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Comparative study on workforce transformation strategy and SME policies in Indonesia and Malaysia

Adhiatma Ardian, Nurhidayati, Fachrunnisa Olivia, Lukman Najah, Majid Md Noh Ab.

Engineering Management in Production and Services

2023

Vol. 15, no. 4

1--11

This study aims to compare efforts to digitise SMEs in Indonesia and Malaysia, particularly in the Central Java and Kuala Terengganu regions, especially in the cultural context and perceptions of SME owners, in terms of workforce transformation. Data were collected on the creative industry SMEs in Central Java and Kuala Terengganu, with a sample size of 241 at each location. The collected data were then analysed using the ANOVA difference test and the SPSS regression test. This study’s results prove differences in the levels of agile leadership, organisational ambidexterity and workforce transformation in SMEs in Central Java, Indonesia and Kuala Terengganu, Malaysia. Agile leadership and organisational ambidexterity have also been shown to positively and significantly affect workforce transformation. The results of this study contribute to improving the theoretical understanding of SME workforce transformation in Indonesia and Malaysia, particularly the development of academic science in management. In addition, this study also provides information, recommendations, and references to SME entrepreneurs related to strategic planning to optimise performance in maintaining the sustainability of their businesses. This study also provides a practical contribution as a reference for improving the performance of SMEs in Indonesia and Malaysia.

Organizational ambidexterity - the results of bibliometric analysis

Kononiuk Anna

Zeszyty Naukowe. Organizacja i Zarządzanie / Politechnika Śląska

2022

z. 162

353--372

Purpose: Organizational ambidexterity is a promising concept in management science. It is defined as the ability of a company to leverage existing resources by increasing the productivity of current products and services while exploring development niches. The aim of the article is to identify the leading research areas within organizational ambidexterity based on bibliometric analysis carried out on a collection of scientific articles and conference papers indexed in the Scopus database. Findings: Data visualisation was prepared using VOSviewer software (version 1.6.15), which allows analysis of the frequency of keywords in the analysed dataset and, at the same time, an analysis of their co-occurrence with other keywords. The article presents visualisations in the form of both a label view and a density view. Using the VOSviewer software, a summary of 2255 keywords was generated based on the uploaded set of publications and a dictionary allowing the combination or deletion of individual terms. The final map consisted of 36 keywords grouped into six clusters. The theoretical contribution of the paper consists in the identification of six clusters revolving around the issue of organisational ambidexterity. The clusters refer to 1) the relationship between organisational ambidexterity and a company’s ability to innovate, 2) organisational ambidexterity and dynamic capabilities, 3) perception of organisational ambidexterity as a useful framework of product development 4) perception of organisational ambidexterity as a framework to support human resource management, 5) the notion of exploitation and exploration and 6) contextual ambidexterity. Research limitations/implications: The analysis revealed a clear trend away from analysing structural and temporal ambidexterity in companies towards attributing more importance to individual ambidexterity which may be an interesting subject of future research inquiry. A limitation of the study is that it was based on publications from a single database, therefore it is interesting to analyse comparisons between other databases such as Web of Science or IEEE. Originality/value: The article fills the cognitive gap in demonstrating the latest trends in the research field. The findings could serve as a guide for researchers who aim for better understanding of the main progress and promising research trends in the field of organisational ambidexterity.

Public sector management: indispensable facilitating factors in sculpting organisational ambidexterity

Tukiran Martinus, Ghufron Nurul, Sunaryo Widodo, Rusli Zil Irvan, Dalilah Elih

Polish Journal of Management Studies

2022

Vol. 25, No. 1

425--440

Organisational ambidexterity, the ability of the organisation to maintain dual attention on exploitation (processing and refining the core production) and exploration (prospecting activities for new opportunities and innovation) to support sustainable growth, has been widely applied in a business organisation. However, the concept of organisational ambidexterity applied in public and nonprofit organisations currently facing unprecedented challenges in carrying out their mission is not much researched. Under the new reform, a public organisation is not only expected to accomplish the mission but also is expected to be innovative. This study aims to fill in the gap by exploring the strategy of the Indonesian super body organisation known as Komisi Pemberantasan Korupsi (KPK) or Corruption Eradication Commission in achieving organisational ambidexterity. This body is commissioned as in most comparative studies of corruption between countries; Indonesia is on the top of the pyramid. Confirmatory Factor Analysis (CFA) is tested on 200 Indonesian Corruption Eradication Commission officers to confirm the underlying factors. The dynamic interactions among management innovation, organisational adaptation, organisational design, and organisational learning to organisational ambidexterity are examined with path analysis. The research shows the significant impact of all variables as causes for organisational ambidexterity. The model is expected to provide the model for government institutions on managing organisational ambidexterity in line with delivering accountability of mandate fulfilment to respective stakeholders by particular reference to business organisations' concept.

Ambidexterity organizacyjne - zdolność organizacji do utrzymywania podwójnej uwagi na eksploatacji (przetwarzanie i uszlachetnianie podstawowej produkcji) i eksploracji (poszukiwanie nowych możliwości i innowacji) w celu wspierania zrównoważonego rozwoju - znalazła szerokie zastosowanie w organizacji biznesowej. Jednak to, w jaki sposób koncepcja ambidexterity organizacyjnej jest stosowana w organizacjach publicznych i non-profit, które obecnie stoją przed bezprecedensowymi wyzwaniami w realizacji swojej misji, nie jest zbyt wiele zbadane. W ramach nowej reformy od organizacji publicznej oczekuje się nie tylko realizacji misji, ale także innowacyjności. Niniejsze badanie ma na celu wypełnienie luki poprzez zbadanie strategii indonezyjskiej organizacji nadrzędnej znanej jako Komisi Pemberantasan Korupsi (KPK) lub Komisja ds. Zwalczania Korupcji w osiąganiu obustronności organizacyjnej. Organ ten jest zlecany, jak w większości badań porównawczych korupcji między krajami; Indonezja znajduje się na szczycie piramidy. Confirmatory Factor Analysis (CFA) jest testowana na 200 funkcjonariuszach Indonezyjskiej Komisji ds. Zwalczania Korupcji w celu potwierdzenia podstawowych czynników. Dynamiczne interakcje między innowacjami w zarządzaniu, adaptacją organizacyjną, projektowaniem organizacyjnym i uczeniem się organizacji w zakresie ambizręczności organizacyjnej są badane za pomocą analizy ścieżki. Badania wskazują na istotny wpływ wszystkich zmiennych jako przyczyn ambidexterity organizacyjnej. Oczekuje się, że model zapewni instytucjom rządowym model zarządzania obustronnością organizacyjną zgodnie z zapewnieniem rozliczalności realizacji mandatu odpowiednim interesariuszom poprzez szczególne odniesienie do koncepcji organizacji biznesowych.