Awaluddin; Gunadi Dwi Hantoro
Jurnal Ilmiah Manajemen Kesatuan Vol. 14 No. 4 (2026): JIMKES Edisi Juli 2026
Publisher : LPPM Institut Bisnis dan Informatika Kesatuan

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.37641/jimkes.v14i4.5516

Abstract

Digital business ecosystems have transformed how technology-based firms create sustainable value by encouraging collaboration among multiple stakeholders through digital platforms. However, the mechanisms through which multi-stakeholder strategies contribute to sustainable value creation remain insufficiently understood. This study aims to examine the influence of multi-stakeholder strategy on sustainable value creation by investigating the mediating role of digital platform capability, the moderating role of ecosystem governance, and the direct effect of technological capability. A quantitative research approach was employed using a cross-sectional survey of 210 managers and senior employees from technology-based firms. Data were analyzed using Partial Least Squares Structural Equation Modeling (PLS-SEM). The results indicate that a multi-stakeholder strategy has a positive and significant effect on sustainable value creation. Digital platform capability significantly mediates this relationship, while ecosystem governance strengthens the effect of multi-stakeholder strategy on sustainable value creation. Technological capability also has a significant positive influence on sustainable value creation. These findings suggest that sustainable value creation in digital business ecosystems depends not only on stakeholder collaboration but also on digital platform capability, effective ecosystem governance, and strong technological capability, providing both theoretical and managerial insights for technology-based firms.
Google's Sustainable Business Strategy: Synthesis of the 5Ps Framework, Creating Shared Value, ESG, and SDGs Fonny Arisandy Jacob; Mohamad Rizan; Muhammad Awaluddin
Journal of Digital Business and Global Economy Vol. 2 No. 4 (2026): Journal of Digital Business and Global Economy
Publisher : Asosiasi Transformasi Digital Dan Bisnis Indonesia

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.64243/JODIGBI.02.4.01

Abstract

This paper aims to describe Google's sustainable business strategy as a single, document-based case study. This study uses a descriptive qualitative approach with a documentary case study method, analyzing the Google Environmental Report 2026 as the main source of cases, complemented by supporting academic literature. Five analytical lenses are used in an integrated manner to describe the strategy, namely Henry Mintzberg's 5Ps of Strategy, Deliberate Strategy and Emergent Strategy, Porter and Kramer's Creating Shared Value, and ESG and SDGs frameworks. The results show that Google's sustainability strategy includes large-scale clean energy procurement, supply chain transformation, circular product innovation, and structured sustainability governance. In terms of emissions, Google reported a 3% decrease in Scope 2 emissions, while Scope 1 and Scope 3 emissions increased by 20% and 25%, respectively, in the same reporting period. This research contributes to providing an integrated picture of how the five frameworks can be used together to describe the sustainability strategy of a global technology company.
The Effect of Market Attractiveness and Company Capability on Emergent Value Creation Strategy and Sustainable Company Performance (A Study of Digital Industry Service Companies in Jakarta) C. Mirza Taufik; Mohamad Rizan; Muhammad Awaluddin
Journal of Digital Business and Global Economy Vol. 2 No. 4 (2026): Journal of Digital Business and Global Economy
Publisher : Asosiasi Transformasi Digital Dan Bisnis Indonesia

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.64243/JODIGBI.02.4.02

Abstract

This study examines how market conditions and organizational capability are translated into sustainability-oriented performance, with Emergent Value Creation Strategy (EVCS) considered as a mediating process. The data were obtained from 50 owners and managers of digital creative service firms operating within a telecommunications incubation ecosystem in Jakarta. A quantitative explanatory approach was applied, and the higher-order measurement and mediation model was estimated using partial least squares structural equation modeling. The results show that both Market Attractiveness and Company Capability are positively associated with EVCS. Company Capability also has a significant direct relationship with Sustainability Company Performance, while EVCS records the largest direct coefficient for that outcome. Market Attractiveness, however, does not significantly affect performance through a direct path. Its effect is transmitted through EVCS, whereas the effect of Company Capability is only partly mediated. These findings indicate that an attractive market creates possibilities rather than assured results. Economic, social, and environmental performance becomes more likely when market insight is supported by usable resources and stakeholder-oriented routines involving dialogue, access, risk assessment, and transparency. The study contributes to research on digital service firms by explaining emergent value creation as the process through which external opportunity and internal capability are connected with multidimensional sustainability performance.
Strategi Bisnis Berkelanjutan Perusahaan Pembangkit Listrik Milik Negara menuju Net Zero Emission 2060: Integrasi Bauran Energi 2026 dan RUPTL 2025-2034 Asep Yanyan Herdiyana; Muhammad Awaluddin; Mohamad Rizan
Asian Journal of Multidisciplinary Research Vol. 3 No. 2 (2026): Asian Journal of Multidisciplinary Research
Publisher : Jujurnal Publisher

