<![CDATA[Digital transformation has reshaped the innovation agenda across nearly every industry, agriculture included, a sector long regarded as slow to adopt new technology. Employee innovative work behavior determines whether that transformation actually takes hold operationally, yet research on this behavior within Indonesian agritech startups remains scarce. This article maps how business-environment pressure shapes innovative work behavior demands at three Indonesian agritech startups selected purposively for sectoral relevance, documented digital-transformation activity, and public documentation, AgriAku, Eratani, and JALA, with eFishery added as a governance-crisis comparison. A descriptive qualitative design analyzed thirteen core secondary documents published between 2022 and 2026, interpreted thematically through Bandura's Social Cognitive Theory. The documentary evidence indicates that AgriAku, Eratani, and JALA face three distinct innovation orientations, process-oriented, expansion-oriented, and context-adaptive, that align with each company's business-model characteristics. The eFishery case indicates that a governance failure can remove the organizational conditions innovative work behavior depends on, regardless of prior technological reputation. The article provides a cross-case mapping of innovative work behavior within Indonesian agritech startups and sets an agenda for the individual-level quantitative research that should follow.]]>
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