Sustainable Future: Trends, Strategies and Development: Proceedings of the 3rd Conference on Managing Digital Industry, Technology and Entrepreneurship, (CoMDITE 2022), Bandung, Indonesia, 24 May 2022

Noviaristanti, Siska (Ed.); Boon, Ong Hway (Ed.) Book Sustainable Future: Trends, Strategies and Development: Proceedings of the 3rd Conference on Managing Digital Industry, Technology and Entrepreneurship, (CoMDITE 2022), Bandung, Indonesia, 24 May 2022 Provided in Cooperation with: Taylor & Francis Group Suggested Citation: Noviaristanti, Siska (Ed.); Boon, Ong Hway (Ed.) (2023) : Sustainable Future: Trends, Strategies and Development: Proceedings of the 3rd Conference on Managing Digital Industry, Technology and Entrepreneurship, (CoMDITE 2022), Bandung, Indonesia, 24 May 2022, ISBN 978-1-000-88260-5, CRC Press, Boca Raton, FL, https://doi.org/10.1201/9781003335832 This Version is available at: https://hdl.handle.net/10419/290604 Standard-Nutzungsbedingungen: Die Dokumente auf EconStor dürfen zu eigenen wissenschaftlichen Zwecken und zum Privatgebrauch gespeichert und kopiert werden. 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If the documents have been made available under an Open Content Licence (especially Creative Commons Licences), you may exercise further usage rights as specified in the indicated licence. https://creativecommons.org/licenses/by-nc/4.0/ SUSTAINABLE FUTURE: TRENDS, STRATEGIES AND DEVELOPMENT The book contains a selection of papers that were presented at the 3rd Conference in Managing Digital Industry, Technology and Entrepreneurship (3rd CoMDITE) with the theme: Sustainable Future: Trends, Strategies and Development. The Millennium Development Goals, continued as Sustainability Development Goals (SDGs), are effective instruments and have, in recent years, brought many positive changes in numerous countries around the world. Most notably, it has fundamentallychangedourwayofapproachingthetangledsetofchallenges: Statestoday undertake to achieve concrete development goals; transparency and accountability to citizens and the global public has become a matter of course; and cooperation between the political, economic and societal spheres is no longer questioned. However, in addition to the global pandemic situation it has challenged the business world to develop an outstanding strategy to face extreme uncertainty. Using digital technology and its advancement is believed to be one of the main keys for taking up this challenge. The 3rd Conference in Managing Digital Industry, Technology and Entrepreneurship (the 3rd CoMDITE) has brought forward discussions on implementation of digital technology in strategic, operation, finance, marketing, human resources management, and entrepreneurship around sustainable future issues. PROCEEDINGS OF THE 3RD CONFERENCE ON MANAGING DIGITAL INDUSTRY, TECHNOLOGY AND ENTREPENEURSHIP, (COMDITE 2022), BANDUNG, INDONESIA, 24 MAY 2022 Sustainable Future: Trends, Strategies and Development Edited by Siska Noviaristanti Telkom University, Indonesia Ong Hway Boon Multimedia University, Malaysia By Routledge 4 Park Square, Milton Park, Abingdon, Oxon, OX14 4RN e-mail: [email protected] www.routledge.com – www.taylorandfrancis.com Routledge is an imprint of the Taylor & Francis Group, an informa business © 2023 selection and editorial matter, Siska Noviaristanti and Ong Hway Boon; individual chapters, the contributors The right of Siska Noviaristanti and Ong Hway Boon to be identified as the authors of the editorial material, and of the authors for their individual chapters, has been asserted in accordance with sections 77 and 78 of the Copyright, Designs and Patents Act 1988. The OpenAccess version of this book, available at www.taylorfrancis.com, has been made available under a Creative Commons Attribution-Non Commercial-No Derivatives 4.0 license. Although all care is taken to ensure integrity and the quality of this publication and the information herein, no responsibility is assumed by the publishers nor the author for any damage to the property or persons as a result of operation or use of this publication and/or the information contained herein. Library of Congress Cataloging-in-Publication Data A catalog record has been requested for this book ISBN: 978-1-032-37201-3 (hbk) ISBN: 978-1-032-37203-7 (pbk) ISBN: 978-1-003-33583-2 (ebk) DOI: 10.1201/9781003335832 Typeset in Times New Roman by MPS Limited, Chennai, India Sustainable Future: Trends, Strategies and Development – Noviaristanti & Hway Boon (eds) © 2023 copyright the Editor(s), ISBN 978-1-032-37201-3 Open Access: www.taylorfrancis.com, CC BY-NC-ND 4.0 license Table of contents Preface from chair committee CoMDITE 2022 xi Editors xiii Background xv Acknowledgements xvii Scientific Committee xix Conference Committee xxi Analyzing the effect of business process management on business process performance and organizational performance at BPJS Kesehatan 1 S.F. Muhamad & R.D. Kusumastuti The impact of career adaptability and occupational future time perspective on career planning and its implications towards turnover intention: Evidence from Indonesia’s banking sector 5 S. Fitriani & P.M. Desiana Mediation role of innovativeness on the relation of digital competence and digital literacy to academic performance 9 H.E. Dwipeni & S. Noviaristanti Transformational leadership, CSR, and job performance: A mediation analysis in Indonesian architecture firms 13 K.M.F.N. Imami & A.D. Hadisumarto Asset securitization as a long-term funding and fee-based income alternatives: Case study of BTN 18 C.D. Prameswari & R. Rokhim The effect of brand image, price, trust, and value on repurchase intention of lifebuoy antibacterial soap 22 R. Resmawati & Indrawati The effect of hedonic shopping motivation and sales promotion on impulse buying through positive emotion as intervening variables on the marketplace shopee 26 R.S. Aprilia, Indrawati & I. Rachmawati Overview of scenario thinking on PT Len Telekomunikasi Indonesia’s long-term business strategy 29 I. Nugraha & D. Tricahyono Strategy to increase ARPU of Telkomsel high-value prepaid customers (case study of prepaid customers in the Jabotabek Jabar area) 33 P. Adhiputra & M. Ariyanti Credit risk management strategies in the banking industry before and during the COVID-19 pandemic 37 A. Andana & R.A. Baskoro The business model canvas of Telkomaterial as a B2B entity 41 C.J. Limbong & D. Tricahyono v The effect of facebook marketing on the purchase intention of security training customers 45 Al Amin & Indrawati Analyzing strategies in IT startup companies using business model canvas 49 A.R.O. Febriasi & S. Noviaristanti Addressing SDG 4 in digital sustainable entrepreneurship: The what, how, and why 53 R.L. Lubis & K.H. Irsyad Identifying the driving forces of digital sustainable entrepreneurship: A triple bottom line in the business model canvas to achieve SDGs 57 R.L. Lubis & S.A. Goffar Scenario planning approach for future electricity businesses to support the energy transition in Indonesia 61 A. Alghani & S. Noviaristanti Technology readiness & acceptance model and digital transformation strategy of Ciparay traditional market village, Bandung 65 K.P. Hutami, R.D. Pasaribu & M.R. Sutjipto Analysis of differences financial literacy and investment decisions between student in Bandung city and Cirebon city 69 A. Iradianty & A.S. Ajeng Analysis of challenging factors for digital transformation in Telkomsel company 73 F. Siswanto, S. Noviaristanti & G. Ramantoko Factors affecting the adoption of new innovation technology on MSMEs in Indonesia 77 Y.M. Huda & S. Noviaristanti The relationship between collaboration factors, teamwork satisfaction, and student satisfaction: A conceptual paper 81 T.P. Avero & D. Tricahyono Factor analysis of learning technology acceptance by state civil apparatus 85 H.A. Hanifan & S. Noviaristanti Analysis of the adoption of E-wallet to business principals in the food and beverage sector in Bandung city 89 A.M.B. Santosa, M. Awaluddin & S. Noviaristanti The effect of social media marketing with digital platform as the communication media of brand awareness on SME products 93 H.A. Supartiwi, M. Ariyanti & N. Trianasari Core competencies of automotive manufacturing company in industry 4.0: A qualitative analysis (case: PT XYZ) 97 S. Maulidna & D. Nidya The effect of e-service quality on application reuse intention among Codashop users 101 H.N. Abdillah, M. Ariyanti & S. Widiyanesti Analysis of E-commerce adoption for MSMES in food and drink sector in Garut Regency 105 L.H. Nugraha, M. Awaluddin & S. Noviaristanti Acceptance analysis of e-HRM for employees using UTAUT-1 model 109 Y. Permatasari, D. Tricahyono & D. Indiyati vi The accuracy of the Fama-French five-factor and momentum models on returns in the Indonesia stock exchange 113 D. Effendi & R.A. Baskoro Fostering sustainability reporting to encourage profitability in Indonesian building construction industry 117 A. Krisnawati & R.D. Aniza The effect of job satisfaction and employee engagement on turnover intention on Indonesian sharia banks 120 Nurbaeti & R. Wahyuningtyas The analysis of performance and determinant factors of exchange-traded funds in Indonesia stock exchange 124 R.S. Muharram & I. Gandakusuma The effect of quality of auditors, corporate governance, leverage, and profitability on earnings management 128 Anathasia Stock portfolio management in the old age security fund (JHT) at the social security agency for employment (BPJS Ketenagakerjaan) 132 Adrian & W. Buddi Understanding travel constraint: Analysis of intergenerational perceptions 136 M. Kristanti & A. Harianto Portfolio optimization of sharia based assets: Indonesia old age security fund (JHT) 140 M. Ilmi & R.A. Kasri The influence of economic conditions on the penetration and density of life insurance companies in Indonesia for the period 2016–2020 144 A. Nazhifa & R.A. Baskoro Impact of FinTech lending on poverty reduction evidence from Indonesia 148 F. Fauzi & R. Rokhim Impact of social media marketing activities on brand equity and customer response of shopee Indonesia on instagram 152 S.K.Z. Mulyawan & A.M.A. Suyanto Measuring customer loyalty through relational benefit in a silver jewellery store 157 J. Hatammimi & A.N.A. Fatin The role of online video reviews towards the purchase of E-commerce in Indonesia 161 D. Soetanto &Y. Alversia Most wanted brand attributes: Student perceived values of private universities in Surabaya 165 F. Jaolis, T.N.B. Tandijaya & S. Wijaya Influence of organizational culture and loyalty on employee performance in the pandemic era 169 A. Permaisuri & F.P. Sary The impact of customer experience on the intention to reuse and the indirect influence of customer satisfaction on bank XYZ customers 173 A.Y. Bryan & S.R.H. Hati vii Sustainable Future: Trends, Strategies and Development – Noviaristanti & Hway Boon (eds) © 2023 copyright the Editor(s), ISBN 978-1-032-37201-3 Open Access: www.taylorfrancis.com, CC BY-NC-ND 4.0 license Background CoMDITE is an annual conference organized by the Master in Management Program, School of Economic and Business, and jointly hosted by the Faculty of Management MMU Malaysia. The conference has taken place in Bandung on the 24th of May 2022. This conference reflects the achievements, challenges and developments of the field Managing Digital industry through academic paper presentations, industry engagement, academic keynotes, and discussions on key themes. The conference aims to provide all participants with opportunities to hear, think and contribute creatively to the continuing growth and expansion of the field and develop social networks among participants. The 2022 conference theme is Sustainable Future: Trends, Strategies and Development and welcomes all authors that are interested in organization studies, marketing, management, digital technology, finance, human resources, creativity, art and design. This includes research on, but is not limited to, issues that are listed as the themes and areas for the conference below. Objectives The CoMDITE 2022 conference aims to build relationships between academics, practitioners, and governments as well as being a platform for academics and researchers to present cutting-edge research findings and to exchange insightful perspectives with industry practitioners. In addition, CoMDITE 2022 also provides opportunities for undergraduate and postgraduate students to present their proposals so that they are modern-minded and uphold good values and culture, as well as opportunities for industry and policy makers to get feedback on research ideas, and findings to develop a business curriculum. xv Sustainable Future: Trends, Strategies and Development – Noviaristanti & Hway Boon (eds) © 2023 copyright the Editor(s), ISBN 978-1-032-37201-3 Open Access: www.taylorfrancis.com, CC BY-NC-ND 4.0 license Acknowledgements We would like to express our thanks to the conference committee for their work, all sponsors of this event,Telkomsel,Angkasa Pura II,Telkom Indonesia, Edelweiss Hospital and MM Universitas Sriwijaya. We also acknowledge the authors for their contribution and we would like to address a warm appreciation to the members of the scientific committee for their participation and expertise in the preparation of the conference. We also thank all people who agreed to play the role of moderator and session chair. Without their support the conference could not have been the success that it was. Hopefully, the success of the conference will continue next year. xvii Sustainable Future: Trends, Strategies and Development – Noviaristanti & Hway Boon (eds) © 2023 copyright the Editor(s), ISBN 978-1-032-37201-3 Open Access: www.taylorfrancis.com, CC BY-NC-ND 4.0 license Scientific Committee Prof. NuranAcur (University of Glasgow, UK) Prof. Elisabetta Lazzaro (Hogeschool Kunst Utrecht, The Netherlands) Dr. Chong ChoyYoke (Multimedia University, Indonesia) Prof. Hiro Tugiman (Telkom University, Indonesia) Assoc. Prof. Indrawati, Ph.D (Telkom University, Indonesia) Assoc. Prof. Dr. Nahariah Jaffar (Multimedia University, Malaysia) Dr. Vichaya Mukdamanee (Silpakorn University, Thailand) Dr. Rinyaphat Nithipataraahnan (Silpakorn University, Thailand) Assoc. Prof. Dr. MayaArianty (Telkom University, Indonesia) Dr. Chong Lee Lee (Multimedia University, Malaysia) Dr.Yudi Fernando (Universiti Malaysia Pahang, Malaysia) Dr. Tan Siow Hooi (Multimedia University, Malaysia) Dr. Hasni binti Mohd Hanafi (Multimedia University, Malaysia) Dr. Ong Hway Boon (Multimedia University, Malaysia) Siska Noviaristanti, Ph.D (Telkom University, Indonesia) Dr. Tan Siow Kian (Multimedia University, Malaysia) Dr. Gadang Ramantoko (Telkom University, Indonesia) Dr. Palti M.T. Sitorus (Telkom University, Indonesia) Dr. Astri Gina (Telkom University, Indonesia) Dr. Ratna Lindawati Lubis (Telkom University, Indonesia) Dr. Ratri Wahyuningtyas (Telkom University, Indonesia) Dr. Riko Hendrawan (Telkom University, Indonesia) Dr. Anisah Firly (Telkom University, Indonesia) xix Sustainable Future: Trends, Strategies and Development – Noviaristanti & Hway Boon (eds) © 2023 copyright the Editor(s), ISBN 978-1-032-37201-3 Open Access: www.taylorfrancis.com, CC BY-NC-ND 4.0 license Conference Committee Chairperson Siska Noviaristanti, Ph.D Co-Chairperson Assoc. Prof Dr. Ong Hway Boon Secretary Ardan Gani Asalam, S.E., M.Ak Committee from MMU Assoc. Prof Dr. Nahariah Jaffar Zarehan Selamat Azrena Mohd Noor Dr. Chong Choy Yoke Dr. Hasni Hanafi Administration Mesayu Ana Hanifah Dede Rahmat Sponsorship Division Indrawati, Ph.D Plenary Session Dr. Astri Ghina Dr. Ratna L Nugroho Parallel Session Dodie Tricahyono, Ph.D Dr. Palti MT Sitorus Promotion Division Dr. Maya Ariyanti Dr. Dian Indiyati Dr. Gadang Ramantoko Website, Conference System and Design Division Mohammad Tyas Pawitra Alfi Inayati xxi Sustainable Future: Trends, Strategies and Development – Noviaristanti & Hway Boon (eds) © 2023 copyright the Author(s), ISBN 978-1-032-37201-3 Open Access: www.taylorfrancis.com, CC BY-NC-ND 4.0 license Analyzing the effect of business process management on business process performance and organizational performance at BPJS Kesehatan S.F. Muhamad & R.D. Kusumastuti Department of Management, Faculty of Economics and Business, Universitas Indonesia, West Java, Indonesia ABSTRACT: BPJS Kesehatan, an institution appointed by the Indonesian Government implementing National Health Insurance Program, needs to implement business process management to run effective business processes to achieve performance targets. This study aims to analyze the effect of business process management on business process performance and organizational performance by quantitatively distributing questionnaires to 71 BPJS Kesehatan Branch Offices spread over 29 provinces in Indonesia. The Partial Least Square-Structural Equation Modelingapproach was employed to process the data, and the measurement items were adopted from previous studies. The results indicated that business process management had a significant and positive effect on organizational performance through the mediation of business process performance. This study is expected to help BPJS Kesehatan managers to better manage business process management, and recommend the insurance industry improve business process management to achieve higher firm performances. Keywords: business process management, business process performance, organizational performance, BPJS Kesehatan. 1 INTRODUCTION Business Process Management (BPM) is a management science discipline focusing on improving organizational performance via continuous improvement and control of the management process (Dallas & Wynn 2014). BPM is used in the service business to obtain a long-term competitive advantage (Harmon 2010; Sohail & Hoong 2003; Vergidis et al. 2008). Several studies have looked into the relationship between organizational performance and BPM. In addition, Wong et al. (2013) link BPM to improved organizational performance. Top management’s commitment to regulating important procedures and empowering individuals to handle their work has been shown to boost organizational performance. Moreover, process alignment facilitates cross-company collaboration and helps achieve common goals. AccordingtoElbashir et al. (2008) in bothservice and non-service sectors, there is a considerable association between business process performance and organizational performance. However, the non-service sector shows a far stronger correlation between business process performance and organizational performance. This study aims to analyze the effect of business process management on business process performance and organizational performance. BPJS Kesehatan (Social Security Administrator for Health)was chosen astheobjectofthisstudy because BPJS Kesehatanas the appointed government agency to implement the National Health Insurance program needs to carry out business process management to be able to run effective business processes in order to achieve performance targets. DOI 10.1201/9781003335832-1 1 Lin, Y. (2017). Is this the Right Job for Me and my Children? Turnover Intention and Parental Correctional CareerEndorsementamongCorrectionalOfficersinTaiwan.AsianJournalofCriminology,12(3), 217–230. https://doi.org/10.1007/s11417-017-9243-z Mercer. (2020). Mercer’s Total Remuneration Survey predicts Indonesia’s salary increase to rise in 2020. https://www.asean.mercer.com/newsroom/indonesia-salary-increase-to-rise-in-2020-eng.html Michael Page Indonesia. (2021). Talent Trends 2021. Michael Page Indonesia. (2022). Talent Trends 2022: The Great X Indonesia. Michaels, C.E., & Spector, P.E. (1982). Causesof employeeturnover:A test oftheMobley, Griffeth, Hand, and Meglino model. Journal of Applied Psychology,67(1), 53–59. https://doi.org/10.1037/0021-9010.67.1.53 PwC Indonesia. (2014). Indonesian Banking Survey 2014. https://www.pwc.com/id/en/publications/assets/ indonesian-banking-survey-2014.pdf Ridlo, I. A. (2016). Turn Over (Literature Review) in Bahasa for Healthcare.March 2012. Rudolph, C.W., Katz, I.M., Lavigne, K. N., & Zacher, H. (2017). Job crafting:A meta-analysisof relationships with individual differences, job characteristics, and work outcomes. Journal of Vocational Behavior,102, 112–138. https://doi.org/10.1016/j.jvb.2017.05.008 Rudolph, C. W., Kooij, D. T. A. M., Rauvola, R. S., & Zacher, H. (2018). Occupational future time perspective: A meta-analysis of antecedents and outcomes. Journal of Organizational Behavior,39(2), 229–248. https://doi.org/10.1002/job.2264 Salleh,A. M. M., Omar, K.,Aburumman, O. J., Mat, N. H. N., &Almhairat, M.A. (2020).The impact of career planning and career satisfaction on employee’s turnover intention. Entrepreneurship and Sustainability Issues,8(1), 218–232. https://doi.org/10.9770/jesi.2020.8.1(14) Savickas, M.L.(2013). Career constructiontheory andpractice. CareerDevelopmentandCounselling: Putting Theory and Research into Work,2, 147–183. Savickas, M. L., & Porfeli, E. J. (2012). Career Adapt-Abilities Scale: Construction, reliability, and measurement equivalence across 13 countries. Journal of Vocational Behavior,80(3), 661–673. https://doi.org/10.1016/j.jvb.2012.01.011 Tampi, M. R. (2010). Kerja di Bank, Untung Besar, Stres Level Tinggi. Kompas. https://edukasi.kompas.com/ read/2010/10/16/16302384/∼Karir∼Dunia Kerja Tishman, F. M., Looy, S. Van, & Bruyère, S. M. (2015). Employer Strategies for Responding to an Aging Workforce Objectives / Goals The goals of this research report were to: March 2012. Triyati, N. (2002). PengaruhAdaptasi KebijakanWork Family IssueTerhadapAbsence danTrunover. In Jurnal Widya Manajemen & Akuntansi (Vol. 2, Issue 3, pp. 241–254). Zacher, H., & Frese, M. (2009). Remaining time and opportunities at work: Relationships between age, work characteristics, and occupational future time perspective. Psychology and Aging,24(2), 487–493. https://doi.org/10.1037/a0015425 APPENDIX – HYPOTHESIS TESTING RESULT FRAMEWORK 8 Sustainable Future: Trends, Strategies and Development – Noviaristanti & Hway Boon (eds) © 2023 copyright the Author(s), ISBN 978-1-032-37201-3 Open Access: www.taylorfrancis.com, CC BY-NC-ND 4.0 license Mediation role of innovativeness on the relation of digital competence and digital literacy to academic performance H.E. Dwipeni & S. Noviaristanti Telkom University, Bandung, Indonesia ABSTRACT: The Fourth Industrial Revolution has created opportunities in social and business contexts while demanding new personal competencies. This demand has motivated the growth of an education program focused on digital competence and digital literacy, as a part of wider education perspective shift called Education 4.0. The proliferation of digital technology has also influenced the way students do the process of learning, doing assignments, and nurturing creativities. This research aims to explore the influences of digital competence and digital literacy on academic performance, with special attention to the role of inovativeness as a mediator between digital competence and academic performance, and between digital literacy and academic performance. 1 INTRODUCTION Industry 4.0 has driven digital transformation to business and everyday life. New business models rely on digitally-enabled collaboration and ecosystems. New production models, with better productivity and efficiency, need new digital capabilities. New marketing and business communications need digital competencies to understand better the behaviours of customers. Those things need a workforce reskilling and workplaces reshaping, which in turn requrires a paradigm shift in education, named Education 4.0. Education 4.0 puts attention on the development of new competencies and capabilities related to the world change facilitated by automation and digitalization (Hong & Ma 2020), while intensifying digital methods in learning. Education 4.0 focuses on acquiring competencies rather than knowledge, and the application of skills and knowledge on real-world problems as well as the transition of the role of the teacher to a mentor (Goldin et al. 2022). It introduces digital literacy and digital competency in the process of learning, including digital exploration, collaboration, etc. COVID-19 pandemic has abruptly transformed the way schools carry out learning process from class to digital media. It is an opportunity to implement digitally-enhanced education system, but it needs a better understanding on the way digitalisation in education may influence the academic performance. Pagani et al. (2016) reported that digital competence has direct and positive impact in academic performance of the students. Leung and Lee (2015) and Pagani et al. (2016) showed that young people with better digital literacy (those who are easier to find, explore, and access information sources; and those who have knowledge in creating information) perform better in overall academic competence. It is necessary to carry out a research to measure the real relation between digital competence and academic performance, between digital literacy and academic performance, and between innovativeness and academic performance. It is also necessary to measure whether innovativeness mediates the relation between digital competence and academic performance, and between digital literacy and academic performance. DOI 10.1201/9781003335832-3 9 1.1 Digital competence Competences are more than just knowledge and skills — they imply the ability to overcome complex situations by smartly combining psychological resources, skills, and attitudes (Canal, 2022). Ferrari (2013) defined Digital Competence as the confident, critical and creative use of digital technologies to achieve goals related to work, employability, learning, leisure, inclusion and/or participation in society. UNESCO outlines three levels of digital competences: functional skills (accesstotechnology), genericskills, andhigherlevelskills(professionalICTcompetences, including programming and innovation). In this research, Digital Competence is defined as the ability to manage and deploy various kinds of digital resources (knowledge and information, technology and services, culture and attitude) to solve complex and dynamic issues. 1.2 Digital literacy Digital literacy refers to the abilities related to the use of ICTs to discover, assess, make, and communicate information, using intellectual and technical talents (Ala 2011). Lei (2021) stated that students with greater ICT literacy might use its component skills to learn more or use their familiarity in ICT-mediated activities to learn more. By accessing more information via ICT, students can use them as building blocks to learn more. In this research, Digital Literacy is defined as the ability to gain and master the information, knowledge, technology, and cultures related to digital technology. 1.3 Academic performance O’Connor & Paunonen (2007) stated that adacemic performance refers to various terms related to the learning success.Academic performance is measured by self-reported performance indications, including students’ perception on their ability in learning, doing academic tasks, and their total academic performance (Chang et al. 2019; ElAnsari et al. 2020; Escalante Mateos et al. 2021; Han &Yi 2019; Martin et al. 2005). In this research,Academic Performance is defined as a combination of measured score and perceived performance related to the result of formal educational process (learning and doing educational tasks) and assessments. 1.4 Innovativeness Innovativeness requires at least two dimensions: (a) In ideation dimension, innovativeness relates to orientation, trends, and culture. It refers to openness to new ideas as an aspect of corporate culture. (b) In execution dimension, innovativeness relates to the capacity to act in innovative ways; which in turn related to the the organisational involvement in the process of introducing new processes, products, or ideas (Hurley & Hult 1998; Hult et al. 2004; Bouwman 2019). Kartajaya & Nasution (2018) proposed that there are two aspects related to innovation management: (a) creativity, which is the ability to develop new ideas using skills, flexible & imaginative thinking, and internal motivation; and (b) risk taking, which ability to endorse new strategic ideas with measurable risk management. In this research, Innovativeness is defined as the the ability or potential to ideate and execute personal or organisational transformations towards improvement and enhancement of products or processes. 2 LITERATURE REVIEW This research highly emphasise the positive effect of digital competence of students to the academic learning process and its performance in formal education institutions (Elstad & Christophersen 2017; Martín & Tyner 2012; Nyikes 2018). We propose that: 10 P1: Digital Competence has a direct and positive correlation with Academic Performance Amiri(2009)andAbbasRasool (2019)reportthepositiveeffect ofdigitalliteracyonthestudents’ academic performance. We propose that: P2: Digital Literacy has a direct and positive correlation with Academic Performance Marchiori (2022) showed that the innovations capability leads the better performance. We propose that: P3: Innovativeness has a direct and positive correlation with Academic Performance Neumeyer (2021) stated that the next stage in technology and digital literacy is transformation stage that drives — among others — the design of innovative solutions. Digital literacy could be analysed in some levels. Higher literacy level will drive to innovation creation. We propose that: P4: Digital Competence has a direct and positive correlation with Innovativeness Higher organisational performance results from the innovation capability of the organisation. Through innovation, the organisations explores the solutions for their issues and challange, while opening the way for its success and sustainability (Hult et al., 2004). We propose that: P5: Digital Literacy has a direct and positive correlation with Innovativeness. 3 CONCEPTUAL FRAMEWORK Figure 1 shows the research framework, which includes the independent variables (digital competence and digital literacy), the dependent variable (academic performance) and the intervening variable (innovativeness). Figure 1. Conceptual framework. 