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All Journal SATUKATA: Jurnal Sains, Teknik, dan Studi Kemasyarakatan International Journal of Economics, Management and Accounting
Riinawati Riinawati
Universitas Islam Negeri Antasari, Indonesia
Humanities Biochemistry, Genetics & Molecular Biology Decision Sciences, Operations Research & Management Economics, Econometrics & Finance Law, Crime, Criminology & Criminal Justice Library & Information Science

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THE SOCIAL CONSTRUCTION OF DIGITAL REALITY: A CRITICAL REINTERPRETATION OF ONLINE INTERACTION IN CONTEMPORARY NETWORKED SOCIETIES Riinawati Riinawati
SATUKATA: Jurnal Sains, Teknik, dan Studi Kemasyarakatan Vol. 4 No. 1 (2025): December
Publisher : Lafadz Jaya Publisher

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.47353/satukata.v4i1.4603

Abstract

The rapid expansion of digital technologies has fundamentally transformed the ways individuals perceive, construct, and negotiate reality. This study critically examines the social construction of digital reality through online interactions, emphasizing how meaning is collaboratively produced in networked environments. Drawing upon social constructionism and critical digital theory, the article explores how platforms, algorithms, and user practices shape subjective and collective realities. The study employs a descriptive qualitative approach, synthesizing existing literature and conceptual analysis to reinterpret online interaction beyond surface-level communication. The findings reveal that digital reality is not merely a reflection of offline experiences but a distinct, layered construct shaped by technological affordances, algorithmic mediation, and socio-cultural contexts. Online identities are fluid and performative, often strategically curated to align with platform norms and audience expectations. Furthermore, power structures embedded in digital infrastructures influence what is visible, credible, and legitimate, thereby shaping knowledge production and social norms. This paper also highlights the paradox of digital interaction: while it enables democratized participation and global connectivity, it simultaneously reinforces echo chambers, misinformation, and surveillance practices. The reinterpretation proposed in this study positions digital interaction as an active site of meaning negotiation rather than passive consumption. Ultimately, this research contributes to a deeper understanding of how digital realities are constructed, contested, and institutionalized. It calls for a more critical awareness of the socio-technical mechanisms that underpin online interactions and encourages interdisciplinary approaches to studying digital societies in the contemporary era.
Resilient Organizations in Turbulent Economies: A Conceptual Model of Adaptive Strategy Riinawati Riinawati
International Journal of Economics, Management and Accounting (IJEMA) Vol. 3 No. 7 (2025): December
Publisher : Lafadz Jaya Publisher

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.47353/ijema.v3i7.281

Abstract

This study develops a conceptual model of adaptive strategy to explain how organizations build resilience in turbulent economic environments. Increasing global uncertainty—driven by economic volatility, technological disruption, and geopolitical instability—has challenged traditional strategic management approaches that rely on stability and predictability. Existing frameworks often treat resilience and strategy as separate constructs, limiting their explanatory power in dynamic contexts. This study addresses this gap by integrating resilience theory and adaptive strategy into a unified conceptual framework. Using a qualitative conceptual approach, this research synthesizes insights from strategic management, organizational theory, and complexity theory. The proposed model conceptualizes resilience as a dynamic capability that enables organizations to anticipate, absorb, and adapt to external shocks. Adaptive strategy is framed as an iterative process shaped by environmental uncertainty, organizational learning, and resource reconfiguration. The study identifies three core dimensions of organizational resilience: strategic flexibility, adaptive capacity, and institutional alignment. These dimensions interact to form a feedback-driven system that enhances organizational survival and long-term performance. The findings suggest that resilience is not a static attribute but a continuous process of strategic adaptation. This study contributes to the literature by offering an integrative framework that bridges resilience and strategy, providing a foundation for future empirical research. From a managerial perspective, the model highlights the importance of agility, learning, and institutional responsiveness in navigating turbulent economic environments.
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