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.59613/91j75947

Abstract

Penelitian ini bertujuan untuk merumuskan kerangka strategi bisnis berkelanjutan bagi perusahaan pembangkit tenaga listrik milik negara dalam merespons urgensi transisi energi menuju Net Zero Emission (NZE) 2060. Pada tahun 2026, realitas operasional utilitas nasional masih menghadapi dilema besar, di mana bauran energi (energy mix) didominasi oleh energi fosil: Batu Bara (≈ 64,87%), Energi Baru Terbarukan/EBT (≈ 17,89%), Gas (≈ 13,86%), dan Bahan Bakar Minyak/BBM (≈ 3,38%). Kondisi ini menghadirkan tantangan sosial-ekonomi yang kompleks seiring dengan pengesahan Rencana Usaha Penyediaan Tenaga Listrik (RUPTL) PLN 2025—2034 yang menargetkan 76% dari total tambahan kapasitas pembangkit baru harus berbasis EBT dan sistem penyimpanan energi (storage). Melalui pendekatan mixed-method konseptual dan Systematic Literature Review (SLR) yang berpijak pada teori Dynamic Capabilities, Triple Bottom Line (TBL), serta Energy Trilemma, penelitian ini merumuskan empat pilar strategi yang humanis dan transformatif. Strategi tersebut mencakup: (1) Pensiun dini PLTU melalui pembiayaan blended finance (JETP) yang berlandaskan transisi berkeadilan (Just Transition) bagi pekerja; (2) Dekarbonisasi aset fosil eksisting melalui co-firing dan teknologi Bioenergy with Carbon Capture and Storage (BECCS); (3) Modernisasi Smart Grid dan Battery Energy Storage System (BESS) untuk menjamin keandalan listrik masyarakat; serta (4) Komersialisasi ekonomi karbon berstandar ISO 14064. Melalui pendekatan ini, perusahaan tidak hanya dituntut untuk mengejar efisiensi bisnis, tetapi juga memelihara keadilan ekologis demi masa depan yang lebih baik.
Navigating Governance Asymmetry in Sustainable Infrastructure Transformation: Integration of ESG Architecture and Digitalization in Ministries of Public Works (KemenPU) and Local Governments Ayu Purnamasari Asih; Mohamad Rizan; Muhammad Awaluddin
Journal of Digital Business and Global Economy Vol. 2 No. 4 (2026): Journal of Digital Business and Global Economy
Publisher : Asosiasi Transformasi Digital Dan Bisnis Indonesia

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.64243/JODIGBI.02.4.03

Abstract

Sustainable infrastructure transformation demands the integration of Environmental, Social, and Governance (ESG) principles into public sector business strategies. The Ministry of Public Works has issued a number of centrally designed policy instruments the Building Management Information System (SIMBG), the Green Building Mandate (BGH), the Domestic Component Level (TKDN) obligations, and State Property grants to local governments but their implementation at the regional level remains uneven. This research questions how governance asymmetry between the central and regional governments affects the adoption of sustainable infrastructure standards, through what mechanisms policy instruments are distorted into administrative compliance, and what kind of governance models can position ministries as strategic orchestrators. The study uses a qualitative plural case study design based on document analysis on secondary sources available to the public, for the period 2021–2025, with four purposively selected policy cases. The evidence relies mainly on regulations, official evaluation results, and the findings of state audit bodies; data are coded deductively using the Technology Organization Environment (TOE) framework and inducively for emerging mechanisms, followed by cross case synthesis. One diagnostic pattern anchored the analysis: The 2024 National SPBE Index reached 3.12 on a scale of 5 and exceeded the medium term target, while only 48 of the 615 agencies evaluated achieved the highest predicate, an aggregate achievement that conceals a highly uneven distribution. In all four cases, the instrument establishes compliance thresholds that can be administratively verifiable but independent of substantive outputs. The resulting pattern is interpreted as means ends decoupling, with a self reinforcing form called a compliance trap, understood not as a new concept, but as a domain specific manifestation of isomorphic mimicry in ESG policy. The article proposes a tiered governance model equipped with tiering indicators, the role of actors, two way transition mechanisms, resource needs, and enforcement limits. Because the evidence base is documentary, the findings are presented as propositions that can be generalized analytically and are open to testing, rather than as a causal claim that has been validated.
Technological, Organizational, and Environmental Determinants of Digital Platform Adoption by SMEs Muhammad Awaluddin
Indonesian Journal of Research and Service Studies Vol. 1 No. 8 (2024): Indonesian Journal of Research and Service Studies
Publisher : Jujurnal Publisher