4 CONCLUSION This research has explored some literatures to define some academic footholds. Based on the discussion described in the previous chapter, the following conclusions are obtained: 1. Theoretical reviews have shown that Digital Competence, Digital Literacy, and Innovativeness have direct and positive correlations with Academic Performance. 2. Digital Competence and Digital Literacy also have direct and positive correlations with Innovativeness. 3. Innovativeness has mediation roles between Digital Competence and Academic Performance; and Digital Literacy and Academic Performance. 11 4. This conclusion could be treated as an academic foothold for the next research stage, i.e. the empirical measurement. It should also be noted that the aspects of competence and innovativeness may have cultural and contextual variation and uniqueness; so the empirical measurement could be carried out in different cultural backgrounds. 5. It is recommended for education and school management — in relation to inevitable cultural and social transformation enhanced by digital technology, and accelerating social change driven by the current pandemic — to design an education structure in which the aspects of digital literacy, digital competence, and innovation capability, are developed, improved, and optimally utilised. REFERENCES Carretero S., Vorikari R., Punie Y. 2017. Digicomp 2.1 — The Digital Competence Framework for Citizens. Publications Office of the European Union, Luxembourg. Ferrari A. 2013. Digcomp: A Framework for Developing and Understanding Digital Competence in Europe. Publications Office of the European Union, Luxembourg. Goldin T., Rauch E., Pacher C., Woschank M. 2022. Reference Architecture for an Integrated and Synergetic Use of Digital Tools in Education 4.0. Procedia Computer Science 200: 407–417 Ilomäki L., Kantosalo A., & Lakkala M. (2011). What is Digital Competence? in Linked Portal (pp. 1–12). European Schoolnet (EUN), Brussels. He T. & Zhu C. 2017. Digital Informal Learning among Chinese University Students: The Effects of Digital Competence and Personal Factors. International Journal of Educational Technology in Higher Education, 14(1), 1–19. Hong C. & Ma W.W. 2020. Introduction: Education 4.0: Applied Degree Education and the Future of Work. in Applied Degree Education and the Future of Work (pp. 1–13). Springer, Singapore. Koltay T. 2011. The Media and The Literacies: Media Literacy, Information Literacy, Digital Literacy. Journal Media, Culture & Society. 33(2). 211–221. Mehrvarz M., HeidariE., Farrokhnia,M., & Noroozi O. 2021.TheMediating Role ofDigitalInformal Learning in The Relationship Between Students’Digital Competence and Their Academic Performance. Computers & Education, 167, 104184. Microsoft. 2020. InnovationisOnlyPossibleifSupportedbyDigitalSkills. [online]. https://news.microsoft.com/ en-cee/2020/11/17/innovation-is-only-possible-if-supported-by-digital-skills/ [10 Februari 2022]. Sugiyono. 2018. Metode Penelitian Kuantitatif, Kualitatif, dan R&D. Bandung: Alfabeta. Vial, G. 2019. Understanding Digital Transformation: A Review And A Research Agenda. Managing Digital Transformation, 13–66. Zain, S. (2021). Digital Transformation Trends in Education. In Future Directions in Digital Information (pp. 223–234). Chandos Publishing. 12 Sustainable Future: Trends, Strategies and Development – Noviaristanti & Hway Boon (eds) © 2023 copyright the Author(s), ISBN 978-1-032-37201-3 Open Access: www.taylorfrancis.com, CC BY-NC-ND 4.0 license Transformational leadership, CSR, and job performance: A mediation analysis in Indonesian architecture firms K.M.F.N. Imami Master of Management, Faculty of Economics and Business, University of Indonesia, Indonesia A.D. Hadisumarto Faculty of Economics and Business, University of Indonesia, Indonesia ABSTRACT: This article presents the empirical results of the relationship between transformational leadership and job performance, mediated by CSR in the context of Indonesian architectural design firms. Purposive sampling was employed and 118 samples were gathered through an online questionnaire. The samples consisted of Indonesian architects. The data were analyzed using the PLS-SEM method via bootstrapping. The findings of this research showed that there was a significant and positive effect of transformational leadership on CSR and job performance. It also showed a significant and positive mediating role of CSR.These findings confirmed CSR as a strong mediator between transformational leadership and job performance. Keywords: Architecture, Transformational Leadership, Corporate Social Responsibilities, CSR, Job Performance 1 INTRODUCTION Architecture is a growing industry in Indonesia. This growth can increase the competition between architectural firms. Increasing competition can lead firm managers to increase awareness about their firms’strengths and weaknesses, including their organizational and job performance (McMillan & Woodruff 2002). Thus, managers increased their interest in finding out the factors of performance, and how to manipulate them correctly (Alenezi et al. 2015). One of the factors of firm performance is leadership style (Manzoor et al. 2019), and the leadership style that seems to be promising for architectural practices is transformational leadership (Hood 2021). Research by Manzoor et al. (2019) revealed that there are two ways in which transformational leadership can influence job performance, namely directly and indirectly, arguably through CSR. In architectural practice, CSR can retain, raise morale, and increase productivity of its employees (ARCASIA 2015). When leaders encourage CSR, the employees’ performance is expected to increase (Jnaneswar & Ranjit 2020). Recent literature revealed a significant and positive association between leadership and CSR (Iqbal et al. 2018). However, the research on the relationship between transformational leadership and CSR is scarce, especially in industries such as architecture.Therefore, it is crucial to study these variables within the context of Indonesian architecture firms. As such, the present research’s main objective is to examine the impact of transformational leadership on job performance in Indonesian architecture firms with the mediating role of CSR. DOI 10.1201/9781003335832-4 13 2 HYPOTHESES DEVELOPMENT 2.1 Transformational leadership and job performance Effective leaders are able to articulate their vision, encourage creative thinking and revolutionary changes, and create a high level of trust, confidence, and performance in their followers (Pawar & Eastman 1997). Because of these reasons, the positive relationship between transformational leadership and job performance was established consistently by multiple studies (Mangkunegara & Huddin 2016; Naeem & Khanzada 2018). Therefore, it can be assumed that transformational leadership has an important role in job performance. H1: Transformational leadership has a strong and positive effect on Indonesian architects’ job performance. 2.2 Transformational leadership and CSR Studies on CSR and its relationships have been conducted by many researchers. A study by Alrowwad et al. (2016) showed that transformational leadership has a strong association with CSR strategies.Another study showed that CSR has an important role in influencing the behaviors of employees (Azim 2016). Empirical evidence showed that there is a significant and positive effect of CSR on job outcomes, such as work engagement and job performance (Lindgreen & Swaen 2010). Therefore: H2: Transformational leadership has a strong and positive effect on the CSR of Indonesian architecture design firms. 2.3 CSR and job performance Thestakeholdertheoryproposesthattherelationship between CSRandjobperformance is expected to be positive. According to OECD (2011), a firm may gain benefits by contributing toward CSR initiatives, two of which are 1) increased productivity and quality and 2) job performance. Research studies of the past have indicated that there is positive and significant association between CSR and the job performance of employees (Sun & Yu 2015), which signifies the importance of CSR toward job performance of employees. Thus, the third hypothesis is: H3: CSR has a strong and positive effect on Indonesian architects’ job performance. 2.4 The mediating role of CSR The focus of this study is the mediating role of CSR in the relationship between transformational leadership and job performance. Empirical studies conducted by Jnaneswar and Ranjit (2020) and Manzoor et al. (2019) support CSR as a mediating variable of the relationship between transformational leadership and CSR. However, other than those studies, we are unable to find solid empirical evidence in other research. Considering the theoretical arguments presented above and the limited empirical evidences, this present study proposed that CSR is the mediating variable between transformational leadership and job performance. Hence, the fourth hypothesis is: H4: CSR mediates the relationship between transformational leadership and job performance. 3 RESEARCH METHOD This study used quantitative survey research. The target population for this quantitative research were architects that are currently working in Indonesian architecture firms. The primary data was collected using a self-administered questionnaire. The questionnaire consisted of screening questions and Five-Point Likert scale questions, from corresponded to strongly disagree (1), until corresponded to strongly agree (5). The questionnaire was then shared through social media. 14 A total of 118 samples were acquired using purposive sampling. Out of the 118 respondents, 62,7% were men, while the remaining were women. Most respondents (51.7%) are aged between 18 and 24, and the remaining are aged between 25 and 34. The majority of the respondents have a bachelor’s degree (90.7%). A total of 40.7% of the respondents have less than a year of experience, while 44.1% of the respondents have 1–3 years of experience. Finally, the majority of the respondents are from Jakarta (34.7%), followed by East Java (14.4%) and West Java (11.9%). To measure transformational leadership, this research adapted the questionnaire developed by Wang et al. (2005), while the measurement of CSR is adapted from the 16-item questionnaire developed by Iqbal et al. (2018).The job performance variable is measured by the 19-item questionnaire by (Koopmans et al. 2014). 4 RESULTS AND DISCUSSIONS The data acquired from the samples were then analyzed using the PLS-SEM method via bootstrapping (subsampling: 5000, measures: T-value > 0,96, P-value < 0,05). Table 1 below shows the original sample, mean, standard deviation, T-values, and P-values. Table 1. Original sample, mean, standard deviation, T-values, and P-Values. Original Sample Standard Correlations Sample (O) Mean (M) Deviation T-values P-Values H1 Transformational Leadership 0.368 0.364 0.087 4.227 0 →Job Performance H2 Transformational Leadership 0.731 0.737 0.046 15.761 0 →CSR H3 CSR -> Job Performance 0.507 0.528 0.121 4.188 0 H4 Transformational Leadership 0.37 0.389 0.094 3.952 0 →CSR (mediator) →Job Performance The visualization of the research model and its effects is seen on Figure 1. Transformational leadership has a total positive effect to job performance (T-value = 4.227, P-value = 0) and to CSR (T-value = 15.761 and P-value = 0). CSR also has a positive effect towards job performance (T-value = 4,188 and P-Value = 0). These results supported H1, H2, and H3. This research is mainly to study the mediating effect of CSR between transformational leadership and job performance. In Table 1, we can see that the indirect effect of transformational leadership to job performance (mediated by CSR) is empirically supported, seen by the T-value (3.952) and P-value (0). As a result, H4 is also supported. Figure 1. Research model and its effects. Transformational leadership is chosen in this study because of its positive effect on job performance. Based on the results, we showed that transformational leadership has a positive and 15 significant effect toward job performance. The results are in line with previous findings by Mangkunegara and Huddin (2016) and Naeem and Khanzada (2018). Additionally, the study demonstrated the positive and significant influence of transformational leadership on CSR of Indonesian architecture firms. The findings are supported by the research done byAlrowwad et al. (2016). Third, the study clarified the effect of CSR toward job performance, which was positive and significant. The results are in line with previous studies done by Story and Castanheira (2019). The mediation effect of CSR is significant, meaning that CSR does mediate the relationship between transformational leadership and CSR.The findings supported the existing empirical studies done by Jnaneswar and Ranjit (2020) and Manzoor et al. (2019), which argued that when a transformational leader promotes the activities of CSR, an increase in employees’job performance is expected.The results showed that the argument also fits to the context of Indonesian architecture firms. 5 CONCLUSIONS The findings of our study revealed that transformational leadership has a positive and significant relationship with CSR and job performance, while CSR also has an affirmative mediating role between the transformational leadership and job performance.These findings indicated that behaviors of transformational leaders and CSR strategies can increase the job performance of architects working in the design firms. By using transformational leadership, firm leaders can increase work satisfaction between the architect employees, which, in turn, increases their job performance. REFERENCES Alenezi, H., Tarhini, A., & Masa’deh, R. (2015). Investigating the Strategic Relationship between Information Quality and E-Government Benefits: A Literature Review. International Review of Social Sciences and Humanities, 9(1), 33–50. Alrowwad, A., Obeidat, B. Y., Tarhini, A., & Aqqad, N. (2016). The Impact of Transformational Leadership on Organizational Performance via the Mediating Role of Corporate Social Responsibility: A Structural Equation Modeling Approach. International Business Research, 10(1), 199. ARCASIA. (2015). ARCASIA Charter on Social Responsibility (ACSR). In ARCASIA. ARCASIA. Azim, M. T. (2016). Corporate Social Responsibility and employee behavior: mediating role of organizational commitment. Review of Business Management, 18, 207–225. Hood, J.(2021).Transformationalleadershipinarchitecturefirms. InProfessionalPractice101.Acompendium of effective business strategies in architecture (3rd ed., pp. 134–137). Routledge. Iqbal, S., Farid, T., Jianhong, M., Khattak, A., & Nurunnabi, M. (2018). The Impact of Authentic Leadership on Organizational Citizenship Behaviours and the Mediating Role of Corporate Social Responsibility in the Banking Sector of Pakistan. Sustainability, 10(7), 2170. Jnaneswar, K., & Ranjit, G. (2020). Effect of transformational leadership on job performance: testing the mediating role of corporate social responsibility. Journal of Advances in Management Research, 17(5), 605–625. Koopmans, L., Bernaards, C. M., Hildebrandt, V. H., van Buuren, S., van der Beek, A. J., & de Vet, H. C. W. (2014). Improving the Individual Work Performance Questionnaire using Rasch analysis. Journal of Applied Measurement, 15(2), 160–175. Lindgreen, A., & Swaen, V. (2010). Corporate Social Responsibility. International Journal of Management Reviews, 12(1), 1–7. Mangkunegara, A. A. A. P., & Huddin, M. (2016). The Effect of Transformational Leadership and Job Satisfaction on Employee Performance. Universal Journal of Management, 4(4), 189–195. Manzoor, F., Wei, L., Nurunnabi, M., Subhan, Q. A., Shah, S. I. A., & Fallatah, S. (2019). The Impact of Transformational Leadership on Job Performance and CSR as Mediator in SMEs. Sustainability, 11(2), 436. McMillan, J., & Woodruff, C. (2002). The Central Role of Entrepreneurs in Transition Economies. Journal of Economic Perspectives, 16(3), 153–170. 16 Naeem, S., & Khanzada, B. (2018). Role of Transformational Leadership in Employee’s Performance with Mediating Role of Job Satisfaction in Health Sector of Pakistan. Journal of Health Education Research & Development, 06(01). OECD. (2011). OECD Guidelines for Multinational Enterprises. OECD Publishing. Pawar, B. S., & Eastman, K. K. (1997). The Nature and Implications of Contextual Influences on Transformational Leadership: A Conceptual Examination. TheAcademy of Management Review, 22(1), 80. Story, J. S. P., & Castanheira, F. (2019). Corporate social responsibility and employee performance: Mediation role of job satisfaction and affective commitment. Corporate Social Responsibility and Environmental Management, csr.1752. Sun, L., &Yu, T. R. (2015). The impact of corporate social responsibility on employee performance and cost. Review of Accounting and Finance, 14(3), 262–284. Wang, H., Law, K.S., Hackett, R.D., Wang, D., & Chen, Z.X.(2005). Leader-MemberExchangeas aMediator of the Relationship between Transformational Leadership and Followers’ Performance and Organizational Citizenship Behavior. The Academy of Management Journal, 48(3), 420–432. 17 Figure 1. Conceptual framework, Lien et al. (2015). 4 METHODOLOGY Structural Equation Modeling (SEM) with SMART PLS 3.2.9 software was devised in this study. According to Ghozali in 2014, SEM allows researchers to conduct a study using path analysis with latent variables, thus they can make more connections between data and theory. The population of this study was everyone who uses Lifebuoy products in Indonesia whose exact number was unknown. In such case, the researcher performed a non-probability sampling technique known as purposive sampling by selecting a sample based on certain criteria. Purposive sampling was the method employed by the researcher as it allows the researcher to intentionally select certain representative sample members who can provide information that will be used as primary data. Therefore, the participants in this study were people who used Lifebuoy antibacterial soap, especially women aged 17–55 years. 5 DATA ANALYSIS AND RESULT 5.1 Measurement model assessment Items Loadings Brand Image (α: 0.821, CR:0.870, AVE: 0.647) Lifebuoy soap has a striking packaging color 0.721 Lifebuoy soap has a good reputation 0.828 Lifebuoy soap has a good brand image 0.864 Lifebuoy soap has an attractive packaging 0.796 Price (α: 0.745, CR:0.855 AVE: 0.663) The price of Lifebuoy soap is cheap 0.778 The price of Lifebuoy soap comes in with quality given 0.864 The price of Lifebuoy soap is cheaper than other brands of antibacterial soap 0.798 Trust (α: 0.861, CR:0.820 AVE: 0.604) Lifebuoy soap takes good care of my skin 0.787 Lifebuoy soap meets my expectations in terms of quality 0.836 After using Lifebuoy soap, I am comfident because it smells good 0.850 Lifebuoy soap never disappoints me 0.780 Value (α: 0.830, CR:0,887 AVE: 0.662) The price of Lifebuoy soap according to my income 0.908 Lifebuoy soap is a good soap product to buy 0.765 Repurchase Intention (α: 0.959, CR:0,826 AVE: 0.705) I have the intention to repurchase 0.717 Chances are I will repurchase 0.865 I hope to repurchase to try other variations 0.741 Notes: α: Cronbach’s alpha, CR: Composite Reliability, AVE: Average Variants Extracted 24 5.2 Structural model hypotheses testing The bootstrapping technique was employed to assess the structural paths. To test the hypotheses, 500 sub-samples were used. The hypotheses paths are shown in Figure 1. The hypotheses results were confirmed through ß-coefficient, p-value, and t-values. Additionally, model fit indices were assessed. The standardized root mean square residual value was 0.053, which was less than the threshold prescribed in the literature, i.e. 0.080 (Henseler et. Al., 2015).Also, the Normed Fit Index values were above 0.90, indicating a good model fit (Mansoor, 2021). The results for R2 showed that there was a 61,8% in the Repurchase Intention. REFERENCES Abdurahman et al. (2011). Metode Statistika. Cetakan Kesatu. Bandung: CV Pustaka Setia AhamadY.Al Hassan dan Donald Hill. (2017). IslamicTechnology:An Ilustrated History. Jakarta: Deepublish Aghekyan-Simonian. (2012). The Role of Product Brand Image and Online Store Image on Perceived Risks and Online Purchase Intentions for Apparel. Journal of Retailing and Consumer Services 19 (3): 325–31. Darmawan, M. D. (2018). The Effect of Price, Product Quality, Promotion, Social Factor, Brand Image on Purchase Decision Process of Loop Product onYouth Segment (Case Study of PT Telekomunikasi Selular). International Seminar & Conference on Learning Organization,6(6), 300. Ghozali, I. (2014). Structural Equation Modeling, Metode Alternatif Dengan Partial Least Square (PLS), Dilengkapi Software Smartpls 3.0, Xlstat 2014, dan WarpPLS 4.0 Edisi 4. Semarang: Badan Penerbit Universitas Diponegoro. Haryono, S., & Wardoyo, P. (2012). Structural Equation modeling untuk Penelitian Manajemen Menggunakan AMOS 18.00. Bekasi: Penerbit PT Intermedia Personalia Utama. Indrawati. (2015). Metode Penelitian Manajemen dan Bisnis: Konvergensi Telnologi Komunikasi dan Informasi [Management and Business Research Methods: Convergence of Communication and Information Telnology]. Bandung: Refika Aditama Jurnal Pertanian ISSN 2087-4936 e-ISSN 2550-0244 Volume 9 Nomor 2, Oktober 2018 Khan,I. Et.al,. (2012). Impact of Brand RelatedAttributes on Purchase Intention of Customers. A StudyAbout the Customers of Punjab, Pakistan. Interdisciplinary Journal of Contemporary Research in Business. Konuk, F. A. (2018). The role of store image, perceived quality, trust and perceived value in predicting consumers’ purchase intentions towards organic private label food. Journal of Retailing and Consumer Services,43(March), 304–310. https://doi.org/10.1016/j.jretconser.2018.04.011 Kotler, P., & Armstrong, G. (2012). Principles of Marketing:Global Edition, England: Pearson Education Limited Kotler, P., & Armstrong, G. (2013). Principles of Marketing:Global Edition, England: Pearson Education Limited Kotler, P., &Armstrong, G. (2016). Principles of Marketing Sixteeth Edition:GlobalEdition, England: Pearson Education Limi Konuk, F. A. (2018). The role of store image, perceived quality, trust and perceived value in predicting consumers’ purchase intentions towards organic private label food. Journal of Retailing and Consumer Services,43(March), 304–310. https://doi.org/10.1016/j.jretconser.2018.04.011 Mansoor, M. and Paul, J. (2022) “Impact of energy efficiency-based ICT adoption on prosumers and consumers”, Jounal of Cleaner Production, Vol.331., p.130008 Mansoor, M. and Wijaksana, T.I (2021), “Prediction of pro-enviromental behavior: moderating role of knowledge sharing and madiatory role of perceived enviromental responsibility”, Journal of Enviromental Planning and Management, pp. 1-9,doi:10.1080/09640568.2021.2016380 Mowen, John C dan Minor, Michael. (2018). Perilaku Konsumen [Consumer Behavior]. Jakarta: Erlangga Santosa, P. I. (2018). Metode Penelitian Kuantitatif: Pengembangan Hipotesis dan Pengujiannya Menggunakan SmartPLS [Quantitative Research Methods: Hypothesis Development andTesting Using SmartPLS]. Yogyakarta: Andi. Shciffman, & Kanuk. (2015). Costumer Behaviour (11th Edition). Global Edition Zeithaml, Valarie., A. Parasuraman and Leonard L. Berry, 1988. Communication and Control Processes in The Delivery of Service Quality. Journal of Marketing. American marketing Association. April, pp 1–12. 25 Sustainable Future: Trends, Strategies and Development – Noviaristanti & Hway Boon (eds) © 2023 copyright the Author(s), ISBN 978-1-032-37201-3 Open Access: www.taylorfrancis.com, CC BY-NC-ND 4.0 license The effect of hedonic shopping motivation and sales promotion on impulse buying through positive emotion as intervening variables on the marketplace shopee R.S. Aprilia, Indrawati & I. Rachmawati Telkom University, School of Economics and Business, Bandung, Indonesia ABSTRACT: Shopee is the brand used most often and on top-of-mind for e-commerce by consumers with the highest consumer penetration and the highest transaction value in Indonesia as compared to other e-commerce. This study aims to determine the effect of hedonic shopping motivation and sales promotion on impulse buying with positive emotion as an intervention in the Shopee marketplace. The research used is descriptive and based on the problems and research questions that have been formulated, a causal study approach is used. The research methodology in this study is quantitative. Non-probability sampling technique was used which involved purposive sampling with the consideration that people who make purchases at the Shopee marketplace when there is a sales promotion and people who make purchases at the Shopee marketplace during the COVID-19 pandemic resulted in a total of 269 respondents. Data analysis using Structural Equation Modeling (SEM) which is processed using SmartPLS. The results showed that Hedonic Shopping Motivation had a significant positive effect on Impulse Buying, Sales Promotion had a significant positive effect on Impulse Buying, Positive Emotions had a significant positive effect on Impulse Buying, Hedonic Shopping Motivation had a positive and significant effect on Positive Emotions, Sales Promotion had a positive and significant effect on Positive Emotions, Hedonic Shopping Motivation has an indirect effect on Impulse Buying and Sales Promotions have an indirect effect on Impulse Buying. Keywords: Hedonic Shopping Motivation, Sales Promotion, Positive Emotions, Impulse Buying 1 INTRODUCTION Along with the rapid development of information technology, it has a big impact on all existing aspects, including the business and marketing. Currently, many buying and selling transactions are carried out via the internet or online. Based on data sourced from (Databoks.katadata.co.id 2019) the trend and level of penetration of e-commerce in Indonesia continue to increase from 2017 to 2023. Shopee is the brand use most often and top-of-mind e-commerce by consumers by consumers with the highest consumer penetration and the highest transaction value in Indonesia compared to other e-commerce. When using a marketplace application, it triggers someone to shop to fulfill their hedonic needs which will then appear a sense of satisfaction that causes positive emotions even though they did not plan in advance to buy the product. In addition, the sales promotion carried out by the marketplace triggers consumers to make impulse buying because consumers feel benefited from the sales promotion. Therefore, it is necessary to examine how the influence of Hedonic Shopping Motivation and Sales Promotion on Impulse Buying with Positive Emotion as an intervening variable in the Shopee marketplace and also which variables have the most influence. 26 DOI 10.1201/9781003335832-7 2 METHODOLOGY The method used in this study is a quantitative method. The variables analyzed were Hedonic Shopping Motivation and Sales Promotion as independent variables, Positive Emotion as the intervening variable, and Impulse Buying as the dependent variable. The population in this study are people who make transactions through the Shopee marketplace. The sampling technique used is non-probability sampling with purposive sampling method. According to Sugiyono (2017:85) purposive sampling involves certain considerations. In this study, purchase practices done after sales promotion and during the COVID-19 pandemic. are considered and the total number accounts for 269 respondents. Data was collected using a questionnaire. The data analysis technique used Structural Equation Modeling (SEM) which was processed using SmartPLS. 3 RESULTS/FINDINGS Female respondents were 167 with a percentage of 62% and male respondents were 102 with a percentage of 38%. Respondents aged between 15-24 years were as many as 157 people with a percentage of 58%. Respondents aged 25-34 years were 102 people with a percentage of 38%. 10 respondents were aged between 35-64 years with a percentage of 4%. The descriptive results on the Hedonic Shopping Motivation variable are in the good category with a percentage of 75.03%. Sales Promotion variable is in a very good category with a percentage of 87.74%. Positive Emotion variable is in the very good category with a percentage of 88.70%. Impulse Buying variable is in good category with a percentage of 81.23%. In Convergent validity, the factor loading value on the Hedonic Shopping Motivation, Sales Promotion, Positive Emotion, and Impulse Buying variables is > 0.70 and is declared valid. The AVE value of all variables in the study was > 0.5. The results of Cronbach’s Alpha and Composite Reliability were > 0.70. The Influence of Hedonic Shopping Motivation on Positive Emotion. Based on the test results, the path coefficient value is 0.298, the t-statistic value is 5.211 > 1.65 and the Pvalue is 0.000 < 0.05, then the hypothesis is accepted. Effect of Sales Promotion on Positive Emotion. Based on the test results, the path coefficient value is0.144, thet-statisticvalueis7.591>1.65 andthePvalue is0.000<0.05, thenthe hypothesis is accepted. The Influence of Hedonic Shopping Motivation on Impulse Buying. Based on the test results, the path coefficient value is 0.308, the t-statistic value is 4.897 > 1.65 and the Pvalue is 0.000 < 0.05, then the hypothesis is accepted. Effect ofSales Promotionon ImpulseBuying. Based onthe testresults, the pathcoefficient value is 0.308, the t-statistic value is 1.997 > 1.65 and the Pvalue is 0.023 < 0.05, then the hypothesis is accepted. Effect of Positive Emotion on Impulse Buying. Based on the test results, the path coefficient value is0.421, thet-statisticvalueis6.319>1.65 andthePvalue is0.000<0.05, thenthe hypothesis is accepted. Effect of Hedonic Shopping Motivation on Impulse Buying with Positive Emotion as an intervening variable. Based on the test results, the path coefficient value is 0.125, the t-statistic value is 4.117 > 1.65 and the Pvalue is 0.000 < 0.05, then the hypothesis is accepted. Effect of Sales Promotion on Impulse Buying with Positive Emotion as an intervening variable. Based on the test results, the path coefficient value is 0.216, the t-statistic value is 4.717 > 1.65 and the Pvalue is 0.000 < 0.05, then the hypothesis is accepted. 