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All Journal Jurnal Ilmiah Manajemen Kesatuan Journal of Economics, Entrepreneurship, Management Business and Accounting
Christin Susilowati
Universitas Brawijaya, Indonesia
Economics, Econometrics & Finance Social Sciences

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Building Digital Capability in Startups: The Roles of Technology Orientation and Innovation-Oriented Leadership Christin Susilowati
Journal of Economics, Entrepreneurship, Management Business and Accounting Vol 4 No 3 (2026): Volume 4, Issue 3, May 2026
Publisher : CV. Sakura Digital Nusantara

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.61255/jeemba.v4i3.1050

Abstract

Purpose: This study examines the roles of technology orientation and innovation-oriented leadership in shaping digital capability in startups. It specifically positions digital capability as a primary strategic outcome and explores how internal strategic factors contribute to its development. Design/methodology/approach: This study uses a quantitative explanatory design. Data were collected from 105 founders or co-founders of digital startups through a structured questionnaire. The data were analyzed using PLS-SEM with SmartPLS 3 and bootstrapping of 5,000 subsamples. Business age and market segmentation were included as control variables. Finding/Results – The results show that technology orientation has a significant positive effect on digital capability. Innovation-oriented leadership also significantly influences digital capability and emerges as the strongest direct predictor. In addition, the interaction between technology orientation and innovation-oriented leadership has the largest effect, indicating a strong synergistic relationship in strengthening digital capability. Market segmentation significantly affects digital capability, while business age does not show a significant effect. Originality/Value – This study highlights digital capability as a key strategic outcome in startup research. It also shows that the combined effect of technology orientation and innovation-oriented leadership is more important than their separate effects. The findings enrich the literature on startups by offering evidence from emerging digital businesses and by showing the relevance of market segmentation in explaining digital capability.
Exploration and Exploitation Strategy for Innovation and Competitive Advantage of Companies Haikal Muhammad Hikam; Rofiaty; Christin Susilowati
Jurnal Ilmiah Manajemen Kesatuan Vol. 13 No. 6 (2025): JIMKES Edisi November 2025
Publisher : LPPM Institut Bisnis dan Informatika Kesatuan

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.37641/jimkes.v13i6.4106

Abstract

This study aimed to analyze the exploration and exploitation strategies implemented by one of the largest orchid producers in East Java. The research method employed a qualitative approach using a case study, with data collection techniques including in-depth interviews, observation, and documentation. The data were analyzed using qualitative descriptive techniques through data reduction, presentation, and systematic conclusion drawing based on field findings. The results show that the company’s exploration strategies in the internal aspect include inclusivity, adaptive culture, digital-based financial management, product and process innovation, as well as the implementation of information systems, while external exploration focuses on value and new market creation, empowerment of plasma farmers, differentiation, and the adoption of new technologies. Meanwhile, internal exploitation strategies involve transparency, strengthened control, employee competency improvement, product and process development, and enhancement of information quality, whereas external exploitation is carried out through value and market improvement, collaboration with plasma farmers, product modification, and optimization of existing technologies. In conclusion, the consistent combination of exploration and exploitation strategies strengthens the company’s competitive position while ensuring the business sustainability in the dynamic orchid industry.  
Co-Authors Haikal Muhammad Hikam Rofiaty