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.59613/g6cd9868

Abstract

This study investigates the determinants of digital platform adoption among small and medium enterprises (SMEs) by employing the Technology–Organization–Environment (TOE) framework. The model examines three independent factors—technological, organizational, and environmental—influencing the dependent variable, namely digital platform adoption. Data were collected from 300 SMEs through a structured questionnaire using a four-point Likert scale. The analysis employed Exploratory Factor Analysis (EFA) to validate construct dimensionality, followed by reliability testing using Cronbach’s Alpha, and hypothesis testing (H1–H6) to assess the relationships within the TOE framework.The results show that the Kaiser-Meyer-Olkin (KMO) value is 0.78 and Bartlett’s test is significant (χ² = 856.3, df = 136, p < 0.001), confirming the suitability of the data for factor analysis. EFA extracted three components aligned with the TOE framework, explaining 85% of the total variance. Communalities range between 0.68 and 0.84, indicating that the variables are well explained by the extracted factors. Reliability analysis demonstrates strong internal consistency, with Cronbach’s Alpha values of 0.884 for technological factors, 0.902 for organizational factors, and 0.861 for environmental factors. Corrected item-total correlations exceed 0.67, confirming the validity of each measurement item. Hypothesis testing (H1–H6) further reveals that technological readiness, organizational capabilities, and environmental pressures significantly influence digital platform adoption among SMEs, with technology emerging as the strongest determinant.These findings highlight the importance of strengthening digital infrastructure, leadership commitment, resource allocation, and government support to accelerate SME digital transformation. This study contributes both theoretically, by validating the TOE framework in the SME context, and practically, by offering actionable recommendations for managers and policymakers to foster sustainable digital adoption.
Business Transformation Beyond Profit: Integrating Sustainable Innovation and Social Resilience for Inclusive Development in Papua Arif Dilianto; Mohamad Rizan; Muhammad Awaluddin
Journal of Digital Business and Global Economy Vol. 2 No. 4 (2026): Journal of Digital Business and Global Economy
Publisher : Asosiasi Transformasi Digital Dan Bisnis Indonesia

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.64243/JODIGBI.02.4.04

Abstract

Business transformation in the development of the current strategic environment is no longer solely oriented towards achieving financial performance, but is increasingly required to generate value that simultaneously strengthens social inclusion, sustainability, and people's capacity to face change. However, previous studies tend to place Business Transformation, Sustainable Innovation, Inclusive Development, Shared Value Creation, Social Trust, and Social Resilience as constructs that are studied relatively separately, so that the mechanisms of strategic linkages between these constructs have not been adequately explained in an integrative framework. Departing from these gaps, this study developed the Inclusive Development Transformation Framework (IDTF) as a conceptual framework that integrates organizational, innovation, social, and institutional dimensions to explain how transformation can be directed towards inclusive and sustainable regional development. This research uses a qualitative conceptual approach through a systematic literature review, content analysis, comparative analysis, and conceptual synthesis of peer reviewed scientific articles, policy documents, and relevant institutional reports. The results of the synthesis show a strategic flow that places Business Transformation as the initial driver for the development of Sustainable Innovation, which then expands its contribution through Inclusive Development and Shared Value Creation. The process is further expected to strengthen Social Trust and Social Resilience as relational and collective capacities that ultimately underpin Long Term Sustainability. IDTF expands the perspective of strategic management by linking organizational change to its impact on communities and regions. This framework can also serve as a reference for governments, business actors, and stakeholders in designing adaptive, participatory, and sustainable development. Its relevance is even stronger in complex regions such as Papua, where social, economic, institutional, and geographical factors influence each other.
Strategic Digital Learning Platform Utilization: the Roles of User Experience, Trust, and Task–Technology Fit Muhammad Awaluddin; Himawan Nurcahyanto
Ilomata International Journal of Management Vol. 7 No. 4 (2026): October 2026
Publisher : Yayasan Sinergi Kawula Muda

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.61194/ijjm.v7i4.2308

Abstract

The rapid development of digital technologies has transformed how individuals utilize digital learning platforms for knowledge sharing, collaboration, and professional development. Previous studies have primarily examined technology adoption factors separately, while limited research has integrated user experience, trust, and task–technology fit within a single framework to explain behavioral intention and actual use behavior. Therefore, this study aims to analyze the effects of user experience, trust, task characteristics, and technology characteristics on task–technology fit, behavioral intention, and use behavior in digital learning platforms. A quantitative approach was employed using survey data collected from 200 active users of digital learning platforms involved in educational and professional learning activities. Data were analyzed using descriptive statistics and multiple regression analysis. The results indicate that task characteristics (β = 0.31, p < 0.001) and technology characteristics (β = 0.37, p < 0.001) significantly influence task–technology fit (R² = 0.44). User experience (β = 0.34, p < 0.001), trust (β = 0.29, p < 0.001), and task–technology fit (β = 0.28, p < 0.001) significantly affect behavioral intention, explaining 48% of the variance (R² = 0.48). Behavioral intention also significantly influences use behavior (β = 0.41, p < 0.001), with R² = 0.36. These findings demonstrate that positive user experience, trust, and alignment between platform capabilities and user tasks contribute to stronger behavioral intention and actual platform usage. This study contributes to the literature by proposing an integrated user-level model that combines user experience, trust, and task–technology fit to explain digital learning platform utilization.
Co-Authors Arif Dilianto Asep Yanyan Herdiyana Ayu Purnamasari Asih C. Mirza Taufik Dodie Tricahyono Fonny Arisandy Jacob Hantoro, Gunadi Dwi Himawan Nurcahyanto Iman Rahmatulloh Irfan Sholeh Maulana Yazid Al Annuri Mohamad Rizan Mohammad Riza Sutjipto Siska Noviaristanti Yosef Febri Wiryawan