4 CONCLUSION The conclusion in this study is that hedonic shopping motivations and sales promotions had a positive and significant effect on positive emotions. Hedonic shopping motivations, sales promotions, 27 and positive emotions have a positive and significant effect on impulse buying. Hedonic shopping motivation has an indirect effect on impulse buying. Sales promotion has an indirect effect on impulse buying. Suggestions for Shopee are to continue practicing sales promotions and provide recommendations for users so that sales will increase. REFERENCES Gültekin, B., dan Özer L. 2012. The Influence of Hedonic Motives and Browsing on Impulse Buying. 4(3) 180–189. Journal of Economics and Behavioral Studies Indrawati. 2015. Metode Penelitian Manajemen danBisnis: KonvergensiTeknologi Komunikasi danInformasi. Bandung: Rafika Aditama. Kempa et al. 2020. Sales Promotion, Hedonic Shopping Value, and Impulse Buying on Online Consumer Websites. Researchgate Kotler, Philip and Keller, Kevin Lane. 2016. Marketing Management. 15e. USA: Pearson Education Ozen, Hilal and Nil Engizek. 2013. Shopping Online Without Thinking: Being Emotional or Rational?. 26(1) 78–93. Asia Pacific Journal of Marketin and Logistics. Park et al. 2006. A structural model of fashion-oriented impulse buying behavior. 10(4) 433–446. Journal of Fashion Marketing and Management: An International Journal. Sugiyono. 2017. Metode Penelitian Kuantitaif, Kualitatif dan R&D. Bandung: Alfabeta 28 Sustainable Future: Trends, Strategies and Development – Noviaristanti & Hway Boon (eds) © 2023 copyright the Author(s), ISBN 978-1-032-37201-3 Open Access: www.taylorfrancis.com, CC BY-NC-ND 4.0 license Overview of scenario thinking on PT Len Telekomunikasi Indonesia’s long-term business strategy I. Nugraha & D. Tricahyono Magister Management, Telkom University, Bandung, West Java, Indonesia ABSTRACT: The dynamics of the business world, including the telecommunications industry, will be higher, in which volatility, uncertainty, complexity, and ambiguity (VUCA) lead to organizational challenges. This study aims to identify the baseline future and alternative futures resulting from the scenario analysis process linked to the company’s long-term business strategy with case studiesatPTLenTelekomunikasiIndonesia(LTI).Thisstudyusedaqualitativemethodby using the Framework Foresight and the system thinking approach. Four scenarios were found that described the business positioning of LTI in 2024, namely Palapa Ring 2.0 as the baseline future and three alternative futures consisting of the National Telco-Defense Think Tank, Business Switch Over, and Loss of Corporate Portfolio. This study contributes to the literature on scenario thinking by examining the impacts of various plausibility of the organization’s future. It also contributes to practical suggestions for Public-Private Partnership firms to anticipateVUCA conditions using the scenario analysis. Keywords: Scenario analysis, baseline future, alternative futures, forces of change 1 INTRODUCTION In the business world today and in the future, the dynamics will be higher and the problems that arise are volatile, uncertain, complex, and ambiguous, which are often abbreviated as VUCA. These conditions make the big picture of the business world unpredictable and its future unknown (Duijne & Bishop 2018). Commonly, to deal with uncertainty, an organization or company prepares different scenarios to look for future results from several possible events (Schwarz et al. 2018). PT LenTelekomunikasi Indonesia (LTI), a telecommunications backbone operator, has invested inthePalapaRingProjectCentralPackagethroughthecooperationschemebetweenthegovernment andbusinessentities, oftencalledPublic-Private Partnership(PPP).ThePPPschemehasrisk factors and uncertainty over the return on its investment in the future. In the beginning, LTI was a SpecialPurpose Vehicle for Palapa Ring Central Package Project, in which they obtained revenue from the Availability Payment. Since 2020, LTI has carried out a business transformation through the longterm business plan for 2020–2024. It has produced two grand strategies: (1) maintaining network performance to maximizeAvailability Payment from the Palapa Ring Project, and (2) exploring the business potential to increase revenue beyond Availability Payment through business development (PT Len Telekomunikasi Indonesia 2020). Unfortunately, LTI recorded revenue from business development of only 41.09% of the revenue target in the long-term business plan or contributed 0.88% of the company’s total revenue in 2020 (PT Len Telekomunikasi Indonesia 2021). In other words, the revenue performance of business development, which was one of the long-term business strategies, did not achieve its target in 2020. The unattainable target of the long-term business plan in 2020 indicated the absence of scenarios, impacts, and responses or steps to be taken on the scenarios that may have occurred in the document. LTI chose its future in the long-term business plan. However, there was no DOI 10.1201/9781003335832-8 29 indication that the company had developed a long-term business strategy through the scenario thinking process. Based on the research gap described above, this study aims to identify the baseline future and alternative futures resulting from the scenario analysis process linked to the company’s long-term business strategy and competitive advantage, with the following research questions: 1. What is the baseline future of LTI resulting from the scenario analysis process? 2. What are the alternative futures of LTI generated from the scenario analysis process? 3. How will baselines and alternatives affect the company’s long-term strategy, current competitive advantage, and future competitive advantage? 2 LITERATURE REVIEW 2.1 Trend-uncertainty analysis Trend and uncertainty analysis used in all practical approaches to scenario planning consists of two parts: identifying fundamental trends and critical uncertainties. One of the tools used for trend and uncertainty analysis is the impact-uncertainty grid. According to Schwenker and Wulf (2013), the impact-uncertainty grid consists of three components: secondary elements, trends, and critical uncertainties. The bottom section of the grid contains factors that have a relatively small effect on the company’s performance, called secondary elements. Factors that fall into this category are not considered further in the scenario planning process. The top left of the grid contains factors that have a relatively significant impact on company performance and are relatively easy to predict, which are called trends.Thetop right of the grid contains essential factorsforscenariodevelopment, namely critical uncertainties, elements with a significant impact on the company, and a high level of uncertainty. These factors are the basis for identifying two-dimension scenarios, usually the result of combining or grouping closely related critical uncertainties. 2.2 Framework foresight The Foresight Framework is a structured approach to forecasting and planning (Duijne & Bishop 2018). It starts with defining the domain of the studied object. The next step is the exploration of current conditions and stakeholders involved. Then, an in-depth analysis of the forces of change helps to see the expected baseline future based on recent insights into the power of change. One begins to see uncertainty associated with the forces of change. Both the baseline future and alternative futures will have implications. Organizations can respond to this by designing policies, plans, and actions that contribute to a better lot. 3 METHODOLOGY The method used was qualitative with a study case approach. Data collection techniques were in-depth interviews and secondary data supply. The sources were internal parties of the company, including directors and structural officials (five persons), external parties in the telecommunication sector (three persons), and external parties in the non-telecommunication industry (four persons). Frameworkforesight, PESTELanalysis, andsystemthinkingapproacheswereusedfordetermining the baseline future, alternative futures, and their effect on the future competitive advantage. 4 DISCUSSION AND FINDINGS After receiving the variable operations through the foresight framework, 47 lower-level factors were obtained, which would then be analyzed in the clustering and systems thinking stages, resulting 30 in seven higher-level factors. Next, the trend-uncertainty analysis was carried out through the impact-uncertainty grid to identify fundamental trends and critical uncertainties. Figure 1. Impact-uncertainty grid. The analysis of the relative impact and uncertainty found that three forces of change that correspond to the category of critical uncertainties are (1) the dynamics PPP in Palapa Ring, (2) new opportunities in the defense industry, and (3) the threat of disaster. From the scenario matrix, four scenarios described the business positioning of LTI in 2024, namely Palapa Ring 2.0 as the baseline future, and three alternative futures consisting of the NationalTelco-DefenseThinkTank, Business Switch Over, and Loss of Corporate Portfolio. Figure 2. Scenario matrix for long-term business plan of LTI. 31 ThePalapaRing2.0scenarioisafuturepicturewherethePalapaRingPPPprojectwouldcontinue until the end of the concession period with improvements in its implementation. However, LTI will have no intention of penetrating the defense industry, or the defense industry would not be good enough to respond to the business prospects proposed by LTI. This scenario was resulted from a combination of the high level of sustainability of the Palapa Ring PPP and the low attractiveness of the defense industry to the telecommunications-backbone business. Meanwhile, the NationalTelco-DefenseThinkTank is a scenario that describes a lot where there would be an alignment between the national defense security needs, and the telecommunications business managed by LTI. This scenario was resulted from the combination of the high level of sustainability of the Palapa Ring PPP and the attractiveness of the defense industry to the highbackbone telecommunications business. Then, the Business Switch Over is a scenario with a future picture in which the company would experience a significant transition of business model and portfolio from a Palapa Ring backbone network operator to a company engaged in cyber security and managed services for ICT devices within the state defense agency. This scenario was resulted from the combination of the low level of sustainability of the Palapa Ring PPP and the high attractiveness of the defense industry to the telecommunications-backbone business. And finally, the Loss of Corporate Portfolio describes a scenario in the future where the Palapa Ring PPP would be terminated before the 15-year concession period, and the company’s penetration into the defense industry would not be going well. LTI would have lost its long-term portfolio in the Palapa Ring business due to disagreements over the interpretation of the Palapa Ring PPP agreement. This scenario was resulted from the combination of the low level of sustainability of the Palapa Ring PPP and the low attractiveness of the defense industry to the telecommunications-backbone business. In this study, we found that the current competitive advantages of LTI consist of HR and fiberoptic backbone networks in the 3T Area (the rural area with no other providers in that location) and cash flow stability from Availability Payment of Palapa Ring. In addition, it was found that the long-term business strategies of LTI consist of two strategies. Both of them will be temporary and not robust against the challenges of alternative futures. 5 CONCLUSION This study resulted in four scenarios that describe the business positioning of LTI in 2024, namely Palapa Ring 2.0 as the baseline future, and three alternative futures consisting of the National Telco-Defense Think Tank, Business Switch Over, and Loss of Corporate Portfolio. LTI’s current competitive advantages will be temporary, and long-term business strategies are not robust against the alternative futures, so a response to each scenario is required through a scenario analysis to generate future competitive advantages. The limitation of this study is that the object of scenario planning is limited to a company, not a broad industry. This study contributes to the literature on scenario thinking by examining the impacts of various plausibility of the organization’s future. It also contributes to practical suggestions for PPP firms to anticipate VUCA conditions through the scenario analysis. REFERENCES Duijne, F., & Bishop, P. (2018). Introduction to Strategic Foresight. Future Motions, 1–67. PT Len Telekomunikasi Indonesia. (2020). Rencana Jangka Panjang Perusahaan (RJPP) 2020-2024. LTI. PT Len Telekomunikasi Indonesia. (2021). Laporan Tahunan Perusahaan Tahun Buku 2020. LTI. Schwarz, J. O., Ram, C., & Rohrbeck, R. (2018). Combining Scenario Planning and Business Wargaming to Better Anticipate Future Competitive Dynamics. https://doi.org/10.1016/j.futures.2018.10.001 Schwenker, B., & Wulf, T. (2013). Scenario-Based Strategic Planning: Developing Strategies in an Uncertain World. Springer Gabler. 32 Sustainable Future: Trends, Strategies and Development – Noviaristanti & Hway Boon (eds) © 2023 copyright the Author(s), ISBN 978-1-032-37201-3 Open Access: www.taylorfrancis.com, CC BY-NC-ND 4.0 license Strategy to increase ARPU of Telkomsel high-value prepaid customers (case study of prepaid customers in the Jabotabek Jabar area) P. Adhiputra & M. Ariyanti Telkom University, West Java, Indonesia ABSTRACT: In 2019, Telkomsel Jabotabek Jabar has been listed as the operator with the highest number of subscribers compared to its competitors with a contribution of 35.9%. Telkomsel Jabotabek Jabar generated the largest revenue through internet usage with a contribution of 70.3%, followed by voice&SMS usage at 22.1%, and digital at 7.6%. Telkomsel Jabotabek Jabar has categorized customers based on the period of use (Length of Stay / LOS) and average usage for 3 months (Average Revenue Per User / ARPU) where customers with LOS > 6 months and ARPU > 100 thousand or a high-value customer, have contributed 63.5% of total revenue based on data in March 2020. This article was prepared for the examination of ways to increase revenue from high-value customers where segmentation activity was carried out based on customer behavior. Marketing tactics were determined using the generated segmentation based on the concept of the E-Marketing mix by utilizing the resources owned byTelkomsel Jabotabek Jabar. The target of this research was prepaid customers that were categorized as high-value based on their largest revenue contribution. The data collection method employed in this research was prepaid customer population data along with predetermined variables based on internal data (Big Data).A cluster using the K-Means Clustering method was formed. From the specified number of clusters, characteristics of customers have been obtained which became the basis to determine marketing strategies for each customer. Data analysis and processing were carried out using Hadoop and Python software. This research has resulted from 4 profiles of high-value prepaid customers, namely LegacyActive, DigitalActive, Socially Active, andTraditional Active, based on 16 variables that became the main activities of customers. Various inputs from data experts based on survey results have become the basis to consider all marketing activities that could increase the ARPU of high-value customers. Marketing activities that refer to the concept of the marketing mix which was combined with scientific management theory have optimized the results even with limited resources. By referring to the results of this research, Telkomsel Jabotabek Jabar could easily determine marketing activities for high-value prepaid customers, and it was highly recommended that they could use data modeling activities for operational purposes to the smallest territorial level. Keywords: Segmentation, High-Value, Personalized, Big Data, and Clustering 1 INTRODUCTION To turn into a digital company and rank as a number one leader in the digital cellular business in Indonesia, Telkomsel continued to transform in terms of business, people, organization, and corporate culture. All of these were critical elements that were required to be developed to create a gateway to the digital world for the people of Indonesia. Based on Telkomsel’s annual report in 2019, Telkomsel has succeeded in making YoY growth and has generated revenue from digital service by 29% and data service by 22.3%. Telkomsel has aggressively participated in activities to increase the number of Base Transceiver Station (BTS) which were built in almost all cities in Indonesia, thus making payload and data consumption experience significant year-on-year growth. By increasing the number of Base Transceiver Station (BTS) by 12.2%, there was a growth in DOI 10.1201/9781003335832-9 33 4 CONCLUSION The indicators that included a relationship with credit risks, such as capital, assets, NIM, ROA, ROE, and credit growth, had been discussed in this study. Based on the results of the pair data test, the credit risk (NPL) before COVID-19 was significantly different from the credit risk (NPL) at the onset of COVID-19. This is one of the reasons behind the increased value of banks’ bad debts, as COVID-19 makes it difficult for communities and MSME stakeholders to make installments. In the model before COVID-19, only one of six independent variables was contained in the study using the backward multiple regression model, namely the ROA variable. Credit risk was significantly influenced by this variable (NPL). Other variables, such as CAR, Assets, NIM, ROE, and Credit Growth, had no effect or contributed in a significant way to the increase or decrease in credit risk (NPL). During the COVID-19, four out of six independent variables contained in the study using the backward multiple regression model, the CAR, ROA, ROE, and Credit Growth variables had a significant effect on credit risk (NPL). While other variables, namely Assets and NIM, had no effect or did not make a large contribution to the increase or decrease in credit risk (NPL). Attheend, the resultsofthisresearchare intendedtoaidthenational bankingindustryinreducing credit risk. Banks can use the results of this research to monitor the movement of non-performing loans in response to the COVID-19 pandemic and devise strategies for reviewing restructuring and providing new loans during the pandemic. For the government, the restructuring policy will significantlyeasetheburdenonbusinessownerswhile alsoloweringthecurrentNPLrate. However, in actual terms, the Bank still bears the impact of the decline in income and even losses. It also implies that the bank’s capital buffer should be strengthened. This research can be used as a resource forassessingpoliciesimplementedina short period of time in order to determinethebestalternative policies for all stakeholders involved in the economy. Furthermore, this research could be the basis for further research on other aspects as an indicator of the stability of Indonesian banks affected by the pandemic. Also, the data can be continued for a longer time span to see the long-term response of NPL to the COVID-19 phenomenon, besides that it can also add independent variables, in the form of banking categories per group (BUKU 1, BUKU 2, BUKU 3, and BUKU 4) or per type of Bank (Government Bank, Private Bank, Regional Bank, and Foreign Bank). REFERENCES Anginer, D., &Yıldızhan, Ç. (2018). Is There a Distress Risk Anomaly? Pricing of Systematic Default Risk in the Cross Section of Equity Returns. Review of Finance,22(2), 633–660. Berger, A. N., & Demirgüç-Kunt, A. (2021). Banking research in the time of COVID-19. Journal of Financial Stability,57, 100939. https://doi.org/10.1016/j.jfs.2021.100939 Delsen, M. S. N. Van, Patty, H. W. M., & Lalurmele, N. L. (2019). Model Regresi Linier Dengan Metode Backward Dan Forward (Studi Kasus: Pendapatan Pajak Daerah Kota Ambon 2007-2016) [Model of Multiple Linear Regression with Backward and Forward Method (Case Study: Local Tax Revenue of Ambon City in 2007-2016)]. Variance,1, 1–10. Espinoza, R., & Prasad, A. (2010). Nonperforming Loans in the GCC Banking System and their Macroeconomic Effects. IMF Working Papers,10(224), 1. https://doi.org/10.5089/9781455208890.001 Ghozali, I. (2018). Aplikasi Analisis Multivariate dengan Program IBM SPSS 25 [Multivariate Analysis Application with IBM SPSS 25 Program]. Universitas Diponegoro. Jorion, P., & Zhang, G. (2009). Credit Contagion from Counterparty Risk. Lessons from the Financial Crisis: Causes, Consequences, and Our Economic Future, 509–516. https://doi.org/10.1002/9781118266588.ch63 Nkusu, M. (2011). Nonperforming Loans and Macrofinancial Vulnerabilities in Advanced Economies. IMF Working Papers,11(161), 1. https://doi.org/10.5089/9781455297740.001 Zheng, C., Sarker, N., & Nahar, S. (2018). Factors affecting bank credit risk: An empirical insight. Journal of Applied Finance & Banking,8(2). https://doi.org/DOI: 40 Sustainable Future: Trends, Strategies and Development – Noviaristanti & Hway Boon (eds) © 2023 copyright the Author(s), ISBN 978-1-032-37201-3 Open Access: www.taylorfrancis.com, CC BY-NC-ND 4.0 license The business model canvas of Telkomaterial as a B2B entity C.J. Limbong & D. Tricahyono Master of Management, Telkom University, Bandung, West Java, Indonesia ABSTRACT: In today’s digital era, telecommunication developments have a significant impact on many aspects of human life, including business and company development. The development of technology creates a culture and environment for a technology-oriented society. Telkomaterial’s sales results in 2020–2022 demonstrate that quarterly sales have fluctuated or been inconsistent. Telkomaterial, a company established in 2020, needs a unique strategy to overcome the competition in the telecommunications market.According to David (2015), the main focus of strategic management is obtaining and maintaining a competitive advantage. This study used qualitative research methods. The approach process carried out in this study is to conduct in-depth interviews about Telkomaterial. The design of the business strategy formulation aims at determining the internal and external aspects of the company. It is possible to observe what Telkomaterial owns and the situations that currently exist in the internal aspects of the company. Keywords: Business model canvas, business strategy formulation, telecommunication, digital business strategy 1 INTRODUCTION In today’s digital era, telecommunication developments have a significant impact on many aspects of human life, including business and company development. The development of technology creates a culture and environment for a technology-oriented society. Telkomaterial’s sales results in 2020–2022 demonstrate that quarterly sales have fluctuated or been inconsistent. Telkomaterial, a company established in 2020, needs a unique strategy to overcome the competition in the telecommunications market. Based on the research background in the scientific map that the researchers are interested in and potential business strategies for the Telkomaterial business, the formulation of the problem in this study is: 1. This research will plan a business strategy with a B2B scheme on market segmentation in the environment of a telecommunications company, will directly help increase revenue and development of Telkomaterial, and will automatically have an impact on PT Sarana Prima Solusi Indonesia. 2. How to develop a business plan for Telkomaterial. 2 LITERATURE REVIEW Digital transformation refers to the process and strategy of using digital technology to drastically change the way businesses operate and serve customers. According to David (2015), strategic management is all about gaining and maintaining a competitive advantage. The term can be used to describe any activity that a company excels at in relation to its competitors’ activities or any resource that the company has that its competitors desire. Owning fewer fixed assets than competing companies can provide a significant competitive advantage. According to Thompson Jr. et al. DOI 10.1201/9781003335832-11 41 (2015), corporate strategy is an action plan from a company’s management to run a business and carry out its operations. It includes activities on how management seeks business growth; how to build loyal customers and compete against its competitors; and how to operate the business function, including research and development, value chain activities, production, sales and marketing, distribution, finance, and human resources; and how to improve the company’s performance. 3 METHODOLOGY This study used qualitative research methods. Satori & Komariah (2013) explained that qualitative researchintends to understandconcepts, characteristics ofgoods andservices, and otherdescriptive phenomena while descriptive phenomena not being evaluated were being studied. A study on specific issues can be conducted using qualitative research techniques to gather complete data and understand and analyze a variety of phenomena found in the field. The approach in this study is to conduct interviews in-depth about Telkomaterial. Table 1. The research information. No Research Types 1 Research purposes Descriptive 2 Research paradigm Interpretivism 3 Research methodology Qualitative 4 Unit of analysis Organization 5 Research Engagement Not Interfering with Data 6 Execution time Cross sectional Table 2. The data of the interviewees. No Name Code Position Job description Company 1 Rian Wibawa N1 PT SPSI’s Director Responsible for the company’s overall business Telkomaterial 2 Hetty N2 PT SPSI’s Project Manager Responsible for carrying out the project for the company Telkomaterial 3 Ihsan N3 PTSPSI’sManager Responsible for managing the company Telkomaterial 4 Iman N4 Staff Identification, preparation, implementation, monitoring, and evaluation of strategies Telkomaterial 5 Sendra N5 Staff Identification, preparation, implementation, monitoring, and evaluation of strategies Telkomaterial 6 Uslyadin N6 Director Responsible the company’s overall business PT Fajar Mitra Persada 4 RESULTS This study was started by reviewing internal and external factors fromTelkomaterial.These factors will be used to determine the next strategy by examining the strengths with opportunities, strengths with threats, weaknesses with opportunities and weaknesses with threats. From the results of the SWOT matrix analysis, four strategies can be applied, namely: 42 4.1 SO (Strengths-Opportunities) strategy 1) Internally, Telkomaterial prepares the company to address the diverse demands of the telecommunications market. (S1, S2, S3, S4, S5, O1) 2) The development of business lines in the telecommunications industry by using technology is to meet additional consumer needs. (S1, S2, S3, S4, S5, O1, O2, O3, O4) 4.2 WO (Weaknesses-Opportunities) strategy 1) Telkomaterial learns more features for marketing development to expand and recruit experts. (W1, W2, W3, W4, O1) 2) A new campaign for the latest product is created. (W1, W2, W3, W4, O2, O3, O4) 4.3 ST (Strengths-Threats) strategy Human resources with the necessary skills to produce high-quality goods are required to face the current market conditions. (S1, S5, T1, T2, T3, T4, T5) 4.4 WT (Weaknesses-Threats) strategy Digital technology is applied during the pandemic. (W3, W4, T1, T4) Figure 1. A summary of the strategies identified by Telkomaterial’s SWOT matrix. The SWOT analysis results were integrated into the aspects of the existing business model canvas at this analysis stage. There was also an analysis of business model development obtained from the SWOT analysis results. 5 CONCLUSION & SUGGESTION Based on the results of this study, several conclusions are, namely: 1) The current condition of Telkomaterial can be described by identifying the existing Business Model Canvas from Telkomaterial. This identification is crucial to developing the strategies 43 to deal with the COVID-19 pandemic. B2B can occur because companies need goods or services from other companies. Therefore, before marketing their products to final consumers, companiesusuallycollaboratewithother companies tomeettheirproduction needs orintroduce their products to the public. 2) As a business model that is in line with the requirements and circumstances of the current telecommunications industry, the Business Model Canvas developed by adapting the results of the business strategy formulation is recommended. Based on the results of the strategy formulation, Telkomaterial’s business model canvas needs to be modified with additional elements if companies are to survive the COVID-19 pandemic. In addition, there are several suggestions that would like to be offered. 1) This research can be used as an input in maintainingTelkomaterial revenue amid the COVID-19 pandemic so that business continuity is maintained. The proposed product development and market penetration strategy can be a reference in running the business in the future. 2) This research is still only focused on start-ups, especially in the telecommunications industry, in order to get an overview of the business climate amid the COVID-19 pandemic. Future research is expected to be carried out in the start-up industry in different fields. REFERENCES David, F. R. (2015). Strategic Management: Concepts and Cases. Pearson Education, Limited. Satori, D., & Komariah, A. (2013). Metode Penelitian Kualitatif [Qualitative Research Methods]. Alfabeta. Thompson Jr., A. A., Peteraf, M., Strickland III, A. J., & Gamble, J. E. (2015). Crafting & Executing Strategy: The Quest for Competitive Advantage: Concepts and Cases. McGraw-Hill Education. 44 Sustainable Future: Trends, Strategies and Development – Noviaristanti & Hway Boon (eds) © 2023 copyright the Author(s), ISBN 978-1-032-37201-3 Open Access: www.taylorfrancis.com, CC BY-NC-ND 4.0 license The effect of facebook marketing on the purchase intention of security training customers Al Amin & Indrawati Telkom University, Bandung, Indonesia ABSTRACT: Industrial security becomes increasingly popular nowadays along with development of many industries in Indonesia. This phenomenon increases the demand for qualified and professional security officers. To be considered qualified and professional, someone needs to join a security training, which is available in many private companies that provide security training under the supervision of police officers. There are 200 security training companies in West Java that compete in this business. To attract more customers, PT. Caraka Sakti Utama uses seven social media marketing tools and the most active one is Facebook. Based on previous studies, social media has a significant impact on purchase intention. Social media marketing as a part of digital marketing contributes to building a trusted brand, improves business performance, measures business activity, improves customers’ satisfaction, and increases sales. This study is quantitative method used simple random sampling aimed at analyzing the effect of Facebook marketing, brand awareness, and WOM toward Purchase Intention of PT. Caraka Sakti Utama’s new customers. 1 INTRODUCTION PT. Caraka Sakti Utama is a security training company with a legal permit from the Indonesian Police Headquarter, Jakarta. Located in Subang, Cirebon, Purwakarta, and Jakarta, this company regularly conductssecurity trainingfor thepubliconamonthly basis(Utama, n.d.).Theparticipants are people who want to be security officers.As stated in National Police Regulation (Kapolri 2017), people who wants to become a security officer, he or she have to pass security training. PT. Caraka Sakti Utama uses several social media platforms for their marketing purposes, such as Facebook, YouTube, TikTok, Instagram, WhatsApp (WA) marketing, and email marketing to attract new customers. The data of its social media followers are shown below in Table 1: Table 1. Social media database. No Name Followers 1 Facebook 3,580 2 Facebook fan page 9,094 3 Instagram 2,131 4 YouTube 773 5 TikTok 17,798 6 WA marketing 2,128 7 Email marketing 2,128 Among all their social media platforms, the reach and interaction (engagement) on PT. Caraka Sakti Utama’s Facebook account has the highest number. Additionally, their Facebook communication brings the company the highest number of student enrolments compared to other companies DOI 10.1201/9781003335832-12 45 that do not use social media platforms for their marketing tools.The comparison can be seen in the following Figure 1. Figure 1. Comparison among companies. As shown in Figure 1, the number of participants who register at PT. Caraka Sakti Utama is the highest every batch. This is predicted to happen as the impact of their Facebook communication. That being said, there has not been research conducted on this matter, hence the importance to study it to confirm if social media has an impact on purchase intention. 2 LITERATURE REVIEW The American Marketing Association defines marketing as the activity, set of institutions, and processes for creating, communicating, delivering, and exchanging offers that have value for customers, clients, partners, and society at large (Kotler 1956). Marketing is also defined as a social and managerial process by which individuals and groups obtain what they need and want through creating and exchanging products and values with others (Kotler et al. 2005). Chaffey (2014) describes three main types of media channels marketers that need to consider: 1) Paid media. These are bought media where there is an investment to pay for visitors, reach or conversionsthroughsearch, displayadvertisingnetworks, oraffiliatemarketing. Offline, traditional media like print and TV advertising and direct mail remain important, accounting for the majority of paid-media spend; 2) Earned media. Traditionally, earned media has been the name given to publicitygeneratedthroughPRinvestedintargetinginfluencerstoincreaseawarenessaboutabrand. Now, earned media also includes word-of-mouth that can be stimulated through viral and social media marketing and includes conversations in social networks, blogs, and other communities; 3) Owned media. This is the media owned by the brand, can be online or offline. Online, this includes a company’s websites, blogs, email list, mobile apps, or social presence on Facebook, LinkedIn, or Twitter. Offline, owned media may include brochures or retail stores. Some activities that are considered social media communication: 1) Opinion Seeking is the state where any person seeks any supported argument. It is a physiological need of human that gives satisfaction and help them make better decisions (S. C. Chu & Kim 2011). With this in mind, we propose that H1. Opinion Seeking has a positive effect on Purchase Intention; 2) Viral Advertisement messages spread like fire. It is like any chemical material that catches fire and spreads within minutes in all environments. This is the same as if an ad gets viral on social where, within minutes, it spreads all around the social media platform (Todt 2009). For this media communication, we argue that H2.ViralAdvertisement has a positive effect on Purchase Intention; 3) Brand Page Commitment (BPC) is a long-term relationship building method between brands and their consumers, due to which the consumers feel directly connected with the brands. It has a 46 positive physiological impact on consumer minds (Hutter et al. 2013). Considering that, we propose that H3a. Brand Page Commitment has a positive effect on Purchase Intention and H3b. Brand Page Commitment has a positive effect on Brand Awareness; 4) Lack of Irritation refers to the absence of irritation of advertisements. “When advertising employs techniques that annoy, offend, insult, or are overly manipulative, consumers are likely to perceive it as an unwanted and irritating influence” (Ducoffe R.H. 1996). Taking this into account, we propose that H4a. Lack of Irritation has a positive effect on Purchase Intention and H4b. Lack of Irritation has a positive effect on Word of Mouth; 5) Word of Mount (WOM) is defined as the act of exchanging marketing information among consumers and plays an essential role in changing consumer attitudes and behavior towards products and services (Hepp 1955). For this communication, we propose that H5. Word of Mouth has a positive effect on Purchase Intention; 6) Brand Awareness is related to the strength of the resulting brand node or trace in memory as reflected by consumers’ ability to identify the brand under different conditions (Keller 2008). Considering this, we propose that H6. Brand Awareness has a positive effect on Purchase Intention; 7) Purchase Intention is a decision-making process where consumers make the decision to purchase from the brand (River et al. 2010). With this in mind, we propose that H7a. Brand Page Commitment through BrandAwareness has positive effect on Purchase Intention and H7b. Lack of Irritation through WOM has positive effect on Purchase Intention. 3 CONCEPTUAL FRAMEWORK This study used a quantitative method. The population consists of 400 prospective customers who followed PT. Caraka Sakti Utama’s Facebook account. The sample includes 210 participants that had been selected using a simple random sampling. The data generated from the sample were analyzed using the Structural Equation Modelling (SEM) technique on SmartPLS. Similar models were used by Hutter et al. (2013), Gaber et al. (2019), and Chu (2011). Figure 2. Conceptual model. The questions and items used were set up based on literature and measured on a five-point Likert scale. Opinion Seeking was measured using two adapted items from Chu (2011). Viral 47 Advertisement was measured using four items from Chu (2011). Brand Page Commitment was measured using six adapted items from Chu (2011). Brand Page Commitment was measured using five items from Hutter et al. (2013). Lack of Irritation was measured using three items from Gaber et al. (2019). Word of Mouth was measured using three items from Hutter et al. (2013). BrandAwareness was measured using four items from Hutter et al. (2013). Purchase Intention was measured using two items from Hutter et al. (2013). Based on the findings, it can be summarized that five of the ten hypotheses were accepted. This is because with P-value are under 0.05 and a T-value is above 1.65 for one tailed test. (Hair et al. 2014). 4 CONCLUSION OurfindingsrepresentthatengagementwithaFacebookfanpagehasapositiveeffectonconsumers’ Brand Awareness, Brand Page Commitment, and Purchase Intention. The results further indicate that the Lack of Irritation with the fan page has a positive effect on Purchase Intention and Word of Mouth. Moreover, Brand Page Commitment also has a positive effect on Purchase Intention through Brand Awareness. REFERENCES Chaffey. (2014). Dave CHAFFEY, digital business and E-commerce management: Strategy, implementation and practice. In Management and Marketing (Vol. 9, Issue 3). Chu, S.-C. (2011). Viral Advertising in Social Media. Journal of Interactive Advertising,12(1), 30–43. https://doi.org/10.1080/15252019.2011.10722189 Chu, S. C., & Kim,Y. (2011). Determinants of consumer engagement in electronic Word-Of-Mouth (eWOM) in social networking sites. International Journal ofAdvertising,30(1), 47–75. https://doi.org/10.2501/IJA30-1-047-075 Ducoffe R.H. (1996). Advertising Value and Advertising The Web. Journal of Advertising Research,October, 21–35. Gaber, H. R., Wright, L. T., & Kooli, K. (2019). Consumer attitudes towards Instagram advertisements in Egypt: The role of the perceived advertising value and personalization. Cogent Business and Management, 6(1), 1–13. https://doi.org/10.1080/23311975.2019.1618431 Hair, Joseph F. , Black, Jr, William C. Babin, Barry J. & Anderson, R. E. (2014). Multivariate Data Analysis. Pearson New International Edition, 816. Hepp, A. (1955). Katz / Lazarsfeld (1955): Personal Influence. https://doi.org/10.1007/978-3-658-21742-6 Hutter, K., Hautz, J., Dennhardt, S., & Füller, J. (2013). The impact of user interactions in social media on brand awareness and purchase intention: The case of MINI on Facebook. Journal of Product and Brand Management,22(5), 342–351. https://doi.org/10.1108/JPBM-05-2013-0299 Kapolri. (2017). Sistem Manajemen Pengamanan Organisasi, Perusahaan Dan/Atau Instansi/Lembaga Pemerintah. Kotler, P., Wong, V., Saunders, J., & Armstrong, G. (2005). Principles of Marketing. In Pearson Education (Vol. 38, Issue 151). https://doi.org/10.2307/2224326 River, U. S., Tamborini, N., E. B., & Grizzard, M. (2010). Consumer Behavior: Buying, Having and Being. pearson. Todt, H. (2009). The Use of Media for Advertisment – Trend or Strategy? May 2009, 67–74. Utama, P. C. S. (n.d.). Sekolah Satpam. 48 Sustainable Future: Trends, Strategies and Development – Noviaristanti & Hway Boon (eds) © 2023 copyright the Author(s), ISBN 978-1-032-37201-3 Open Access: www.taylorfrancis.com, CC BY-NC-ND 4.0 license Analyzing strategies in IT startup companies using business model canvas A.R.O. Febriasi & S. Noviaristanti Telkom University, Indonesia ABSTRACT: Digital startup companies are growing rapidly, and the competition between digital startupcompaniesisalsoveryhigh. Digitalstartup companiesmust havetherightstrategytosurvive andcompete.Therefore, theycancontinuetogrow, andcontributegreatlytothepeopleofIndonesia. In the business process, IT startup companies experienced several challenges in developing their business. The challenges are related to the decline in revenue due to fierce competition between IT startupcompanies, lack ofinnovation, selectionandimplementationof inappropriatestrategies, and more. This research aims at analyzing the problems related to the companies’internal and external conditions that IT startup companies encounter and to develop several alternative formulations to overcome challenges so that they can grow rapidly in the next 5 years. Several methods employed in this research are case study qualitative method with SWOT approach, internal and external analysis, alternative strategy development, strategy selection, and analyze Business Model Canvas (BMC).This research is expected to provide several alternatives of the most appropriate strategy to be applied to the IT startup companies by considering the current internal and external conditions so that the IT startup companies can develop rapidly. Keywords: SWOT, startup company strategy, strategy, analysis, business, process 1 INTRODUCTION Facing the the industrial revolution 4.0, people are expected to be able to adapt to technological advances, also known as digitalization. Technology can be used to improve the quality of life, especially after the COVID-19 changed people’s behavior, especially technological needs. The industrial development of startup companies is currently experiencing a significant increase. This rapid increase is influenced by the high number of internet users and the use of technology in today’s society. Therefore, digital startups become easier to develop. Digital startup companies are growing rapidly, and the competition between them is also very competitive. Digital startup companies must have the right strategy to survive and compete so that they can continue to grow, and contribute greatly to the people of Indonesia. The industrial development of startup companies in Indonesia is currently experiencing a very significant increase. This rapid increase is influenced by the high number of internet users and the use of technology in today’s society. In 2021, Indonesia was in the fifth place with the largest number of startup companies in the world (Startuprangking.com). This research analyzes how to develop a business strategy for a startup IT company and formulating the most appropriate strategy for the development of startup companies in the next 5 years. This research is expected to provide several alternatives to the most appropriate strategy to be applied to the IT startup companies by considering the current internal and external conditions so that the IT startup companies can develop rapidly. DOI 10.1201/9781003335832-13 49 Table 2. The action plan by A, B, C, G, M for Addressing the SDGs 2030*. Academics (A) Business (B) Community (C) Government (G) Media (M) Establishing SGDs Centers in universities so that every activity with the direction of the 2030 SGDs can be recorded Conducting socialization in environmentally friendly businesses and providing lessons to the community for waste management Setting targets for millennials where nowadays it is easier for millennials to be an influence on society Preparing planning for the procurement of green areas as a follow-up to the achievement of the 2030 SDGs Creating a Collaboration between the media so that publications regarding the SDGs are conveyed to the public continuously * The action plan in the next 5–10 years: Adopting “The Three Circle Framework of Ecopreneurship” as an alternative solution to help achieve the Sustainable Development Goals (SDGs) through Digital Sustainable Entrepreneurship. REFERENCES Alberda, T., Vidal R., and Fernandes Morrila (2018), Implementing the sustainable development goals at University level, International Journal of Sustainability in Higher Education, Vol. 19 No. 3, pp. 473–497. https://doi.org/10.1108/IJSHE-05-2017-0069 Chris, M.(2017). Global Innovative Sustainability Projects: Evaluation and Implications for Entrepreneurship Education, https://www.researchgate.net/publication/320596162_00_Global_Innovative_Sustainability_ Projects_Evaluation_and_Implications_for_Entrepreneurship_Education. Creswell, W. J. (2009). Research Design Qualitative, Quantitative, and Mixed Methods Approaches (3rd ed). United States of America: Sage Publication. David, J. H. (2011). Opportunity development: an exploratory study of Ecopreneurs using a creativity perspective.Vol. 11, No 1.27–39. Isaak, R. (2002). The Making of the Ecopreneur. Greener Management International. 32. 81–91. Kirkwood, J & Walton, S. (2010). What Motivates Ecopreneurs to Start Businesses? International Journal of Entrepreneurial Behaviour & Research, 16(3). Karl, Palma’s. (2013). Livelihoods or Ecopreneurship?Agro-economic experiments in Hambantota, Sri Lanka. Vol. 7, No. 2.125–136. Khoirunnisa. (2017). Identifikasi Faktor Green Entreprenurship Ecosystem Dalam Membuat Roadmap Ecopreneur Untuk Pengembangan Usaha Daur Ulang. Lubis, R.L. (2019). Housewives KnowledgeAnd Practice Of Household Waste Recyling in RW-05 Cihampelas Street Bandung: Is It The Promising Start to Ecopreneurship In Indonesia:? Lubis, R.L. (2018). Managing Ecoprenur:TheWaste BankWayWith Bank Sampah Bersinar ( Bsb) In Bandung City, Indonesia. In Indonesia:? Lubis, R.L. (2015). “The Triple Drivers of Ecopreneurial Action for Taking The Recycling Habits to The Next Level: A Case of Bandung City, Indonesia”. International Journal of Multidisciplinary Thought. 05(02): 17–48. Lubis, R.L, (2012). Studi Tentang Filosofi, Kebijakan Strategi, dan Program Pendidikan Entrepreneurship untuk Menciptakan Generasi Entrepreneur Masa Depan di InstitutTeknologi Bandung, Universitas Kristen Maranatha, dan Institut Manajemen Telkom di Bandung. .Universitas Pendidikan Indonesia. Mawonde, A. & Togo, M. (2019), “Implementation of SDGs at the University of South Africa”, International Journal of Sustainability in Higher Education, Vol. 20 No. 5, pp. 932–950. Miles, Matthew B. & Micahel Huberman. (1994). Qualitative Data Analysis: An Ex-panded Sourcebook. Thousand Oaks, CA: SAGE Publications Inc. Miles, Matthew B. & Michael Huberman, A.M. (2007). Analisis Data Kualitatif: Buku Sumber tentang Metode-metode Baru. Jakarta, Indonesia: Penerbit Universitas Indonesia. 56 Sustainable Future: Trends, Strategies and Development – Noviaristanti & Hway Boon (eds) © 2023 copyright the Author(s), ISBN 978-1-032-37201-3 Open Access: www.taylorfrancis.com, CC BY-NC-ND 4.0 license Identifying the driving forces of digital sustainable entrepreneurship: A triple bottom line in the business model canvas to achieve SDGs R.L. Lubis & S.A. Goffar Faculty of Economics and Business, Telkom University, West Java, Indonesia ABSTRACT: The entrepreneurship concept in the digital era has evolved significantly in recent years, and it has a more significant impact on a company’s sustainable innovation capabilities. Entrepreneurship has gradually become spiritual trait of organization members in the digital era and appears on all levels of an organization. This research examines the impact of entrepreneurship on a company’s sustainable innovation capability in the digital era from Triple Bottom Line (TBL) perspective. The empirical data were collected with entrepreneurs who participated in the “Pasar Sehat Bandung” event through the semi structured in-depth interview. The research results show that entrepreneurial organizations have adopted innovative approaches to promote Sustainable Development Goals (SDGs) with digital technologies. This research emphasizes the critical role of entrepreneurship in enterprise sustainable innovation capability. It discusses that digital sustainability can spur empirical advances in Sustainable Entrepreneurship (SE), Innovation, and strategy with the potential to impact society to achieve that SDGs positively. Keywords: Sustainable Development Goals (SDGs), Digital Sustainable Entrepreneurship,Triple Bottom Line, Business Model Canvas. 1 INTRODUCTION The 2030 SDGs agenda is a United Nations-supported effort to eradicate poverty from an economic aspect, reduceinequalityfromasocialstance, andprotectnaturefromanenvironmentalperspective. It applies to all countries without exception and has a moral obligation to achieve the goals and targets of the SDGs. In attempting to achieve one of the SDGs goals, namely goal number 4 Quality Education, which impliesensuringinclusiveand equitablequalityeducation andpromotinglifelong learning opportunities for all, the focus on indicator point 4.4 is to substantially increase the number of youth and adult with relevant skills, including technical and vocational skills, for employment, decent jobs, and entrepreneurship. Thus, universities play a critical role in increasing the number of adolescents and adults with relevant skills, including technical and vocational skills that are beneficial for finding decent jobs and entrepreneurship. As a result, it is necessary to have an SDGs Center at every university, including Telkom University, which is Indonesia’s number one private university (PTS – Perguruan Tinggi Swasta) in 2019 and ranks 14th out of 100 institutions (PT – PerguruanTinggi) according to the Ministry of Research, Technology and Higher Education. This research used a BMC approach and mapping to determine the description of the business model of the Pasar Sehat Bandung business unit, which includes nine elements, namely customer segments, value proposition, channels, customer relationships, revenue streams, key resources, key activities, key partnerships, and cost structures. Business model mapping through BMC aims at making it easier to analyze what is not right and what needs to be developed so that the correct measures can be taken to achieve business goals. This research was conducted to show how the ecopreneurship concept is implemented into the business model. The triple bottom line theory proposed by Elkington (1998) is used to analyze the business focus of the business model that is currently being implemented and mapped with BMC. DOI 10.1201/9781003335832-15 57 In addition to making profit, the company must also pay attention to and be involved in ensuring the welfare of the community (people) and actively contribute to environmental preservation (Planet) in the triple bottom line. 2 LITERATURE REVIEW 2.1 The concept of ecopreneurship According to Lubis (2015), the concept of ecopreneurship identifies three drivers of ecopreneurial action(ThreeDriversofEcopreneurialAction)that help to identify commercial business opportunities while generating environmental, social, and eco-nomic benefits. In addition, it also represents attitudes, skills, and behaviors that emphasize environmental, social, and economic values. In the image of the Lubis pyramid, ecopreneurial actions represent attitudes, skills, and behaviors that focus on environmental, social, and economic values. 2.2 Business Model Canvas (BMC) According to Osterwalder and Pigneur (2010), the Business Model Canvas (BMC) is a complex business model simplified using the canvas approach, which involves drawing a single canvas with amap of nine building blocks (squares) tohelpentrepreneursidentify potential businesses.Thenine canvas building blocks that must be understood and considered to run a business are the customer segment, value proposition channel, customer relationship, revenue stream, key resources, key activities, key partnership, and cost structure. 2.3 Triple bottom line The triple bottom line was first introduced by Elkington (1998) in his book, Cannibals with Forks: The Triple Bottom Line. He coined the terms “economic prosperity,” “environmental quality,” and “social justice” to describe the triple bottom line concept. Triple Bottom Line is the concept of measuring the performance of a business in a “holistic” manner by taking into account economic performance measures in the form of profit gain, social awareness measures, and environmental conservation (Elkington 1998). 1. Profit – Profit is the main goal of every business action that involves economic factors, such as the bottom line and cash flow. Companies must continue to be focused on generating economic benefits that allow them to operate and develop. Increased productivity and cost efficiency are the activities that can be implemented to generate profits and give the organization a competitive advantage that can provide maximum added value. 2. People – Companies must consider human welfare with social variables, such as society, education, social equality, human resources, health, welfare, and quality of life. Realizing that the community around the company is one of the important stakeholders for the company, because the support of the surrounding community is very necessary for the existence, survival, and development of the company. Thus, as an inseparable part of the environmental community, companies must commit to maximizing the community’s benefits. 3. Planets –The company’s relationship with the environment is a cause-and-effect relationship. If the company takes care of the environment, the environment is beneficial to the company with environmental variables, such as natural resources, water, air quality, energy conservation, and land use. A company’s obligation is to care for the environment and sustainable biodiversity. In this study, the researchers conducted interviews and observations related to nine elements of BMC to business units that have been determined from Pasar Sehat Bandung, namelyWarung 1000 Kebun, Sekolah Rempah Nusantara, Botanina, Rahsa Nusantara, andWarung Imah Babaturan.The results of interviews and observations were mapped and related to the Elkington’s triple bottom 58 line theory in order to see the focus of their business. Based on this description, the theoretical framework is made as shown in Figure 1. Figure 1. Research framework adopted from Lubis (2015). 3 RESEARCH FINDING AND DISCUSSION This part presented the discussion of research findings which provided the Elkington’s triple bottom line approach, namely 3P that stands for “People, Planet, and Profit”. The researchers categorized businessfocus based on thestrengthof the elements possessedby each respondent.Allrespondent – Warung 1000 Kebun, Sekolah Rempah Nusantara, Botanina, Rahsa Nusantara, and Warung Imah Babaturan – choose which of the 3P approach that characterized their business model. The findings are shown in Table 1. Table 1. The focus on business orientation based on business model canvas mapping. Warung 1000 Kebun Sekolah Rempah Nusantara Botanina Rahsa Nusantara Warung Imah Babaturan People (public welfare) People (public welfare) People (public welfare) and planet (environmental sustainability) People (public welfare) and planet (environmental sustainability) Profit and planet (environmental sustainability) 4 RECOMMENDATIONS FOR FUTURE RESEARCH In this study, the authors propose recommendations for each respondent with regard to business development and are listed in Table 2. In addition to business development as shown in Table 2, the authors propose recommendations for academics, business entities, communities, and the government, along the period of one to three years, as known as mid-term action plan. Table 3 shows the description of the recommendations. Future research is recommended to examine the ecopreneurship concept business model with otherapproaches, suchas LeanCanvas, SWOT, FivePortersAnalysisandempathymap. Inaddition, in-depth research can also be carried out on the business model with the ecopreneurship concept 59 Table 2. Recommendations with regard to business development. Respondent Detail description of recommendations Warung 1000 Kebun Strengthening the channel elements by using online marketplace channels such as Shopee and Tokopedia so as to increase revenue streams. Furthermore, to increase positive feedback from consumers, the key resource of human resources is given education on understanding healthy food products. Moreover, physical resources provided include nutritious food needs, and gardening equipment managed organically. Sekolah Rempah Nusantara Strengthening the channel elements by using online marketplace channels such as Shopee and Tokopedia so as to increase revenue streams. Furthermore, to increase positive feedback from consumers, the key resource of human resources is given education on understanding healthy food products. Moreover, physical resources provided include more variety of organic processed products. Botanina Strengthening key partnership elements by utilizing brand ambassadors to increase brand image and consumer awareness so as to increase sales and influence revenue streams. Rahsa Nusantara Strengthening key partnership elements by utilizing brand ambassadors to increase brand image and consumer awareness so as to increase sales and influence revenue streams. Warung Imah Babaturan Strengthening key partnership elements by utilizing brand ambassadors to increase brand image and consumer awareness so as to increase sales and influence revenue streams and collaborate with local farmers to obtain organic raw materials. Thus, the food offered is categorized as organic healthy food without chemicals and improve the status of farmers. In addition. on the key resources element in human resources, education is given to understand about healthy food products in order to increase good feedback to consumers. Table 3. Recommendations with regard to mid-term action plan for academics, business entities, communities, and the government. Responsible Person/Organization Mid-term action plan Academics Establishing of a Sustainable Development Goals Center in every educational institution, especially universities as a medium to support the achievement of the Sustainable Development Goals (SDGs) agenda Business Collaborating with other businesses with an ecopreneurship concept so as to create product collaborations, educational activities, such as seminars and workshops. Community Conducting seminar activities with communities related to the theme of a healthy life-style, a healthy environment, and being an environmentally friendly businessman. Government Organizing activities with academics, business people, communities regarding the understanding of the SDGs related to environmental, social, and economic aspects. using internal and external analysis of a business towards other business units participating in the Pasar Sehat Bandung or other activities. REFERENCES Elkington, J. (1998). Cannibals with Forks: The Triple Bottom Line of 21st Century Business. New Society Publishers Lubis, R.L. (2015). The Triple Drivers of Ecopreneurial Action for Taking The Recycling Habits to The Next Level: A Case of Bandung City, Indonesia. International Journal of Multidisciplinary Thought. Vol. 11, No. 3. 17–48. Osterwalder, A. & Pigneur,Y. (2010). Business Model Canvas. New Jersey: John. Wiley & Sons. 60 Sustainable Future: Trends, Strategies and Development – Noviaristanti & Hway Boon (eds) © 2023 copyright the Author(s), ISBN 978-1-032-37201-3 Open Access: www.taylorfrancis.com, CC BY-NC-ND 4.0 license Scenario planning approach for future electricity businesses to support the energy transition in Indonesia A. Alghani & S. Noviaristanti Telkom University, Bandung, Indonesia ABSTRACT: The global industry is looking for ways to survive during technological developments that are currently so massive. The same goes for the electricity industry. The employment industry must be able to meet consumer needs, keep up with technological developments and develop business models to adapt to changes. To overcome future uncertainties of electricity demand, the rapid deregulation of the electricity sector, and the transition of energy to renewable energy, it is necessary to plan a scenario which will be elaborated on in this study to provide a comprehensive scenario planning to help PLN one of electricity company in Indonesia to adapt and develop in the future with uncertainties that arise in the future. which can have an impact on the future of the electricity business. The purpose of this research is to provide an overview of the future situation in the electricity industry and all aspects that can impact on changes in the electricity sector in Indonesia such as driving forces, critical uncertainties, possible scenarios, and options for each scenario. This study will use a qualitative research methodology that uses primary data and secondary data to determine the driving factors that will affect the electricity business. This research is also able to transform from one scenario to another with a better future. So that it will produce a powerful strategy to face the future and the choices that will occur for each scenario that will be carried out. Through this research will generate possible future opportunities and prepare for future competitive challenges. Keywords: Scenario Planning, Electricity Industry; Energy Transition, Uncertainties, Business Strategy, Driving Forces. 1 INTRODUCTION The global industry is looking for ways to survive during technological developments that are currentlysomassive.Thesamegoesfortheelectricityindustry.Theemploymentindustrymustmeet consumer needs, keep up with technological developments and develop business models to adapt to changes. Electricity has been the main energy source for many things since its invention. Electricity isa strategicinfrastructurefortheeconomyandnational development. Severalstudieshaverevealed that electricity is the foundation for achieving development goals, such as increasing people’s welfare, national income, employment opportunities, and changes in the economic structure (Latif 2016:29–41). The trend in the global energy sector is towards increasing the share of renewable energy sources compared to continuing to develop conventional energy sources in line with Indonesia’s commitment to the use of coal and fossil fuels by 2060. Technological developments, increased business development, and deregulation in Indonesia’s electricity sector are the determining factors for increased private participation in power generation using renewable energy. For Indonesia, which has a proportion of fossil energy reaching almost 70% in the primary energy mix, the urgency to carry out decarbonization is even higher (IESR 2019). Achieving the target set by the government regarding the energy mix is not easy. This is because the state-owned electricity company is currently experiencing an oversupply or oversupply of electricity. DOI 10.1201/9781003335832-16 61 Several previous studies show that nobody has specifically reviewed the future electricity business in Indonesia with a scenario planning approach. Existing analysis has been a lot of on the constraints of project completion, development strategy in line with regional potential, and provide and demand studies (Hendro & Sunitiyoso 2016; Gultom 2017; Nizam 2008; Suharmanto et al. 2015). Moreover, research by Quentara & Suryani (2017), showed that the most downside of the electrical operational systems in Indonesia is the way to maintain the continuity of effective and economical services to the purchasers and meet the availability and demand for power, significantly a great deal of islands area in Indonesia is way distant from the facility generation sources. This research will answer these following questions: 1. What are the appropriate key driving forces to predict the future of the electricity business sector in Indonesia? 2. What are the strategies that electricities companies in Indonesia should implement for each scenario of future conditions? The purpose of this study is to provide an overview of the future situation in the electricity industry and all aspects that may impact changes in the electricity sector in Indonesia to face the energy transition in 2030. This research will generate the possibility of future opportunities and prepare for future competitive challenges. 2 LITERATURE REVIEW 2.1 Scenario planning Scenario planning has been widely used in the last 20 years or so. Scenario planning is known as an effective method of identifying future uncertainties within the organization (Kahane 1999). In addition, scenarioplanninghasbeentrustedbymanyasausefultoolinimprovingandimplementing various strategic planning options for organizations (Swanson et al. 1998). Mats Lindgren dan Hans Bandhold (2003:21) reported Scenario is not a forecast (forecasting) in the sense that the scenario is not a projection of the future from existing data at the present time. The scenario is also not a vision (vision) or the desired future condition (the desired future). The scenario development process holds 4 critical steps. First identifying the driving forces and critical uncertainties for years to come, the goal is to develop 4 distinct scenarios that are most likely to happen. a) Identifying driving forces To begin with, you should discuss what are going to be the big shifts in society, economics, technology, and politics in the future and see how it will affect your company. Most organizations use STEEP analysis to run environmental scanning. STEEP (Social, Technology, Economics, Environment, and Politics) analysis is a tool commonly used in marketing to evaluate the different external factors that impact an organization. It is important for every business to consider some external forces before making a decision. Fathi S. M. Abdullah (2009). b) Trend and uncertainty analysis Once the basic data and information have been collected, factors potentially affecting future developments must be analysed with the view to identifying the most relevant ones (Schwartz 1991; Schoemaker 1995). One common way to undertake this task is to rank the various factors according to their degree of uncertainty and potential impacts on the system under investigation (Schwenker & Wulf 2013), by employing an impact/uncertainty grid (van der Heijden 2005). c) Scenario building In this step, the identified trends and critical uncertainties are converted into various plausible scenarios that describe different possible future states of the world (Schwartz 1991; Schoemaker 1995). 62 d) Strategy definition In this step traditional appraisal and evaluation tools and techniques can be employed to identify the most flexible and robust strategy. Once scenarios have been developed, different decisions and strategic options can be tested against the various possible future conditions (Schwartz 1991; van der Heijden 2005). 3 METHODOLOGY This scenario planning research is qualitative research that uses the TAIDA method, which in the beginning was developed by Lindgren and Bandhold in 2003 and then perfected in 2009. TAIDA stands for Tracking, Analysing, Imaging, Deciding, and Acting in its simple form. Tracking is the stage that is related to the efforts to discover the trend, drivers, and uncertainty that should be considered as long as they are influential toward the future of the focal question (Lindgren & Bandhold 2009). In essence, the focus is on the efforts to firstly identify the trend. in which the drivers and uncertainty can be found. The identification is performed through media scanning, internet research, and interview which in this research is conducted by STEEP analysis. As an additional trend identification, a desk study is carried out on related regulations and planning documents. STEEP analysis method analyzes the current social, technological, economic, environmental, and political conditions. The analyzing is basically aims to identify the drivers as well as the consequences in order to understand how trend interacts (Lindgrend & Bandhold 2009). This stage consists of two main activities. the first one is conducting an interrelation analysis using critical uncertainties analysis between trends that are found and the second one is to develop a scenario. The imaging stage is closely related to the decision-making process in the future to achieve certain targets or commonly known as vision. The previous stage is just an instrument to clarify the future situation. scenarios are then written up as a story. The deciding stage is also related to making decisions about what scenarios will be the target and using what kind of strategy? or in other words, the deciding stage is related to the identification of several options and strategies. Figure 1. Theoretical framework. Source: Adaptation and Modification – Expanded from Lindgren and Bandhold (2009) & Zulfitri and Hermawan (2015) 63 4 CONCLUSION This study seeks to conduct an environmental analysis using STEEP analysis to determine the driving force via interview panels, internet search media scanning, regulation, and planning documents. Furthermore, empirical testing related to the theoretical framework is required to generate thepossibilityoffutureopportunitiesandprepareforfuturecompetitivechallenges in the electricity industry. REFERENCES Boden, L. A., Auty, H., Reeves, A., Rydevik, G., Bessell, P., & McKendrick, I. J. (2017). 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Environment and Planning C: Government and Policy, 26(5), 982–997. https://doi.org/10.1068/c0665r Heidari, A., Aslani, A., & Hajinezhad, A. (2017). Scenario planning of electricity supply system: case of Iran. In Journal of Science andTechnology Policy Management (Vol. 8, Issue 3). https://doi.org/10.1108/JSTPM05-2017-0024 IESR (2019). Indonesia Clean Energy Outlook: Tracking Progress and Review of Clean Energy Development in Indonesia. Jakarta: Institute for Essential Services Reform (IESR) Mulyanto, F. M., & Sunitiyoso, Y. (2013). Scenario Planning Analysis for Startup Business Case Study: Kemilau Indonesia Magazine. Indonesian Journal of Business Administration, 2(5), 562–570. Sardesai, S., Stute, M., & Kamphues, J. (2021). A Methodology for Future Scenario Planning. Springer International Publishing. https://doi.org/10.1007/978-3-030-63505-3_2 Sparks, B., & Mccann, J. (2021). Scenario Planning for a Post-Pandemic Workplace. International Management Review, 17(2), 23. Wijayanto, H. D., & Sunitiyoso, Y. (2019). Scenario Planning of Electricity Needs In Indonesia for The Next Ten Years. Jurnal Manajemen Teknologi, 18(1), 54–70. https://doi.org/10.12695/jmt.2019.18.1.4 Zahraei, S. M., Kurniawan, J. H., & Cheah, L. (2020).A foresight study on urban mobility: Singapore in 2040. Foresight, 22(1), 37–52. https://doi.org/10.1108/FS-05-2019-0044 Zulfitri, S. M., Muluk, M. R. K., & Hermawan, H. (2016). Scenario Planning for the Development of Maritime Eco-tourism Object. Bisnis & Birokrasi Journal, 22(2). https://doi.org/10.20476/jbb.v22i2.5710 Zulfitri, S. M., Muluk, M. R. K., & Hermawan, H. (2016). Scenario Planning for the Development of Maritime Eco-tourism Object. Bisnis & Birokrasi Journal, 22(2). 64 Sustainable Future: Trends, Strategies and Development – Noviaristanti & Hway Boon (eds) © 2023 copyright the Author(s), ISBN 978-1-032-37201-3 Open Access: www.taylorfrancis.com, CC BY-NC-ND 4.0 license Technology readiness & acceptance model and digital transformation strategy of Ciparay traditional market village, Bandung K.P. Hutami, R.D. Pasaribu & M.R. Sutjipto Telkom University, Bandung, Indonesia ABSTRACT: Traditional markets are a business ecosystem as well as a center for community economic activities that support the lives of the wider community.All actors in the economic sector, including traditional markets, were forced to make changes as a result of the implementation of the PSBB amid the Covid-19 pandemic. The adoption of technology in traditional markets is said to be one of the solutions launched by the central government during a pandemic. In this study, the author will examine the factors that affect the readiness of traditional market players to adopt technology with a case study of the Ciparay traditional market village with the Technology Readiness and Acceptance Model (TRAM) approach after being proven by previous research that this model can accurately explain the readiness to adopt technology.The method used in this study is a quantitative which explains the relationship between the independent variables and the dependent variable.The research was conducted through a census of all market traders, totaling 345 respondents that processed quantitatively using TRAM analysis and then confirmed based on statements from the Market Village manager as well, of traders and buyers which will then be processed to produce a formulation strategy. Keywords: Traditional Market, Technology Readiness Index (TRI), Technology Acceptance Model (TAM), Technology Readiness and Acceptance Model (TRAM) 1 INTRODUCTION Referring to the Domestic Trade-Ministry of Commerce data, processed by the Central Statistics Agency (Badan Pusat Statistik) (2021), the number of traditional markets in Indonesia in 2019 showed an increase of 10.4% in 2017–2018. In 2019, it reached 15,675 units with a total of 2,818,260 traders and continued to increase to 16,235 units in 2020 with an increase of 12,625 million traders active in it.All actors in the economic sector including traditional markets are forced to make changes. Hundreds of traditional market traders have felt the bad impact of the LargeScale Social Restrictions (PSBB) during the Covid-19 pandemic. The adoption of technology in traditional markets is one of the solutions launched by the central government during the pandemic. This step is important to take as anticipation so that traditional market traders can also compete by selling their goods online. The Ministry of Trade will soon synergize the offline market with the online, due to the shift in people’s consumption patterns, especially due to the Covid-19 pandemic. 1.1 Technology Readiness and Acceptance Model (TRAM) Technology Readiness and Acceptance Model (TRAM) was proposed by Lin et al. (2007), which is a combination of the concept of readiness for technology adoption of the Technology Readiness Index and the concept of technology acceptance of the Technology Acceptance Model. TRAM is used to determine the effect of user readiness on the acceptance of information technology or systems. Davis (1989) stated that the impact of factors on a person’s interest in using information systems (intention to use) will be mediated by perceived usefulness and perceived ease of use. DOI 10.1201/9781003335832-17 65 REFERENCES Ardiyos. (2004). 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Financial literacy or investment experience: which is more influential in cryptocurrency investment, International Journal of Bank Marketing, 39(7), 1208–1226. https://doi.org/10.1108/IJBM-11-2020-0552 72 Sustainable Future: Trends, Strategies and Development – Noviaristanti & Hway Boon (eds) © 2023 copyright the Author(s), ISBN 978-1-032-37201-3 Open Access: www.taylorfrancis.com, CC BY-NC-ND 4.0 license Analysis of challenging factors for digital transformation in Telkomsel company F. Siswanto, S. Noviaristanti & G. Ramantoko Telkom University, West Java, Indonesia ABSTRACT: The digital transformation carried out byTelkomsel led to several challenges along the way. As the market leader in theTelco industry in Indonesia with a large number of employees, customers, andassets spreadacrossvariousislandsinIndonesia, this canbechallenging forTelkomsel’s ongoing digital transformation process. This study aims at analyzing the challenging factors and identifying the most dominant challenging factors in the transformation process in Telkomsel, especially in the Network Services Management Group (NSM Group) unit. By understanding the challenging factors for emerging digital transformation, it is hoped that the NSM Group unit can prepare the right strategy to help accelerate and optimize the current transformation process. 1 INTRODUCTION Since 2020, the telecommunications industry in Indonesia has experienced turbulence that presents bothopportunities andchallenges.TheCOVID-19pandemichasputthetelecommunicationsindustry at the center of life by empowering businesses and communities through emerging connectivity. In addition, phenomena that have emerged in recent times, such as changes in customer behavior in the digital era as a result of technology disruption, are Gradually fading business legacy (SMS and voice) that switch to data.The trend of non-data revenue (legacy), which keeps declining while data revenue keeps rising at the three (three) biggest cellular operators in Indonesia, namely Telkomsel, XL, and Indosat, makes this clear. The increase in Telkomsel’s revenue from the surge in data traffic (payload) has not been able to cover the decline in revenue from legacy traffic. Increasing data traffic (payload) requires a significantcostthat isincreasing.ThesefactorsencourageTelkomseltotransform from atraditional Telco to a digital Telco. According to digital transformation statistics, in 2018, more than 50% of all attempts failed miserably (Forester), 70% of all digital transformation programs failed due to employee refusal and lack of support from management (McKinsey), and 16% of employees claimed that their digital companies’ transformation efforts improved or sustained their performance (McKinsey). NetworkServicesManagementGroup(NSMGroup)ispartoftheTelkomselorganization, which is at the forefront of operations that are directly or indirectly related toTelkomsel’s customers. The NSM Group consists of organic employees with a current number of approximately 987 employees or 18% of the total number of Telkomsel employees. The following conditions describe the challenges faced by the NSM Group when the digital transformation process takes place in Telkomsel. 1. The results of the survey on the ACTION implementation index in the NSM Group, which is a guideline in the digital transformation process in Telkomsel 2. Large organizational conditions where low capability skills and gap future capabilities still dominate and are in the identification and analysis stage as well as new business models that are still in the early stages are challenges faced by Telkomsel, especially in the NSM group DOI 10.1201/9781003335832-19 73 Table 1. The challenges faced by NSM group in the transformation process. Implementation percentage per score Organization Value Area 1 Area 2 Area 3 Area 4 Agility Low Low Low Low Customer Centric Moderate Moderate Moderate High Innovation Low Low Low Low Open Mindset Low Low Low Low Networking Low Low Low Low to carry out digital transformation. Artificial Intelligent/Machine Learning (AI/ML) has not been widely adopted and used properly. The lack of utilization of Big Data and Automation Platform, including minimal exploration and implementation of new technologies for business development, is also a challenge in the digital transformation process (Nugroho 2021). This study seeks to explore all the challenging factors for digital transformation in general and specify them in the Network Services Management Group unit so that it can answer the following research questions: 1. What factors are the challenges in carrying out digital transformation in the NSM Group unit? 2. What factors are the most dominant challenges in the digital transformation process in the NSM Group unit? 2 LITERATURE REVIEW 2.1 Digital transformation According to Hartl & Hess (2017), the term “digital transformation” refers to the changes those technological advancements can make to a company’s business model, such as new organizational structures, products, or processes that are automated. According to Rogers (2016), digital transformation covers the following strategic areas: customer, competition, data, innovation, and value. 2.2 Factors affecting digital transformation According to Ousmundsen et al. (2018), Some factors that can cause a company to carry out digital transformation, including regulatory changes, changes in the competitive landscape, shifts/changes to digital forms of industry, and changes in consumer behavior and expectations. According to Henriette (2015), digital transformation can involve more or less major changes in a company’s business model, which can occur in processes, resources, methods, or operational culture. There are several other factors revealed in the research results (Kwon & Park 2017), the factors that affect digital transformation in the global industry, namely human factors, technology factors, IT factors and business strategies, and digital leadership factors. 2.3 Agile According to Pressman (2010), the role of humans or teams in agile development is significant and will affect software development.Agile development focuses on the capabilities of each individual. The skills needed to build a team in agile development, namely competence, common focus, collaboration, decision-making ability, fuzzy problem-solving ability, mutual trust and respect, and self-organization. 74 2.4 Customer centric Customer-centric strategy is implemented by the company to serve customers better. Companies can define the customers to be served so that they can understand the needs, wants, and expectations of customers. Companies must also listen to the voice of customers, whether they want to provide input or complaints (Tandjung 2006). 2.5 Open mindset Gunawan (2007) explains that mindset is the essence of self-learning. This factor determines how to view potential, intelligence, challenges, and opportunities as a process that must be pursued with perseverance, hard work, and effort to achieve goals. 2.6 Innovation Freeman (2004) considers innovation as the efforts of the company through the use of technology and information to develop, manufacture, and market products that are new to the industry. In other words, innovation is the modification or discovery of ideas for continuous improvement and development to meet customer needs. 2.7 Digital culture The term culture comes from the Latin “cultura”, which means “to cultivate”. Culture has various meanings. Digital culture serves as a bridge or catalyst between the real and the virtual (Rab 2007). Another definition, digital culture is a complex set of values or beliefs, assumptions, and symbols that become the way companies do digital business through collaboration, creation of creativity, and innovation through digital strategies (Martínez et al. 2020). 2.8 Objective key result OKR or objective key result is a collaborative goal-setting protocol to help ensure that organizations consistently focus and prioritize efforts to achieve the same goals within the organization (Widodo 2020). 2.9 Digitalization Digitization is a direct process of converting analog information to digital. It can also be interpreted as the process of moving the process from manual to digital (for example: replacing the handwritten form with an online version that goes directly to the database) (Gobble 2018). Meanwhile, digitalization based on Gobble (2018) refers to the use of digital technology, and possibly digital information, to create and grow value in new ways. 2.10 Digital technology Digitaltechnologyisatechnologywhoseoperatingsystem runs automaticallyusinga computerized system. Digital technology is essentially just a highly quick counting system that converts all types of information into digital codes or numeric values. The development of this technology brings changes to the quality and efficiency of the data capacity that is created and transmitted, such as images become clearer due to better quality, more efficient capacity, and faster delivery processes (Danuri 2019). 75 3 METHODOLOGY 3.1 Factor analysis There are two types of factor analysis, namely CFA (Confirmatory FactorAnalysis) analysis, which is to confirm the shape of the latent variable model based on empirical data, and EFA (Exploratory Factor Analysis) analysis, which is to explain (explore) what factors make up the latent variable (Haryono 2017). In this study, confirmatory factor analysis was used with the assistance of SPSS 25 software for factor analysis: Kaiser-Meyer-Olkin (KMO)/Sampling Sufficiency Measure (Sample Adequacy Test), The Bartlett’s test of Sphericity (aims at determining the feasibility of the formed factors), Factoring and Rotation, Determination of the Number of Factors, Factor Interpretation and mention the factors that form. 4 CONCEPTUAL FRAMEWORK Figure 1. Conceptual framework. 5 CONCLUSION 1. Thisstudyaims at analyzingthe factorsthatbecome challenges and the most dominant challenge factors in the transformation process in the Network Services Management (NSM) Group, one of the units in Telkomsel. 2. This study uses qualitative and quantitative methods to obtain truly original variables so that by using Confirmatory FactorAnalysis (CFA) can be obtained specific and dominant factorization. REFERENCES Telkomsel, Telkomsel. Annual Report 2021 Telkomsel, A. R. (2020). Digitizing the Nation To Create Opportunities For Sustainable Future. Kurnia. (2021). Factor Analysis of Digital Transformation Challenges in Telkom Sigma. Hartl, E., & Hess,T. (2017). The role of cultural values for digital transformation: Insights from a delphi study. America’s Conference on Information Systems: A Tradition of Innovation. Bloomberg, J. (2018). Digitization, Digitalization, And Digital Transformation: Consfuse Them atYour Peril. Forbes. Ahmed, Pervaiz K, & Shepherd, C. D. (2010). Innovation Management. Pearson Education, Inc. Kwon, Eun Hee, & Park, M. J. (2017). Critical Factors on Firm’s Digital Transformation Capacity: Empirical Evidence from Korea. International Journal of Applied Engineering Research, 12((22)), 12585–12596. Rab, Á. (2007). Digital culture – Digitalised Culture and Culture Created on a Digital Platform. Information Society From Theory to Political Practice. Rogers DL. (2016).The DigitalTransformationPlaybook: RethinkYourBusinessforThe DigitalAge. Columbia University Press. Rogers, E. M. (2003). Diffusion of Innovations Fifth Edition. The Free Press. 76 Sustainable Future: Trends, Strategies and Development – Noviaristanti & Hway Boon (eds) © 2023 copyright the Author(s), ISBN 978-1-032-37201-3 Open Access: www.taylorfrancis.com, CC BY-NC-ND 4.0 license Factors affecting the adoption of new innovation technology on MSMEs in Indonesia Y.M. Huda & S. Noviaristanti Telkom University, Bandung, Indonesia ABSTRACT: Micro-Small-Medium Enterprises (MSMEs) play an important role in Indonesia’s economic growth. The COVID-19 pandemic situation hit their business, thus increasing the use of innovative technology for both MSME players and buyers. MSMEs should be encouraged to adopt new technology so they can recover or even improve during the pandemic. Many different theories assess the acceptance of innovative technology and its advantages and disadvantages. The TOEDOI models can complement each other. This study aims to develop the conceptual framework of a new innovation technology by combining two technology acceptance models and also the most influential factors in adopting an innovation technology. Keywords: MSMEs, COVID-19 Pandemic, TOE-DOI Model, Innovation Technology, Factor Affecting 1 INTRODUCTION Micro-Small-Medium Enterprises (MSMEs) play an important role in Indonesia’s economic growth. The COVID-19 pandemic situation hit MSMEs’ business and pushed them to increase the use of Information and Communication Technology (ICT) in MSMEs, Large Enterprises, and the buyers. LPEM FEB UI (2020) and Rakhmawati et al. (2021) compared the use of ICTs before and during the pandemic that the number increased. They need to adopt new technology for their business to recover and even improve. Several studies stated that the ICT adoption among MSME players is significant because (1) They are the most significant business in developing countries, especially in Indonesia; (2) They are the main driver for industrial growth; (3) They will encourage the economic integration; and (4) by ICT adoption, they will accelerate to an advance level and improve the global economy. The theory of adoption of the innovative technology can be carried out in MSMEs and it is possible to combine several theories of acceptance of innovation technology. In addition, Elghdban et al. (2020) stated there are several theories in MSMEs technology acceptance, such as the Technology Acceptance Model (TAM), the Unified Theory Acceptance and the Use of Technology (UTAUT), Diffusion of Innovations (DOI), and Technology-Organization-Environment (TOE). There are several advantages and disadvantages to the theory of adoption of innovative technology. TOE-DOI model could complement each other. Hsu et al. (2006) stated that the TOE-DOI models explains better about innovation diffusion. This study seeks to answer the following questions: 1. What factors influence MSMEs in Indonesia to adopt a new innovative technology? 2. What are the most influential factors that influence MSMEs in Indonesia to adopt a new innovative technology? DOI 10.1201/9781003335832-20 77 2 LITERATURE REVIEW 2.1 Technology Acceptance Model (TAM) TAM was proposed by Davis (1989) and Davis et al. (1989) to predict the possible adoption of a new innovative technology in an organization. Furthermore, Y. Lee et al. (2003) stated that TAM was considered to be an influential theory. However, Houache et al. (2019) stated that TAM was not suitable among MSMEs because it does not take into account contextual factors. 2.2 The Unified Theory Acceptance and the Use of Technology (UTAUT) UTAUT was proposed byVenkatesh et al. (2003) as the extension of TAM. Idris et al. (2017) stated that the UTAUT model has been used in more than 70% compared to other models. However, according to Venkatesh et al. (2008), behavioral intention did not explain the prediction of uncertainty between the time of raising the intention until the behavior is carried out. The UTAUT model does not take into account contextual factors that change user intentions over time. 2.3 Diffusion Of Innovation (DOI) DOIwas proposedby Rogers(2003) to explainthat individualdecision aboutinnovationtechnology acceptance is not about action but the process itself occurs over time which consists of various actions. Parker & Castleman, (2009) stated that this model could be applied in several MSMEs. However, Lawrence (2010) stated that DOI did not adequately consider MSMEs’ problems and dynamics regarding complex external forces among them. 2.4 Technology-Organization-Environment (TOE) TOE was proposed by Tornatzky & Fleischer (1990), which can explain the factors that influence the decision of an organization to adopt an innovative technology. Huy et al. (2012) stated thatTOE couldunderstandboth internal and external factorstoadopt information technologyon926MSMEs inVietnam. However,Awa et al. (2015) stated thatTOE was only applied in large enterprises which were not suitable for MSMEs. TOE did not emphasize individual factors, there must be additional models. 2.5 TOE-DOI model combination With the aforementioned advantages and disadvantages, we can combine theTOE and DOI models. Senarathnaetal. (2018) statedthattheTOEservedto expandthe DOImodel. Furthermore,Amini& Bakri (2015) stated that out of all listed above, only DOI andTOE models are the most prominently adopted models at the organizational level. This is in line with Oliveira & Martins (2011) who stated that the integration model emphasizes individual characteristics along with theinternal and external characteristics of the organization as a driver of innovation adoption at the organizational level. Ramdani et al. (2013) stated that theTOE-DOI model is the strongest analytical tool to predict acceptance adoption for MSMEs. 3 METHODOLOGY 3.1 Diffusion Of Innovations (DOI) model The innovation context is often used in studies for innovation technology acceptance. Elghdban et al. (2020) analyzed that relative advantage, compatibility, complexity, trialability, and observability can contribute to describing the innovation context. 78 3.2 Technology-Organization-Environment (TOE) model The technology context includes technology that is relevant to the company. Elghdban et al. (2020) described the technological context that often appears in several studies. IT Infrastructure is usually used in small businesses. N.A.Y.Al-Qirim (2003) identified organizational factors in several studies inwhichthe adoption of new technology was positively influenced by the CEO’s Innovativeness. Because innovative CEOs would be aware of which new technology, they must choose to implement solutions. Thus, the CEOs would speed up the implementation adoption process. Sharma (2000) stated that Environmental Uncertainty is an opportunity for the company to innovate more than other organizations because it forces the organizations to adopt a new innovative technology to achieve their competitive advantage. Papazafeiropoulou & Pouloudi (2000) stated that the government should have a helicopter view of what should small businesses do to adopt new innovation technologies. 4 CONCEPTUAL FRAMEWORK The proposed framework in Figure 1 illustrates the combined TOE-DOI Model as follows. Figure 1. Conceptual framework. 5 CONCLUSION This study seeks to integrate the TOE and DOI models to determine the factors that can influence MSME players to implement a new innovation technology during the COVID-19 pandemic. As we know, there is a few studies about the TOE-DOI model which are performed on MSMEs so this study will enrich the theory acceptance model for MSMEs in Indonesia.This study is beneficial for supporting MSME players, researchers, and developers with new innovation technologies. They will know the most influential factors in adopting a new innovation technology. This will lead you to gain more people to adopt a new innovation technology in the near future. 79 REFERENCES Al-Qirim, N. A.Y. (2003). E-Commerc in the Aerial Mapping Industry: A New Zealand Case Study. Journal of Systems & Information Technology,7, 67–92. Amini, M., & Bakri, A. (2015). Cloud Computing Adoption by SMEs in the Malaysia: A Multi-Perspective Frameworkbased on DOI Theory and TOE Framework. Journal of Information Technology & Information Systems Research (JITISR),9(2), 121–135. Awa, H. O., Ojiabo, O. U., & Emecheta, B. C. (2015). IntegratingTAM,TPB andTOE frameworks and expanding their characteristic constructs for e-commerce adoption by SMEs. Journal of Science and Technology Policy Management,6(1), 76–94. Davis, F.D. (1989). Perceivedusefulness, perceived ease ofuse, and useracceptance ofinformationtechnology. MIS Quarterly,13(3), 319–349. Davis, F.D., Bagozzi, R. P., &Warshaw, P. R. (1989). UserAcceptanceofComputerTechnology:A Comparison of Two Theoretical Models. Management Science,35(8), 982–1003. Elghdban, M. G., Azmy, N., Zulkiple, A., & Al-Sharafi, M. A. (2020). Factors Affecting the Adoption of Advanced IT with Specific Emphasis on Building Information Modeling Based on TOE Framework: A Systematic Review. International Journal of Advanced Science and Technology,29(4), 3314–3333. Houache, H., Abd Rahim, N. H. Bi., & Shah, A. (2019). Analysis of models for e-commerce adoption factors in developing countries. Journal on Perceptive and Cognitive Computing,5(2), 72–80. Hsu, P. F., Kraemer, K. L., & Dunkle, D. (2006). Determinants of e-business use in U.S. firms. In International Journal of Electronic Commerce (Vol. 10, Issue 4, pp. 9–45). Huy, L.Van, Rowe, F.,Truex, D., & Huynh, M. Q. (2012). An empirical study of determinants of E-Commerce adoption in SMEs in Vietnam: An Economy in Transition. Journal of Global Information Management, 20(3), 23–54. Idris, A., Edwards, H., & Mcdonald, S. (2017). E-commerce adoption in Developing Countries SMEs: What Do the Prevailing Theoretical Models Offer Us? International Conference on E-Commerce, 1–8. Lawrence, J. (2010). The Factors that InfluenceAdoption and Usage Decision in SMEs: Evaluating Interpretive Case Study Research in Information Systems. The Electronic Journal of Business Research Methods,8(1), 13–24. Lee,Y., Kozar, K.A., & Larsen, K. R.T. (2003).TheTechnologyAcceptance Model: Past, Present, and Future. Communications of the Association for Information Systems,12(1), 752–780. LPEM FEB UI. (2020). Impact of COVID-19 Pandemic on MSMEs in Indonesia. Oliveira, T., & Martins, M. F. (2011). Literature Review of Information Technology Adoption Models at Firm Level. The Electronic Journal Information Systems Evaluation,14(1), 110–121. Papazafeiropoulou, A., & Pouloudi, A. (2000). The Government’s Role in Improving Electronic Commerce Adoption. The Government’s Role in Improving Electronic Commerce Adoption. European Conference on Information System (ECIS). Parker, C. M., & Castleman, T. (2009). Small firm e-business adoption: A critical analysis of theory. Journal of Enterprise Information Management,22(1–2), 167–182. Rakhmawati, N. A., Permana, A. E., Reyhan, A. M., & Rafli, H. (2021). ANALISA TRANSAKSI BELANJA ONLINE PADA MASA PANDEMI COVID-19. Jurnal Teknoinfo,15(1), 32. Ramdani, B., Chevers, D., &Williams, D.A. (2013). SMEs’adoption of enterprise applications:A technologyorganisation-environment model. Journal of Small Business and Enterprise Development,20(4), 735–753. Rogers, E. M. (2003). Diffusion of Innovations, 5th Edition (5th Edition). Simon & Schuster, Inc. Senarathna, I., Wilkin, C., Warren, M., Yeoh, W., & Salzman, S. (2018). Factors That Influence Adoption of Cloud Computing: An Empirical Study of Australian SMEs. Australasian Journal of Information Systems Senarathna,22, 1–31. Sharma, S. (2000). Managerial interpretations and organizational context as predictors of corporate choice of environmental strategy. Academy of Management Journal,43(4), 681–697. Tornatzky, L. G., & Fleischer, M. (1990). The Processes of Technological Innovation. Lexington Books. Venkatesh, V., Brown, S. A., Maruping, L. M., & Bala, H. (2008). Predicting Different Conceptualizations of System Use: The Competing Roles of Behavioral Intention, Facilitating Conditions, and Behavioral Expectation. MIS Quarterly,32(3), 483–502. Venkatesh, V., Smith, R. H., Morris, M. G., Davis, G. B., Davis, F. D., &Walton, S. M.(2003). UserAcceptance of Information Technology: Toward A Unified View. MIS Quarterly,27(3), 425–478. 80 Sustainable Future: Trends, Strategies and Development – Noviaristanti & Hway Boon (eds) © 2023 copyright the Author(s), ISBN 978-1-032-37201-3 Open Access: www.taylorfrancis.com, CC BY-NC-ND 4.0 license The relationship between collaboration factors, teamwork satisfaction, and student satisfaction: A conceptual paper T.P. Avero & D. Tricahyono Telkom University, Bandung, Indonesia ABSTRACT: The education industry in Indonesia is currently one of the most focussed areas of the government. A study pressing that in the 21st-century, collaboration has become an essential part of the learning process and work. At present, learning activities can possibly be carried out collaboratively, as one of the efforts made by providing spaces that are widely for the potential of students to be developed according to the needs of their era. Learning actively needs to be done in the form of the application of this learning model, namely, collaborative learning method. Creating student satisfaction is one of those involved and collaborative learning included in the category of active learning. Collaborative learning, categorized as active learning in general, affects student satisfaction in both individual and group activities. To achieve student satisfaction, the components of teamwork satisfaction need to be considered. Keywords: Collaborative Learning, Learning Model, Active Learning, Student Satisfaction, Teamwork Satisfaction. 1 INTRODUCTION The education industry in Indonesia is currently one of the government’s most focussed areas. The era of higher education is divided into three periods: The era of “growth” from 1968 to 1990, the era of “technology” in 1990 to 2010 and the era of “collaboration” in 2010 until now (Mcmillion 2003). A study emphasizes that in the 21st century, collaboration has become an important part of the learning and working process (Lailiyah et al. 2021). Currently, learning activities can be carried out collaboratively, as one of the efforts made is by providing the widest possible space for potential students to be developed according to the needs of their time (Hidayatullah et al., n.d.). Collaborative learning is one of the important things involved in the ongoing process of the learning program in Indonesia and also the learning method in which students work together in small groups to achieve a common goal (Ku et al. 2013). A learner cannot reach an understanding of a new idea or concept unless he or she obtains help or feedback from a teacher or peer. In a classroom, teamwork is an increasingly popular active learning strategy. Active learning needs to be done, one form of application of this learning model is the collaborative learning method; therefore, it is necessary to pay attention to collaboration factors so that the hope is to create satisfaction in a group which will ultimately result in a sense of satisfaction both individually and in groups (Respati 2019). Theconceptofcollaborativelearning can be found in the implementation of the learning program in Indonesia, namely collaborative learning that involves teammates and instructors. In the research by Wengrowicz et al. (2018), it is stated that customer satisfaction is very important for the success of any business venture, including education. In the study, identification and understanding were carried out regarding the elements of student satisfaction. It can be seen that students are not the only customers in higher education. However, they argue that it will be difficult to maintain a program if students are dissatisfied. Therefore, it is important to be able to anticipate the factors DOI 10.1201/9781003335832-21 81 4 CONCLUSIONS This study develops a conceptual framework to determine the dominant factors that influence the acceptance of learning technology by the State Civil Apparatus. Factor analysis was carried out based on the UTAUT2 model with the variables of performance expectancy, effort expectancy, social influence, facilitating condition, hedonic motivation, and habit, and replaced the price value with the learning value. In addition, there are two variables added from theTPC model, namely the task-technology fit and utilization variables. The proposed conceptual framework is intended to support the successful adoption of digital learning technologies in the government sector. Empirical studies in this case can further validate the dominant factor of acceptance of learning technology by the State Civil Apparatus. This study supports policy makers, academics, the government, and society in understanding and reaping the benefits of learning technology and forms the basis for further research. REFERENCES Ain, N. U., Kaur, K., & Waheed, M. (2015). The influence of learning value on learning management system use: An extension of UTAUT2. Information Development,32(5), 1306–1321. https://doi.org/ 10.1177/0266666915597546 Faedlulloh, D., Maarif, S., Meutia, I. F., &Yulianti, D. (2020). Birokrasi dan Revolusi Industri 4.0: Mencegah Smart ASN menjadi Mitos dalam Agenda Reformasi Birokrasi Indonesia. 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UN E-Government Surveys 2020. https://publicadministration.un.org/egovkb/enus/Data/Country-Information/id/78-Indonesia Valev, N. (2020). Government effectiveness index 2019 – Country rankings. Vankatesh, V., Morris, M. G., & Davis, G. B. (2003). User Acceptance of Information Technology: Toward a Unified View. International Encyclopedia of Ergonomics and Human Factors, Second Edition - 3 Volume Set,27(3), 425–478. https://doi.org/10.1201/9780849375477.ch230 Venkatesh, V., Thong, J. Y. L., & Xu, X. (2012). Consumer acceptance and use of information technology: Extendingthe unifiedtheory ofacceptanceand useof technology. MIS Quarterly: Management Information Systems,36(1), 157–178. https://doi.org/10.2307/41410412 Zwain, A. A. A. (2019). Technological innovativeness and information quality as neoteric predictors of users’ acceptance of learning management system: An expansion of UTAUT2. Interactive Technology and Smart Education,16(3), 239–254. https://doi.org/10.1108/ITSE-09-2018-0065 88 Sustainable Future: Trends, Strategies and Development – Noviaristanti & Hway Boon (eds) © 2023 copyright the Author(s), ISBN 978-1-032-37201-3 Open Access: www.taylorfrancis.com, CC BY-NC-ND 4.0 license Analysis of the adoption of E-wallet to business principals in the food and beverage sector in Bandung city A.M.B. Santosa, M. Awaluddin & S. Noviaristanti Telkom University, Bandung, Indonesia ABSTRACT: Digitalization renders all activities carried out by individuals and companies easier because of the assistance of the latest technology. The whole world has been digitalizing, and Indonesia has become one of the countries that have participated in digitalizing. This made the government take one concrete step by creating the program named “Making Indonesia 4.0” by choosing five priority sectors – the textile, automotive, electronic, chemical, and food and beverage sectors. The result of the Indonesia Industry 4.0 Readiness Index (INDI 4.0) survey shows that the readiness of business principals to adopt technology is at a value of 2.47, with the optimal value of 3.51–4.00. This is in contrast to data on E-wallet users in Indonesia, which tends to increase every year with an estimate of 202 million users by 2025. The purpose of this study is to find out about the factors that influence the adoption of the use of E-wallets for the food and beverage sector to business principals in Bandung using the UTAUT-2 model and the addition of the trust variable. 1 INTRODUCTION Financial technology, often known as FinTech, is a term derived from the words “financial” and “technology”, and it refers to the technology used to improve financial products and services (Alam et al. 2021). One of the benefits of integrating FinTech can be seen in the increasing adoption of Ewallets.According to FinTechasia.com (2021), in 2020, the number of E-wallet transaction reached USD 28 billion with a transaction volume of 1.7 million times. The total number of E-wallet users in 2020 was 63.6 million users, and the number is expected to increase to 202 million by 2025. The government has made five priority sectors for digitalization – textile, electronic, chemical, automotive, and food and beverage sectors, and is made it into the program called “Making Indonesia 4.0”. The Indonesia Industry 4.0 Readiness Index (INDI 4.0 2019) is a survey conducted to determine the level of readiness of an entrepreneur to carry out digital transformation. The results of the INDI 4.0 in 2019 for the food and beverage sector have a value of 2.47, which is at the mature readiness stage, which has not shown the optimal stage, namely the stage of implementation which is at an index value of 3.51–4.00. The results of this index are valid for three years, so the results from 2019 can be valid until 2021. The problem with this study is that an increase in E-wallet users is not in line with the INDI 4.0 results. In other words, the readiness of an entrepreneur to carry out digital transformation has not been at the optimal stage. 2 LITERATURE VIEW 2.1 Extended Unified Theory of Acceptance and Use of Technology (UTAUT) According toVenkatesh et al. (2003), UTAUT is a theory of technology acceptance used to identify the motivation for using the technology. There are four constructs that influence the intention of using technology, including effort expectancy, performance expectancy, social influences, and DOI 10.1201/9781003335832-23 89 facilitating conditions. Furthermore, according to Tak and Panwar (2017), UTAUT is a model developed to analyze the use and acceptance of technology. The following are the variables of UTAUT. Performance Expectancy (PE): PE is defined as “how much the use of technology in specific activities will benefit consumers” (Venkatesh et al. 2012). Salimon et al. (2019) stated that PE is the degree to which there is pleasure or the joy that comes from using a technology. This matter refers to the execution process that is felt by the user even though there is no real benefit obtained. Therefore, we hypothesized that: H1: PE has a positive and significant effect on intention behavior (IB). Effort Expectancy (EE): It is the level of comfort with the use of a particular technology and it determines how much effort is needed to learn to use technology (Venkatesh et al. 2012). EE refers to the level of comfort with the use of a technology, thus this makes effort expectancy in definition as how much effort or effort expended by users to learn about the use of a technology (Farzin et al. 2021). Therefore, we hypothesized that: H2: EE has a positive and significant effect on intention behavior (IB). Social Influence (SI):The extent to which the customer understands that other important people suchasfriendsandrelativesbelievehe/sheshouldusecertaintechnologyisknownasaSI(Venkaesh et al. 2012). Singh et al. (2021) stated that social influence refers to the degree to which a person’s strategies persuading others to influence behavioral decisions to using a technology. In this, social factor is also defined as the level of where the individual assumes that a person can convince himself that he had to use the new system. Therefore, we hypothesized that: H3: SI has positive and significant effects on intention behavior (IB). Facilitating Condition (FC): Customers’ perception of available resource and support to perform the behavior (Venkatesh et al. 2012). FC leads to consumer perceptions when availability of resources or tools that can be used to support the use of a tchnology (Vankatesh et al. in Farzin, 2021). Therefore we hypothesized that: H4: Facilitating Condition (FC) has positive and significant effect to Intention Behavior (IB). Intention Behavior:The extent to which a person will use certain technology in the future (Farzin et al. 2021). The extent to which a person will use certain technology in the future (Indrawati & Utama 2018). Therefore, we hypothesized that: H5: IB has positive and significant effect on Actual Use (AU). Actual Use: Real conditions of users of an application or information technology (Vankatesh et al. 2003). 2.2 Extended Unified Theory of Acceptance and Use of Technology (UTAUT2) To make the UTAUT model more consumer-focused or consumer-centric, an advanced model is made, namely UTAUT2 with additional constructs, namely Hedonic Motivation, Price Value, and Habit (Venkatesh et al. 2012). Furthermore according to Alalwan et al. (2017), UTAUT2 is specifically aimed at clarifying technology acceptance from a consumer perspective.The following are the variables of UTAUT2. HedonicMotivation(HM):A person’s level of pleasureinusing technologyis an important factor in determining the acceptance and use of technology (Venkatesh et al. 2012). Hedonic Motivation refers to an individual’s emotional needs that mainly intended for the pleasure and necessity of using technology and has been shown to play an important role in determining acceptance and use of technology (Farzin et al. 2021). Therefore, we hypothesized that: H6: HM has positive and significant effect on intention behavior (IB). 90 Price Value (PV): The level of comparison between the users’ perceived benefits and the costs of using technology (Venkatesh et al. 2012). PV is defined as a consumer’s perspective on benefits derived from using technology and associated with costs incurred and included in several factors such as mobile internet costs, device cost, service cost, and transaction cost (Farzin et al. 2021). Therefore, we hypothesized that: H7: PV has positive and significant effect on intention behavior (IB). Habit (H): People tend to perform behaviors automatically because of the experience and knowledge gained over time (Venkatesh 2012). Habit is defined as indivdual who repeatedly uses the technology is due to the experience that has been felt. When a individuals already know how to use a tool and already understand how to operates it will become a habit (Farzin et al. 2021). Therefore, we hypothesized that: H8: H has positive and significant effect on intention behavior (IB). 2.3 Trust Trustis defined as a form of credibilityandbenevolencefromthetargettrust itself where consumers face a level of risk when carry out financial transactions, so that credibility and transparency are neededtobuildtrust.Trustisusedinavarietyofpsychologyandsociologyandbecomeacrucialpart of strengthening customer relationships (Sankaran & Chakraborty 2021). Furthermore, according to Saparudin et al. (2020), trust is an important aspect in online adoption banking because trust can increase the level of consumer adoption. Trust is the foundation of business through transactions between two or more parties can happens if they all have trust for each other. Therefore, we hypothesized that: H9: Trust (T) has positive and significant effect on intention behavior (IB). 3 CONCEPTUAL FRAMEWORK The proposed framework illustrates the combined UTAUT-2 Model as PE, EE, SI, FC, HM, PV, and H with T as an additional variable as follows: Figure 1. Conceptual framework. 91 4 CONCLUSIONS The results of the study reveal that the acceptance of technology could be influenced by eight factors – expectancy, effort expectancy, social influence, facilitating condition, hedonic motivation, habit, price value, and trust. These factors may influence the user’s intention behavior, which may lead to the user’s actual use of the technology. This study develops a conceptual framework for describing all the factors that influence user acceptance of technology. For better understanding, further research is recommended to use empirical research. REFERENCES Alam, M. M., Awawdeh, A. E., & Muhamad, A. I. Bin. (2021). Using e-wallet for business process development: challenges and prospects in Malaysia. Business Process Management Journal, 27(4), 1142–1162. https://doi.org/10.1108/BPMJ-11-2020-0528 Farzin, M., Sadeghi, M., Yahyayi, F. K., Ruholahpur, H., & Fattahi, M. (2021). Extending UTAUT2 in M-Banking Adoption and Actual Use Behaviour: Does WOM Communication Matter. Asian Journal of Economics and Banking. Nabila, M., Purwandari, B. A.A, Bobby, N., Abdul, D. C., Sulistiyo, S.W., & Solichah, I. (2018). Financial Technology Acceptance Factors of Electric Wallet and Digital Cash in Indonesia. ResearchGate. Penggunaan E-Wallet Semakin Meningkat [Increasing E-Wallet Users]. (2021). FinTechasia.com. https://fintechnesia.com/2021/07/31/penggunaan-e-wallet-semakin-meningkat/ Salimon, M.G., Kareem, O., Mohd Mokhtar, S. S., Aliyu, O. A., Bamgbade, J. A., & Adeleke, A. Q. (2019). Malaysian SMEs m-commerce adoption: TAM 3, UTAUT 2, and TOE approach. Emerald. Sankaran, R., & Chakraborty, S. (2021). Factors Impacting Mobile Banking in India: Empirical Approach Extending UTAUT2 With Perceived Value dan Trust. IIM Kozhikode Society & Management Review, I-18. Singh, S., Sahni, M. M., & Kovid, R. K. (2020). What drives FinTech adoption? A multi-method evaluation using an adapted technology acceptance model. Management Decision, 58(8), 1675–1697. https://doi.org/10.1108/MD-09-2019-1318 Tak, P., & Panwar, S. (2017). Using UTAUT 2 Model to Predict Mobile App Based Shopping: Evidence from India. Journal of Indian Business Research, 9(3). 92 Sustainable Future: Trends, Strategies and Development – Noviaristanti & Hway Boon (eds) © 2023 copyright the Author(s), ISBN 978-1-032-37201-3 Open Access: www.taylorfrancis.com, CC BY-NC-ND 4.0 license The effect of social media marketing with digital platform as the communication media of brand awareness on SME products H.A. Supartiwi, M. Ariyanti & N. Trianasari Telkom University, Bandung, Indonesia ABSTRACT: Information and communication technology affects the business aspect on digital transformation in the trade sector of Indonesia. Until now, people are buying and selling activities from using conventional to using digital platform. SMEs in Indonesia have not yet carried out digital transformation, which makes development of their products difficult because they still use the conventional platforms. This study seeks to identify the effect of digital transformation performance – social media marketing – when applied to SME products as a communication medium.ThedigitaltransformationinthisstudyreferstohowthecontentuploadedbySMEs’digital platform affects customer brand awareness because it is important for SMEs to know customer perceptions of SME products. Keywords: Social Media Marketing, Digital Platform, Communication Media, BrandAwareness, SMEs. 1 INTRODUCTION The information technology revolution impacts various aspects, one of which is the business. According to Rizaldi and Hidayat (2020), one of the real impacts of the information technology revolution is the habit of marketing communication media from conventional to digital-based or commonly called social media marketing. Only 1.3 million SMEs have entered the digital platform, which means that there are still many SMEs that have not yet undertaken digital transformation (Kompas 2021). To examine the effect of social media marketing on brand awareness, many theories have been put forward. For instance, theories on the various components that make up social media marketing, include entertainment (Bilgin 2018; Kim & Ko 201), interaction (Bilgin 2018, ElAydi 2018), informativeness (Yunita et al. 2019; Rukuni & Maziriri 2020), advertisement (Duffett & Alalwan 2017; Tritama 2015; Vulkasovic 2013), and e-word of mouth (e-WOM) (Ahmed, 2014; Wicaksono & Seminary 2016). This study refers to previous research on social media marketing by adopting existing models and making modifications to obtain new research results. Therefore, this study aim to identify the effect of social media marketing with digital platform as the communication media on brand awareness when applied to SME products by asking the following questions: 1. Can social media marketing affect brand awareness in SME products? 2. What are the most influential factors that affect the digital platform on brand awareness in SME products? DOI 10.1201/9781003335832-24 93 2 LITERATURE REVIEW 2.1 Social media marketing Kotler and Armstrong (2018) stated that social media is an online social network that has an independent and commercial nature for people to gather, socialize, and share messages, opinions, videos, and other content. In addition, Gunelius (2011) found that social media marketing includes all aspects of marketing that can be used directly or indirectly to build brand awareness, industry, goods and services, individuals, and other entities. 2.2 Entertainment Entertainment is an important component that drives participant behavior and continuity of followup, which creates positive emotions/feelings about the brand in followers’ minds (Bilgin 2018). 2.3 Interaction Interaction is how far customers can be facilitated by social media to share content with other companies and customers (Yadav & Rahman 2017). According to Bilgin (2018), many businesses have used online interactions between users by encouraging their customers to share their product purchasing experiences using social media channels. 2.4 Informativeness Informativeness is the availability of information about products and their alternatives that can addresscustomers’concerns whenpurchasingaproduct(Yunita 2019).AccordingtoHamid (2016), social media is the latest source of information for customers because the information is shared in real time on social media. 2.5 Advertisements Advertising is all forms of non-personal presentation and promotion of ideas, goods, or services that are paid for through an identified sponsor (Tritama et al. 2016). Advertising on the internet makes a big contribution to brand competition in the market (Vulkasovic 2013). 2.6 E-Word of mouth According to Ahmed (2014), as in the journal article by Wicaksono and Seminari (2016), WOM is a powerful way to target marketing distribution. WOM can influence other people, their images, thoughts, and decisions. 3 METHODOLOGY Kim and Kan (2012) explained that social media marketing is divided into several parts, namely entertainment, interaction, trendliness, customization, and e-WOM. Furthermore, Yadav and Rahman (2017) stated that social media marketing activities have significant effects on brand awareness with influential variables, including interactivity, informativeness, customization, trendiness, and e-WOM. In addition, Wicaksono and Seminari (2016) state the influence of social media marketing variables on brand awareness variables, namely advertising and WOM has a positive relationship. In contradiction, Bilgin (2018) found trendiness in social media marketing has the smallest value of all the components of the variables. This research indicates that trendy is the component that consumers consider the most. 94 Basedonthedefinitionofcustomization, namely theprovision ofinformation uploadedbysocial media and the definition of informativeness, namely the extent to which a brand or company offers accurate information (Mahendra & Nugrahani 2021). Yadav and Rahman (2018); Seo and Park (2018); Kim and Ko (2012); and Bilgin (2018) found that social media marketing did not include these informativeness and customization simultaneously. Because both are related to information, the author only includes one of them, namely informativeness as a representative variable in this study. 4 CONCEPTUAL FRAMEWORK The proposed framework is illustrated in Figure 1, and is modified from previous research byYadav and Rahman (2017), Wicaksono and Seminari (2016), and Kim and Kan (2012). Figure 1. Conceptual framework. 5 CONCLUSIONS Because social media marketing is still rarely used in the MSME sector, this study seeks to integrate the model with a new conceptual framework to determine the influence of social media marketing with digital platforms as a communication medium for brand awareness on SME products to adapt to digital transformation so that MSME products can target more people. This study is beneficial for SME players to increase their income by using digital platforms. REFERENCES Ahmed, R. R. (2014). Impact Of Word Of Mouth On Consumer Buying Decision. Department of Business Administration & Commerce Indus University.European Journal of Business and Management, Vol.631), pp 394–403. Alalwan, A. A. (2017). Social media in marketing: A review and analysis of the existing literature. Telematics and Informatics, 34(7), 1177–1190. Armstrong, G. A. (2018). Principles of Marketing-Pearson EducationAustralia. Australia: Pearson Education Inc. 95 BLGIN, Y. (2018). The Effect Of Social Media Marketing Activities on Brand Awareness, Brand Image, and Brand Loyalty. Business and Manegement Studies : An International Journal, 128–148. DessyYunita, A. N. (2019). PengaruhYoutube Advertising terhadap BrandAwareness dan Purchase intention. Jurnal Manajemen & Kewirausahaan, 36–46. DimasPujanaMahendra, R.U.(2021). Pengaruh SocialMediaMarketingActivitiesTerhadapBrandAwareness Hearo Di Instagram. eProceedings of Management Duffett, R. G. (2017). Influence of social media marketing communications on young con-sumers’ attitudes. Young Consumers, 18(1), 19–39. ElAydi, H. O. (2018). The Effect of Social Media Marketing on Brand Awareness through Facebook: An Individual-Based Perspective of Mobile Services Sector in Egypt. Open Access Library Journal. Eun-Ju Seo, J.-W. P. (2018). A study on the effects of social media marketing activities on brand equity and customer response in the airline industry. Journal of Air Transport Management, 4–5. Gunelius, S. (2011). 30-Minute Social Media Marketing. United States: McGraw-Hill Companies. Hamid, S. B. (2016). Role of social media in information seeking behaviour of international students: A systematic literature review. Aslib Journal of Information Management, 65(8), 643–666. Hidayat, R. (2020). DIGITAL MARKETING COMMUNICATION STRATEGY. Jurnal Entrepreneur dan Entrepreneurship, 101–110. Kim, K. (2012). Do social media marketing activities enhance custoner equity? An empirical study of luxury fashion brand. Journal of Business Research. Mayank Yadav, Z. R. (2017). Measuring consumer perception of social media marketing activities in ecommerce industry: Scale development & validation. Telematics and Informatics. Mayank Yadav, Z. R. (2018). The influence of social media marketing activities on customer loyalty: a study The influence of social media marketing activities on customer loyalty: a study . Emerald Insight, 28. TarisaiFritzRukuni, E.T.(2020). SocialMediaStrategieson BrandAwarenessataSmallBusinessConsultancy Firm in South Africa. International Journal of Interactive Mobile Technologies. Tritama, T. (2015). The Effect Of Social Media To The Brand Awareness Of A Product Of A Company. International Journal of Communication & Information Technology (CommIT), 9–14. Uly,Y.A. (2021, August 28). PerAgustus 2021 Sudah 15,3 Juta UMKM Masuk ke Platform Digital. Retrieved from Kompas.com: https://money.kompas.com/read/2021/08/28/211452426/per-agustus-2021-sudah-153juta-umkm-masuk-ke-platform-digital?page=all Vulkasovic. (2013). Building successful brand by using social networking media. Journal of Media and Communication. Wicaksono, S. (2016). Pengaruh Iklan dan Word Of Mouth Terhadap Brand Awareness Traveloka. E-Jurnal Manajemen Unud, Vol.5. 96 Sustainable Future: Trends, Strategies and Development – Noviaristanti & Hway Boon (eds) © 2023 copyright the Author(s), ISBN 978-1-032-37201-3 Open Access: www.taylorfrancis.com, CC BY-NC-ND 4.0 license Core competencies of automotive manufacturing company in industry 4.0: A qualitative analysis (case: PT XYZ) S. Maulidna & D. Nidya Telkom University, Bandung, West Java, Indonesia ABSTRACT: The readiness of organizations in Indonesia to implement industry 4.0 can be measured by referring to the INDI 4.0 index which is part of the Making Indonesia 4.0 roadmap. The People and Culture Pillar in INDI 4.0 has a greater value weight than the other pillars. In Indonesia, the readiness of human resources in a company’s shift to Industry 4.0 determines its successorfailure.Themainfactoristhatthecompanymusthavecorecompetencies, whichareskills andbehaviors required to competeand retain supremacy. Itaimsatassisting companies in achieving a competitive advantage and winning market segmentation in Indonesia in the industrial 4.0 era and contributing to the implementation of industry 4.0 in Indonesia.The research objective is to identify the company’s core competencies, as the basis for the competence of all employees, which are needed by the company to facilitate the implementation of industry 4.0. This study uses a qualitative approach that includes a literature review on industry 4.0 competencies in the manufacturing industry, a review of the company’s internal documents, and interviews with related informants. The strategy is to employ a case study of PT XYZ, an Indonesian automotive manufacturer that is one of five types of industries prepared by the government to compete with other state-owned enterprises in the industry 4.0 era. The research results were classified into four core competencies based on the characteristics of the research objects, such as Brand Value, Understanding Oriented, Efficiency Oriented, and Spirit of Improvement. However, if there was a potential change in organizational goals and industry trends in the future, it would be able to produce different core competencies as well. Keywords: core competencies, industry 4.0, organization, manufacturing company 1 INTRODUCTION Currently, the automotive industry in the world is undergoing a massive transformation. According toarecentreport by Capgemini, theautomotivesectoristheindustrymostenthusiastic aboutsetting up smart factories. The Indonesian government has prepared 5 industries for the Industrial Era 4.0: electronics, automotive, chemical, food and beverage, and textile and apparel. One of the stages of implementingthe Making Indonesia 4.0roadmap isknown as INDI4.0. Each companyevaluates its capabilities in areas related to the fourth industrial revolution in this index. The People and Culture pillar in INDI 4.0 has a greater value weight than the other pillars because, in Indonesia, the success or failure of a company’s transformation to Industry 4.0 is very dependent on the readiness of the human resources in it (Kemenperin RI 2019). This study focuses on the human resources readiness to succeed in its transformation. The object of the case study is PT XYZ, with the following facts: a company engaged in automotive manufacturing in Indonesia that is currently transforming to company excellence in the current era, has not followed the INDI 4.0 index assessment but will be heading there. One of the contributions oftheHRDepartment tothePeopleandCulturepillarsatINDI4.0is tocreatecompetencystandards to facilitate employee assessment as a process of implementing company transformation. Referring to the organizational competency framework, the hierarchy of competency models starts from the top, namely anunderstanding of the company’s goals, then definescorecompetenciesasthebasis of DOI 10.1201/9781003335832-25 97 4 CONCLUSION This study presents a new understanding of e-service quality of online business. These findings provide insights for managers to better understand how e-service quality is formed and the importance of each attribute and dimension of e-service quality to ensure customer satisfaction, which will keep the customers. In addition, this study also suggests that a service will be reused when customers are satisfied with the service they have experienced, where the service is not only measured by the ease of use but also from the security, suitability of the product, customer service, and design of the product. REFERENCES Anestia, C. (2016). 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Noviaristanti Telkom University, Bandung, Indonesia ABSTRACT: Micro, Small, and Medium Enterprises (MSMEs) play a very important role in the national economy, as well as in the Go Digital 2024 program launched by the government. The COVID-19 pandemic poses a big challenge for MSMEs to digitize immediately, in addition to the expection in the future from digitizing MSMEs. While the government is intensively socializing MSMEs for digitization, MSME actors in the food sector in Garut Regency still feel that they do not have sufficient knowledge and have difficulty understanding the benefits of using e-commerce. This study bridges by integrating the two models to determine the factors that influence MSMEs to adopt e-commerce. To examine the factors that influence the adoption of e-commerce, the study was conducted by collecting data from MSMEs in the food sector in Garut Regency using an online survey. The sample size is 130 MSME respondents who have adopted e-commerce. The data collected was analyzed using structural equation modeling (SEM) and analyzed by LISREL. The results of this study how each variable influence each other and what factors can influence e-commerce adoption. This study is also expected to provide tangible benefits for both theoretical and practical e-commerce adoption. 1 INTRODUCTION Micro, Small, and Medium Enterprises (MSMEs) have an important and strategic role in national economic development. MSMEs have also been shown to be unaffected by the crisis. When the crisis hit in the 1997–1998 period, only MSMEs were able to stay strong (Sarwono 2015). During the COVID-19 pandemic, almost all economic sectors were affected, including MSMEs. This pandemic has resulted in disruption of supply and demand as well as supply chains so that the wheels of the economy in the MSME sector have stalled (Humas danAdvokasi Hukum Kementerian Koperasi dan UKM 2020). Facing the challenges of the COVID-19 pandemic so that MSMEs can survive, one of them can be done by digitizing (Antara News 2021). The survey results from Google and Temasek noted that Indonesia’s digital economy in 2025 is projected to be the largest in Southeast Asia with a transaction value of IDR 1,826 trillion. Meanwhile, the results of a Bank Indonesia survey in 2020 recorded the value of digital economic transactions through e-commerce to reach Rp. 253 trillion in 2024 (Berita Satu 2021). One part of digitizing MSMEs is the adoption of electronic commerce.According to (Laudon &Traver 2017), “E-commerce is the use of the internet and websites to conduct business transactions”. Furthermore, the authors conducted a phenomenon test of 18 SMEs in the type of food and beverage business. The question material presented aims to determine the readiness of MSME actors in the food and beverage sector to adopt e-commerce. From this phenomenon test, 66.7% of company owners do not have good knowledge related to e-commerce. Then, as many as 55.6% of company owners find it difficult to understand or explain the benefits of using e-commerce. Based on the results of the phenomenon test, there is a gap between the government’sdesire and the condition of theMSMEactorsin the field. When the government is intensively socializing MSMEs for digitization, MSME actors in the food and beverage sector still feel they do not have sufficient knowledge and have difficulty understanding the benefits of using e-commerce. DOI 10.1201/9781003335832-27 105 The question for the research is what are the influential and the most influential factors (MSMEs) in the food and beverage sector in adopting e-commerce by integrating UTAUT2 and TOE. The purpose of this research is to examine the influential and the most influential factors (MSMEs) in the food and beverage sector in adopting e-commerce by integrating UTAUT2 and TOE. 2 LITERATURE REVIEW 2.1 The Unified Theory Acceptance and the Use of Technology 2 (UTAUT2) The Extended Unified Theory of Acceptance and Use of Technology (UTAUT2) is specifically proposed to clarify technology acceptance from the customer perspective (Alalwan et al. 2017). UTAUT was validated by Venkatesh et al. (2003) with Performance Expectancy (PE), Effort Expectancy (EE), Social Influence (SI), and Facilitating Condition (FC), Later, UTAUT was extended with three constructs and reintroduced as UTAUT2 (Venkatesh et al. 2012); the three independent constructs/variables that are incorporated are Hedonic Motivation (HM), Price Value (PV), and Habits (HT). According to Venkatesh et al. (2012), behavioral intention (BI) and facilitation condition (FC) were both identified as major predictors of ecommerce adoption behavior. Behavioral Intention (BI) is the mediating variable, while Use Behavior (UB) acts as the dependent variable. 2.2 Technology-Organization-Environment (TOE) The TOE framework classifies technology, organization, and environment as three sets of factors that influence organizations to adopt innovation (Baker 2012). The TOE framework has a strong theoretical foundation and strong empirical support, and has been employed to study technology adoption for innovation (Oliveira & Martins 2011). Tornatzky and Fleischer’s (1990) TOE framework assumed a common set of factors to predict the likelihood of e-commerce adoption (Awa et al. 2015b). The theory states that adoption is influenced by technological developments (Kauffman & Walden 2001); organizational conditions, business, and organizational reconfiguration (Chatterjee et al. 2002); and the industrial environment (Kowtha & Choon 2001). 2.3 Combine UTAUT2-TOE model Venkatesh et al. (2012) proposed UTAUT2 because it was shown that this model is robust in predicting technology adoption (Mitzner et al. 2016), as the extension of UTAUT2 is appropriately theorized to explain technology acceptance from a customer perspective (Venkatesh et al. 2012). Furthermore, existing scientific arguments reveal that the core UTAUT variable may not be strong enough to predict the acceptance of new technologies (Kim & Garrison 2009; Salimon et al. 2021). Therefore, synthesizing the variables in UTAUT2, with selected constructs from the organizational context (based on the TOE model) would be appropriate to predict e-commerce adoption. This study integrates the UTAUT2 model (Venkatesh et al. 2012) with the chosen construct, namely e-commerce knowledge from the organizational context of TOE (Tornatzky & Fleischer 1990) to explain e-commerce adoption among MSMEs. To examine the factors the factors that influence adoption and determine what factors highly influence food and beverage MSMEs in adopting e-commerce, the main construction of UTAUT2 is proposed as a direct determinant of the intention to adopt e-commerce for SMEs. Unlike what has been proposed by Venkatesh et al. (2012), this study model does not consider the role of habits. This is because to test the role of habit, the actors must have rich experience in using the technology (Alalwan et al. 2017). The hypothesis of this study comes from a technology adoption model developed by Venkatesh et al. (2012) and Tornatzky Fleischer (1990). For hypotheses derived from the UTAUT2 model, several studies have put forward their hypotheses, which were later adopted in this study, namely study by Alalwan, Dwivedi, Rana, & Algharabat (2018); Alalwan et al. (2017); and Dutta & Shivani (2020). For 106 the E-commerce Knowledge hypothesis, this study employs the study hypothesis conducted by Salimon et al. (2021). Hypothesis development will be discussed in depth, as follows: H1: Performance Expectancy (PE) positively influences Behavioral Intention (BI). H2: Business Expectation (EE) positively influences Behavioral Intention (BI). H3: Social Influence (SI) positively affects Behavioral Intention (BI). H4: Hedonic Motivation (HM) positively affects Behavioral Intention (BI). H5: Facilitating Conditions (FC) positively affect Behavioral Intention (BI). H6: Facilitating Conditions (FC) positively affect Usage Behavior (UB). H7: Price Value (PV) positively affects Behavioral Intention (BI). H8: Knowledge of e-commerce (ECK) positively affects Behavioral Intention (BI). H9: Knowledge of e-commerce (ECK) positively affects Usage Behavior (UB). H10: Behavioral Intention (BI) positively affects Usage Behavior (UB). 3 CONCEPTUAL FRAMEWORK The hypothesis means that MSMEs believe that using e-commerce will allow them to achieve an increase in their business performance. This finding is consistent with previous studies using the UTAUT2 model (Ameri et al. 2020; Nikolopoulou et al. 2020). The hypothesis also supports a significant relationship between EE and BI to adopt e-commerce. This means that MSME actors have focused their attention on the level of ease or difficulty in using e-commerce. In the previous technology adoption literature, most have argued that an individual’s perception of a system’s usefulness is strongly influenced by the degree to which the system is easy to use and does not require too much effort (Alalwan et al. 2017). The significant influence role between SI and BI is shown by Ameri et al. (2020) like the hypothesis of this study.This result means that MSME actors believe that opinions from the closest or most influential people can influence them in adopting e-commerce. The hypothesis shows the favorable effect of FC on BI and UB for e-commerce adoption. MSME actors seem to have paid more attention to the existence of the facilities needed to use e-commerce in their business activities. This is consistent with other results obtained in previous technology adoption studies (Alalwan et al. 2016; Alalwan et al. 2017). Next is HM, which is proven to have an impact on BI in the hypothesis of this study. It can be concluded that MSME actors feel comfortable or pleasant in using e-commerce, which allows them to use it more often. This finding is in line with research by Alalwan et al. (2017) and Nikopoulou et al. (2020). The hypothesis confirms the significant path between PV and BI in adopting e-commerce. In other words, if the benefits obtained match or even exceed the price paid, MSME actors are more likely to be motivated to adopt e-commerce, this is in line with the opinion of Venkatesh et al. (2012). In addition to the construct from UTAUT2, ECK also has a positive and significant effect on IB but has a positive and significant effect on UB as reported by previous studies (Salimon et al. 2021) although this study focused on the adoption of ecommerce. BI is the most important predictor for UB in this hypothesis research model, which was also found by Ameri et al. (2020), Alalwan et al. (2017), and Nikopoulou et al. (2020). This means that SMEs in the food and beverage sector intend to continue to use e-commerce in their business activities. The proposed framework illustrates the combined UTAUT2 and organizational construct from TOE Model with a hypothesis, as follows: 4 CONCLUSION This study is expected to bridge the gap by integrating two models, namely UTAUT2 with the organizational construct of TOE to determine the factors that influence dan the most influence 107 MSMEs to adopt e-commerce. Based on this study, many limitations and shortcomings can be observed. Some of them are related to determining the minimum number of sample sizes that are too minimal. Furthermore, considering that this research is quantitative, the results can be generalized. It is recommended for future studies to conduct research with qualitative and quantitative approaches. Such an approach is expected to produce more comprehensive findings. This study is also expected to provide benefits for MSME actors, government, and academics, both in terms of practice and scientific development for effective adoption of e-commerce. REFERENCES Alalwan, A. 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Adopsi E-Commerce Dalam Mempercepat Kinerja Umkm.9(3). 108 Sustainable Future: Trends, Strategies and Development – Noviaristanti & Hway Boon (eds) © 2023 copyright the Author(s), ISBN 978-1-032-37201-3 Open Access: www.taylorfrancis.com, CC BY-NC-ND 4.0 license Acceptance analysis of e-HRM for employees using UTAUT-1 model Y. Permatasari, D. Tricahyono & D. Indiyati Telkom University, Bandung, Indonesia ABSTRACT: Digital transformation has now become a necessity for all existing business sectors, especially during the COVID-19 pandemic. One of them is used in Human Resource Management (HRM), namely electronic Human Resources Management (e-HRM). However, based on previous studies, it was found that only 19% of Indonesian workers possess and apply digital skills in their work in 2020, and the HR Skill Gap is the main obstacle to technology adoption (55.40%). Furthermore, other studies found that the highest percentage of internet users in Indonesia in 2019 was aged 17-25 years, which is 85.4%, followed by users aged 26-35 years. This was quite representative that digital transformation was more adaptable for employees with an age range of up to 35 years, making digital transformation of the company certainly experience its own obstacles. This study aimed to determine whether the corona fear and age can moderate the acceptance of e-HRM technology by employees and find out the most influential factors in the acceptance of e-HRM technology in a company using the UTAUT-1 model. 1 INTRODUCTION The COVID-19 pandemic has made companies encounter a fairly severe threat, which then pushes them to tackle things that have not been touched before and deal with them head-on while changing employees in terms of technology, physical, and socio-psychological (Vahdat 2021). In the World Economic Forum (2020), 91.7% of companies implement policies to work from home and 75% accelerate digitization in their work processes. Based on a survey by Katadata (2021), the main reason employees work from home (WFH) was the fear of the risk of being exposed to COVID19 while commuting or in the office environment, which was 58%. In its implementation, WFH practice must be supported by digitalization, which has begun to be implemented by the company. With increasingly massive digital developments, business processes from upstream to downstream have begun to undergo a digitalization process. Within a company, one of the significant trends affecting HR and employees is technology. With constant advancements in technology and work processes, companies are under competitive pressure to implement, if not develop their own technology, to further streamline their operations (Mello 2011). For example,Yusliza and Ramayah (2012) state that there is a new wave of Human Resource (HR) technology in Human Resources Management (HRM), one of which is known as electronic Human Resource Management (e-HRM), which is now starting to develop. E-HRM technology is a way to implement HR strategies, regulations, and practices. E-HRM supports HR functionstomeetthecompany’sHRneedsthroughweb-basedtechnology. E-HRMprovidesaportal that allows managers, employees, and HR professionals to view, extract, or modify information that is critical to managing corporate HR. In addition, the use of e-HRM reduces the need for HR professionals because e-HRM eliminates Human Resource intermediaries (HRIs). Based on a survey conducted byAmazon Web Services (2021), only 19% of Indonesian workers possess and apply digital skills in their work in 2020. Therefore, Indonesia needs 946 million digital training in the next five years. Digital training aims to increase the use of digital capabilities of domestic workers in their daily work. In line with this, the World Economy Forum (2020) DOI 10.1201/9781003335832-28 109 report entitled The Future of Jobs Report 2020 proves that the HR skill gap is the main obstacle to technology adoption (55.4%). The use of e-HRM technology certainly changes the HR work system in a company. However, e-HRM, which is mandatory, requires all employees to implement this system inevitably. Statista (2022) notes that the percentage of internet users in Indonesia in 2019 was mostly 17-25 years old, which was 85.4%, followed by users aged 26-35 years, which was 65.60%. Meanwhile, the number of internet users aged 55-65 years in Indonesia is 19.60% (Statista 2022). This is enough to represent that digital transformation is more adaptable for employees with an age range of up to 35 years, making companies’ digital transformation certainly experience its own obstacles. Due to the problems mentioned above, this study used the Unified Theory of Acceptance and Use of Technology (UTAUT) method. UTAUT is a technology acceptance model developed by Venkatesh et al. (2003). UTAUT combines the successful features of eight leading technology acceptance theories into a single theory that is more successful at explaining 70% of user variance (Venkatesh et al. 2003). Previously, the UTAUT model has been widely used and has satisfactorily described technology acceptance in various institutions that require the use of a technology (mandatory setting), namely the use of LMS in universities (Raza et al. 2021), the use of smart work for employees in the public services sector in Korea (Eom et al. 2016), the use of language standards in technology (Heikkilä & Smale 2011), the use of HRIS in banks in Bangladesh (Rahman et al. 2016), and the use of e-HRM in companies (Kwan et al. 2019). In addition, the core constructs in the UTAUT model, namely performance expectancy, effort expectancy, social influence, social isolation, and facilitating condition along with moderation age and corona fear were considered relevant for the study. The use of UTAUT in this study was to help organizations understand how users, in this case employees, react to the introduction of new technologies. The integration of the UTAUT model aimed to answer the following questions: 1. What is the most influential factor in the adoption of e-HRM? 2. Can the Power of Corona Fear and Age accelerate technology adoption? 2 LITERATURE REVIEW 2.1 Performance Expectancy (PE) Venkateshetal. (2003)define performanceexpectancy asthedegreetowhichanindividual believes that using the system will help employees to attain improvement in job performance. For this variable, the researchers formulated the following hypothesis: H1: Performance expectancy positively influences behavior intention 2.2 Effort Expectancy (EE) Venkatesh et al. (2003) define effort expectancy as the degree of ease associated with the use of the system. For this variable, the researchers formulated the following hypothesis: H2: Effort expectancy positively influences behavior intention 2.3 Social Influence (SI) Venkatesh et al. (2003) define social influence as the degree to which an individual perceives that others believe he or she should use the new system. Social influence as a direct determinant of behavioral intention is represented as a subjective norm in TRA, TAM2, TPB/DTPB and C-TAMTPB, social factors in MPCU, and image in IDT. For this variable, the researchers formulated the following hypothesis: H3: Social influence positively influences behavior intention 110 2.4 Facilitating Condition (FC) Venkatesh et al. (2003) define facilitating condition as the degree to which an individual believes that an organizational and technical infrastructure exists to support the use of the system. This definition captures concepts embodied by three different constructs: perceived behavioral control (TPB/ DTPB, C-TAM-TPB), facilitating conditions (MPCU), and compatibility (IDT). For this variable, the researchers formulated the following hypothesis: H4: Facilitating condition positively influence use behavior 2.5 Social Isolation (SIS) Raza et al. (2021) define social isolation as individuals’ absence or the low number of meaningful ties with other people, thus making them socially isolated. For this variable, the researchers formulated the following hypothesis: H5: Effort expectancy positively influences behavior intention 2.6 Behavior Intention (BI) Venkatesh et al. (2003) define behavior intention as a key predictor to predict behavior. For this variable, the researchers formulated the following hypothesis: H6: Behavior intention positively influences use behavior 2.7 Moderating variables In this study, the variables of corona fear and age were used as moderating variables. Based on previous studies, corona fear and age define social isolation as individuals’ absence or the low number of meaningful ties with other people, thus making them socially isolated. For these variables, the researchers formulated the following hypotheses: H7 a-f: Corona fear positively moderate PE, EE, SI, FC, SIS, and BI H8 a-f: Age positively moderate PE, EE, SI, FC, SIS, and BI 3 METHODOLOGY Based on the variables mentioned in UTAUT model, this can be calculated using multivariate analysiswhichcanbedonebyStructuralEquationModeling(SEM)techniqueandcanbeperformed with SmartPLS software, LISREL, AMOS, or others. 4 RESULT This is the proposed framework illustrates the UTAUT model with two moderator variables as follows: Figure 1. Conceptual framework. 111 5 CONCLUSION This study seeks to know that whether corona fear and age could moderate the acceptance of eHRM in some companies. It is expected to provide further insight to develop business strategies in the context of digital transformation adoption. For the companies, the study is expected to serve as a reference or input regarding the adoption of digital transformation so that they can develop their digital programs and digital applications better. In addition, the extent to which age and corona fear moderate technology acceptance could provide insight to the company, specifically on identifying which employees could be given training in technology acceptance so that the requirement of these employees could be specifically given. It is recommended for future studies to use various moderating variables, namely job tenure, gender, experience, and job level to obtain broader characteristics of technology acceptance for employees in a company. 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Strategi perusahaan Indonesia beradaptasi dalam Pandemi COVID-19. World Economy Forum. (2020). Kesenjangan keterampilan tenaga kerja jadi hambatan utama adopsi teknologi. Yusliza, M., & Ramayah, T. (2012). Determinants of Attitude Towards E-HRM: an Empirical Study Among HR Professionals. Procedia – Social and Behavioral Sciences,57, 312–319. https://doi.org/10.1016/ j.sbspro.2012.09.1191 112 Sustainable Future: Trends, Strategies and Development – Noviaristanti & Hway Boon (eds) © 2023 copyright the Author(s), ISBN 978-1-032-37201-3 Open Access: www.taylorfrancis.com, CC BY-NC-ND 4.0 license The accuracy of the Fama-French five-factor and momentum models on returns in the Indonesia stock exchange D. Effendi & R.A. Baskoro Master of Management, Faculty of Economics and Business, Universitas Indonesia, West Java, Indonesia ABSTRACT: From 2015 to 2020, the accuracy of the Fama-French five-factor and momentum was compared with the Fama-French five-factor model. A total of 272 firms from the Indonesian stock exchange were selected as the participants of this study.The accuracy of the models was tested using in-sample and out-of-sample data. Data were analyzed using the regression, mean absolute deviation, mean squared error, and t-test.The results showed that the Fama-French five-factors and momentumaccuratelyexplainthe variabilityofstockreturnsthantheothertwomodels. Meanwhile, the three models evaluated a forecasting test using Mean Absolute Deviation (MAD) and Mean Squared Error (MSE). The t-test results showed that there was no significant difference between the actual and expected stock returns. Also, it helps investors to determine the most accurate asset pricing model while making capital decisions in a firm. Keywords: Fama-French five-factor model, momentum factor, capital asset pricing model, asset pricing model 1 INTRODUCTION From 2015 to 2020, the Indonesian capital market including the number of investors increases by 32.9% yearly. In 2015, the total stock exchange value was recorded at IDR 1.406 trillion, while it reached IDR 2.229 trillion or an upturn of 58.5% in 2020. Accordingly, this capital market does always experience a fluctuating increase yearly. These accretions show the high interest of Indonesian investors in-stock instruments. Return and risk are the most important factors that need to be considered while making capital decisionsinafirm.Thecapitalassetpricingmodel(CAPM) is one of the methods used to determine these returns and risks. Several models including the Fama-French three-factor, the Fama-French five-factor, the Carhart four-factor, and the Fama-French five-factor and momentum were used to calculate the stock returns. This study aims to examine if the five-factor and momentum are more accurate than the Fama-French five-factor and capital asset pricing model. 2 LITERATURE REVIEW Historically, the capital asset pricing model (CAPM) which has market risk emerges from the economic theory formulated by Sharpe (1964), Lintner (1965), Treynor (1961), and Mossin (1966). In1993, FamaandFrenchdevelopedathree-factorbyaddingaCAPM, size, andthebook-to-market ratio (B/M).This model is designed to capture the relationship between the average return and size, as well as the price ratios. The results showed that the success of this Fama-French three-factor helped to shape the relationship between risk and return. However, this model failed to fully explain the different patterns of stock returns in a firm. This brings about the continuous search for better asset pricing models in the last three decades. Several variations and extensions of this three-factor are motivated by stock characteristics excluding the size and book-to-market related to the returns (Chai et al. 2019). For instance, Carhart (1997), Liu (2006), Hou, Xue, and Zhang (2015), as well as DOI 10.1201/9781003335832-29 113 Sustainable Future: Trends, Strategies and Development – Noviaristanti & Hway Boon (eds) © 2023 copyright the Author(s), ISBN 978-1-032-37201-3 Open Access: www.taylorfrancis.com, CC BY-NC-ND 4.0 license The effect of job satisfaction and employee engagement on turnover intention on Indonesian sharia banks Nurbaeti & R. Wahyuningtyas School of Economics and Business, Telkom University, West Java, Indonesia ABSTRACT: In 2021, three Indonesian sharia banks, namely BRI Syariah, BNI Syariah, and Syariah Mandiri, were merged into Bank Syariah Indonesia (BSI). The strict competition, particularly in the banking sector, has demanded companies to optimize available resources to support the merging success, including by optimizing the role of employees. Unfortunately, after merging, BSI experienced an increase in the number of employees leaving, both voluntarily and involuntarily. The high employee turnover rate indicates fundamental problems leading to instability and uncertainty regarding employee conditions. This harms the company due to wasted time and costs to recruit and train new employees.Therefore, the company needs to improve employee management to reduce turnover by improving job satisfaction and employee engagement. Hence, this study aims to discover the level of job satisfaction, employee engagement, and turnover intention rate of employees post-merging. Data utilized in this study were collected through a questionnaire on 499 BSI employees. Data analysis employed the variance-based SEM with the LISREL software. In addition, the findings of the study demonstrated that job satisfaction and employee engagement significantly affected the turnover intention of BSI employees. Therefore, the company must improve employees’job satisfaction and employee engagement to reduce the turnover intention rate. Future studies can conduct further analysis on other factors affecting the turnover intention of company employees. Keywords: Job Satisfaction, Employee Engagement, Turnover Intention 1 INTRODUCTION Bank Syariah Indonesia is an Indonesian bank formed by the merger. During the merger transition period, with theincreasinglystrictcompetition in the bankingsector, the roleof employeesbecomes crucialin supporting the merger’s success.Therefore, the managementof humanresources asa vital resource to achieve organizational goals must be considered. If employees are not well managed, their enthusiasm for working will decrease, leading to resigning or exiting the workplace (turnover). Since its merger on 1 February 2021, the number of employees at Bank Syariah Indonesia has decreased monthly. Data acquired for employees resigning amounted to 536 people. There are various factors affecting turnover intention. According to Siagian (2014), it is affected by the high work stress level in the company, low drop satisfaction, and lack of self-commitment from employees to provide all their abilities for organizational advancement. Meanwhile, according to Sukwadi & Meliana (2014), turnover intention can be affected by the desire to acquire a better job. In accordance, Robbins & Judge (2019) stated that job satisfaction is a positive feeling regarding one’sjobresultingfromitscharacteristicevaluation.AsmentionedbyIbrahim, Hilman&Kaliappen (2016), thejobsatisfactionlevelperceivedby employeeswill affect theirturnoverintention. Besides job satisfaction, another reason is that employees do not feel engaged with the company, commonly called employee engagement. It is in line with the result of the study by Santhanam & Srinivas (2020) that employee engagement significantly affected turnover intention. This finding shows 120 DOI 10.1201/9781003335832-31 that employees with engagement are more involved in their job and organization, showing turnover intention production. Based on the following phenomenon, the study is aimed at discovering the effect of job satisfaction and employee engagement on the turnover intention at Bank Syariah Indonesia, so the research questions as follows: 1. What the employee job satisfaction rate at BSI? 2. What the employee engagement rate at BSI? 3. What the turnover intention rate at BSI? 4. What the effect of job satisfaction and employee engagement on turnover intention at BSI simultaneously and partially? 2 LITERATURE REVIEW Robbins & Judge (2019) asserted that job satisfaction is a positive feeling about one’s job resulting from its characteristic evaluation. According to Kreitner & Kinicki (2014), job satisfaction is the effectiveness or emotional response to various job aspects. This definition means that a person can be relatively satisfied with one aspect of their job and/or not satisfied with one or more aspects. Based on these expert opinions, it can be concluded that job satisfaction is fundamentally a positive individual feeling related to their job or individual matters where each individual has different satisfactory levels according to the applicable scoring system on themselves. According to Sandhya & Sulphey (2021), employee engagement is a positive or negative emotional engagement of employees about the job, colleagues, and organization that highly affects their willingness to learn and to perform in the workplace. Rachman & Dewanto (2016) suggested that employee engagement is emotionally, cognitively, or physically multidimensional. Based on expert opinions, it can be concluded that employee engagement is a positive attitude from employees in the organization where they work in the form of initiatives, measures, and persistence that leads to organizational goal achievement, conducted voluntarily to show their existence in the organization. According to Mathis & Jackson (2004), turnover intention is related to job satisfaction and organizational commitment. Turnover intention is the process where employees leave the organization and must immediately be replaced. Following Sukwadi and Meliana (2014), the turnover intention is an individual tendency or intensity to leave the organization for various reasons, including the desire to acquire a better job. From the definition above, it can be concluded that turnover intention is when an employee of a company or organization opts to leave the organization voluntarily for particular reasons or a certain action to leave the organization where they work. 3 METHODOLOGY The study employs a quantitative method with descriptive and verificative approach, the data sources used are primary data and secondary data and the scale used is the Likert scale and the sampling technique uses proportional random sampling. In this study, the data used were 499 samples and data were processed using Structural Equation Modeling (SEM) based on Linear Structural Relations (LISREL). 4 RESULT 4.1 Result In evaluating the validity and reliability of study variable indicators, Confirmatory FactorAnalysis (CFA) was employed. The Confirmatory Factor Analysis testing model results for variable job satisfaction, employee engagement, and turnover intention were already above the recommended 121 loading factor average of 0.5 and the t-value obtained for each manifest variable was more than 1.96 so it can be said that the manifest variable used was meaningful in measuring the Employee Engagement used. The loading factor for each indicator had a t-value > 1.96, so it can be said to be valid. Assuming testing was undertaken using the robust maximum likelihood estimation approach and the results obtained through the structural equation can be seen that the relationship between the independent variable job satisfaction with the turnover intention variable that was negative at −0.600. The relationship between the independent variable employee engagement to the turnover intention variable was negative at −0.2400.Thus, it shows that there was a negative influence of job satisfaction and employee engagement on turnover intention. Based on the results of the goodness of fit model testing that had been carried out on the data obtained, it can be concluded that the model in this study was in line with expectations. This is indicated by the index values and the fit of the model, the majority of which were good fit. The study result demonstrated that the job satisfaction variable had a negative and significant effect on the turnover intention with a tcalculation value = −5.3384. It indicates that employees’joyful sense of work must be improved to satisfy employees in their job. Hence, the turnover intention rate will decrease. Meanwhile, the employee engagement variable had a negative and significant effect on the turnover intention with a tcalculation value = −20499. In this case, in maintaining employee engagement, the company must always involve employees in each planned work program to foster participation in their job. Thus, it could contribute to improving engagement and decreasing the turnover intention. 4.2 Discussion Based on the data analysis result, the job satisfaction variable negatively and significantly affected turnoverintention.A precedent study showed that job intention negatively and significantlyaffected turnover intention. The study results of Fauziridwan, Adawiyah & Ahmad (2018) revealed that job satisfaction had a negative effect on turnover intention. Thus, employee satisfaction can affect employeeresignationsignificantly.Theresultofthestudydiscoveredthatjobsatisfactionnegatively and significantly affected turnover intention. It indicated that the higher the job satisfaction, the lower the turnover intention. From the data processing result, the employee engagement variable also negatively and significantly affected turnover intention. It follows a preceding study, such as a study by Kristanti, Purnamasari & Widjaja (2017) showing that employee engagement negatively affected turnover intention. The company can offer employee engagement initiatives on programs such as health and fitness, recreational facilities, and proper work conditions, which will improve employees’ sense of belonging and engagement. Therefore, companies must consider employee engagement since it is a factor that reduces turnover intention. 5 CONCLUSION Based on the results of study, the conclusions were drawn: 1. The level of job satisfaction employees at BSI which consists of the dimensions of satisfaction with the job itself, salary, promotion opportunities, supervision, and colleagues from the results of descriptive analysis is in the high category with a percentage value of 83.6% and a value scale of 4.18. 2. The level of engagement employees at BSI which consists of the dimensions of vigor, dedication, absorption from the results of the descriptive analysis is in the very high category with a percentage value of 85.4% and a value scale of 4.27 122 3. Turnover intention at BSI which consists of thinking of quiting, intention to search, intention to quit from the descriptive analysis results in the high category with a percentage value of 69% and a value scale of 3.45 4. Based on the results of the research on the effect of job satisfaction and employee engagement on turnover intention at BSI as follows: a. Job satisfaction variable has a negative and significant effect on turnover intention with a tcalculation value = −5.3384 b. Employee engagement variable has a negative and significant effect on turnover intention with a tcalculation value = −2.0499 c. The variables of job satisfaction, employee engagement, and turnover intention are based on the results of simultaneous testing using GOF as a substitute for the F-test on SEM, the computational results obtained from the overall model test, namely Chi–Square of 51.83 < table value 56.94, probability of 0.11962, Goodness of Fit Indices (GFI) of 0.980, Adjusted Goodness of Fit Index (AGFI) of 0.967 and Root Mean Square Error of Approximation (RMSEA) of 0.030. Therefore, this study is expected to provide further knowledge for future researchers. Followup studies are required regarding other factors affecting employee turnover intention besides job satisfaction and employee engagement. REFERENCES Fauziridwan, M., Adawiyah, W. R., & Ahmad, A. A. (2018). Pengaruh Employee Engagement Dan Kepuasan Kerja Terhadap Organizational Citizrnship Behavior (OCB) Serta Dampaknya Terhadap Turnover Intention. Jurnal Ekonomi, Bisnis dan Akuntansi,20(1), 1–23. http://jp.feb.unsoed.ac.id/index.php/jeba/article/ view/1101 Ibrahim, M. G., Hilman, H., & Kaliappen, N. (2016). Effect of Job Satisfaction on Turnover Intention: An Empirical Investigation on Nigerian Banking Industry. International Journal of Organizational & Business Execellence,1, 1–8. http://repo.uum.edu.my/21364/1/IJOBE 1 2 2016 1 8.pdf Kreitner, R., & Kinicki, A. (2014). Organizational Behavioral (5 ed.). Boston: McGraw-Hill. Kristanti, S.E., Purnamasari, M., &Widjaja, D.C.(2017). PengaruhEmployeeEngagementterhadapKepuasan Kerja dan Turn Over Intention di Swiss-Belinn Surabaya. Jurnal Hospitality dan Manajemen Jasa,2017, 141–152. Mathis, R. L., & Jackson, J. H. (2004). Human Resource Management (10 ed.). Amerika: Thomson SouthWestern. Merissa, B. (2018). Pengaruh Work Engagement Terhadap Turnover Intention Melalui Job Satisfaction Sebagai Variabel Mediasi Pada PT. Lotte Shopping Indonesia Sidoarjo. Jurnal Agora,6(1), 1–9. http://publication.petra.ac.id/index.php/manajemen-bisnis/article/view/6485 Rachman, L., & Dewanto,A. (2016). Pengaruh Employee Engagement terhadap Kepuasan Kerja danTurnover Intention Perawat (Studi pada Rumah Sakit Wava Husada Kepanjen Malang). Jurnal Aplikasi Manajemen, 14(2). https://doi.org/10.18202/jam23026332.14.2.14 Robbins, S. P., & Judge, T. A. (2019). ORGANIZATIONAL BEHAVIOUR (18 ed.). United States.Pearson Education. Sandhya, & Sulphey. (2021). Influence of empowerment, psychological contract and employee engagement on voluntary turnover intentions. International Journal of Productivity and Performance Management,70(2), 325–349. https://doi.org/10.1108/IJPPM-04-2019-0189 Santhanam, N., & Srinivas, S. (2020). Modeling the impact of employee engagement and happiness on burnout and turnover intention among blue-collar workers at a manufacturing company. Benchmarking, 27(2), 499–516. https://doi.org/10.1108/BIJ-01-2019-0007 Siagian, S. P. (2014). Manajemen Sumber Daya Manusia. Jakarta: BumiAksara. Sukwadi, R., & Meliana, M. (2014). Faktor-Faktor Yang Mempengaruhi Kinerja Dan Turn Over Intention Karyawan Usaha Kecil Menengah. Jurnal Rekayasa Sistem Industri,3(1), 1–9. https://doi.org/ 10.26593/jrsi.v3i1.337.1-9 123 Sustainable Future: Trends, Strategies and Development – Noviaristanti & Hway Boon (eds) © 2023 copyright the Author(s), ISBN 978-1-032-37201-3 Open Access: www.taylorfrancis.com, CC BY-NC-ND 4.0 license The analysis of performance and determinant factors of exchange-traded funds in Indonesia stock exchange R.S. Muharram & I. Gandakusuma Universitas Indonesia, Jakarta, Indonesia ABSTRACT: The research employed risk-adjusted measurement to analyze the performance of 42 exchange-traded funds (ETF) in Indonesia from 2016 to 2020 using the Sharpe ratio as the proxy. The research also explored the influence of the stock selection skill and market timing ability on ETFs’ performance using data panel regression. The results showed that 21.43% of the ETFs outperformed the average market return, whereas the passive ETFs had better performance than the active ones. The regression analysis showed that only market timing ability had a positive and significant influence on ETFs’ performance. The market timing ability was significant to the ETF with the underlying thematic index and factor index. Keywords: ETF, Sharpe ratio, stock selection skill, market timing ability, investment 1 INTRODUCTION Exchange-traded fund (ETF) is an investment instrument in the form of a contractual collectible investment that is traded on the stock exchange. As an investment alternative, the ETF structure is almost identical to common mutual funds but has the flexibility of stock in terms of how it is traded and owned. The Indonesia Financial ServicesAuthority (OJK, Otoritas Jasa Keuangan) defines an ETF as a mixture of mutual funds and stock that could be traded regularly on the stock exchange (OJK 2015). Pagano et al. (2019) stated that an ETF is a type of investment product that track an index or sort of assets in the specific market segment which can be traded on the secondary market in daily basis. The ETF has the combination of open-end and closed-end characteristics of mutual fund. Based on how it is managed, the ETF could be grouped into two categories, namely (1) Passive ETF and (2) Active ETF. A passive ETF is created to imitate the performance of a benchmark which could be an index, obligation, commodity, or even cryptocurrency as long as the benchmark is legally established by a legitimate institution. The OJK regulation limits the assets under management (AUM) of an ETF in Indonesia to 80% at the minimum which established the underlying of its benchmark index (OJK 2015). The existence of stock selection skill and market timing ability in investment portfolios, such as mutual funds and ETFs are still a sort of debate among academicians and practitioners. Some researchersarguethat both mutualfundsand ETFs managed in apassivemodeldonot need superior market timing ability and stock selection skill. In addition, Alexandri (2015) conducted a regression analysis on the influence of market timing ability on mutual funds’performance in Indonesia. The research concluded that the investment managers needed to have more stock selection skill rather than market timing ability in maintaining portfolios’performance. Nikolic et al. (2009) studied 820 ETFs that were publicly traded in the US stock market and found that 15% of the samples showed significant influences of market timing ability on ETFs’portfolio performance. On the other hand, other studies considered that both stock selection skill and market timing ability were essential to the ETFs’ performance in terms of getting a higher return from the investment. Therefore, it is significant to investigate ETFs’performance to explain the Indonesian market ETFs’performance from 2016 to 2020 and to describe the influence of stock selection skill and market timing ability on 124 DOI 10.1201/9781003335832-32 the performance of the Indonesian ETF industry. More research regarding ETFs, especially in the Indonesian market, could increase Indonesian investors’ understanding of alternative investments other than mutual funds and stock. Moreover, the findings of this research could provide additional information for the investors to analyze the stock market before making an investment decision. 2 LITERATURE REVIEW AND HYPOTHESIS DEVELOPMENT 2.1 Sharpe ratio Sharpe ratio is the common method used in measuring a portfolio performance because of its convenience and simplicity (Bednarek et al. 2014). The method emphasizes the trade-off between the average excess return and the standard deviation of the portfolio (Sharpe 2011). The standard deviation of the portfolio is considered as the total risk embedded with the portfolio. If the ratio is negative, it means that the return does not exceed the risk-free rate; while the positive ratio signifies that the portfolio has overcome the risk and gets a return above the risk-free rate. The higher ratio indicates better portfolio’s performance. Despite the simplicity of the Sharpe ratio compared to other measurement tools, Grau-Carles et al. (2019) argued that the Sharpe ratio is the primary tool in measuring portfolio’s financial performance. Regardless of its limitation in using normal distribution, the Sharpe ratio is widely used in recent research. Lastly, Pulungan et al. (2019) used the Sharpe ratio as one of the tools in measuring the stock’s performance of state-owned enterprise in Indonesia. 2.2 Investment manager’s ability Investment manager has the responsibility to build a portfolio of securities which help the investors in increasing the return on investment. Jensen (1968) stated that one dimension that could be used in evaluating a portfolio’s performance was the investment manager’s ability in predicting an asset price in the future. If the investment manager could predict the future value of an asset, then the manager could combine the assets into a portfolio which potentially has higher return in the future. The skill to choose an asset or stock in building a portfolio is known as stock selection skill. In accordance, Sari (2012) stated that to evaluate or to measure an investment manager’s performance can be carried out by employing Treynor-Mazuy model. The model could explain a portfolio’s performance by defining the coefficient of stock selection or alpha, the correlation between the portfolio and the market or beta, and the coefficient of market timing ability. Market timing is the ability to allocate stock or other assets in an effort to cope with the changes in market conditions to minimize the risk and maximize the return of a portfolio. There are debates about the influences of stock selection skill and market timing ability on the performance of an investment portfolio in mutual funds or in ETFs. The market region, the time event, and the size of the institutional ownership create a different relation between the investment manager’s ability and the portfolio’s performance. It leads to the question of whether the stock selection skill and market timing ability also have an influence on the ETFs’ performance in the Indonesian market given the expansion of the ETF industry in the last four years (2017-2020).This research proposed two hypotheses as follows: H1: Stock selection skill has a significant influence on ETFs’ performance; and H2: Market timing ability has a significant influence on ETFs’ performance. 3 METHODS This research analyzed ETFs return on the Indonesia Stock Exchange from 2016 to 2020 as the object of the research. This research employed purposive sampling, in which all of the samples were based on categories which were actively traded during 2016 until 2020 and still exist when the 125 research was conducted. Forty-two ETFs were fulfilled the research requirement and were selected as the samples of the research. The research used the Sharpe ratio as a proxy for the variable of ETFs’performance whereas Jensen’sAlpha model andTreynor-Mazuy model were used to measure the stock selection skill and market timing ability respectively. This model was also used in the prior researchs where Alexandri (2015), Putri (2021), and Rompotis (2009) employ Sharpe ratio to be the proxy of fund performances as for the dependent variable. The researches also used Jensen Alpha model and Treynor-Mazuy model as the proxy of stock selection and market timing skill respectively. The utilization of Sharpe ratio makes the fund performance measurement also include the embedded risk in the portfolio performance (Sharpe, 2011). This research employed the measurement of multiple regression models based on data panel to test the hypotheses. 4 RESULTS AND DISCUSSION The analysis of ETFs’performance using Sharpe ratio showed that the average ETFs’performance were below the market performance, only 21.43% of them earned a higher return than the market. The findings signified that in general the ETFs’ return were below the risk-free rate. However, there were some ETFs with specific characteristics which had an outstanding performance among the ETFs in the Indonesian market. Passive ETFs had a better performance than the actively managed ETFs. The comparison analysis related to the performance based on the index classification found that ETFs with underlying factor index had the highest performance on average. However, when assessed individually, ETFs with underlying thematic index such as SRI-KEHATI and MSCI Indonesia ESG dominated the total number of the ETFs which exceeded the market performance. Table 1. Results of hypothesis testing. Dependent Variables Stock Selection Market Timing Independent Variable Coefficient Prob. Coefficient Prob. Sharpe Ratio 0.103262 0.6387 0.013376 0.0100* Note: * Significant at 5%. The regression data panel analysis presented inTable 1 showed that the reject the first hypothesis (H1) on stock selection since the regression test comes with not significant probability. Conversely, the market timing ability hypothesis (H2) shows significant probability number with a positive coefficient of 0.013376. The results were in accordance with Putri (2021) which found the ability of the investment manager to make portfolio adjustment by timing the market so they could earn excess return above the market return in the Indonesian market. Similar findings also found in banking (Sundar et al. 2015) and insurance industries (Awaluddin 2019) in Indian and Indonesian markets respectively. The latter research also found that the increase of the market timing ability was as a consequence of the tight regulations in supporting the financial prudence in Indonesia, especially in the passively managed fund. The investment manager could lower the downside risk in the bearish market by lowering the weight of their portfolio and maximizing the upside potential in the bullish market by weighing up the portfolio. The lack of stock selection skill among investment managers in Indonesia was arguably caused by the strict regulation which limited the flexibility of investment managers in executing some investment strategies (Awaluddin 2019). The strict regulation, which was established to control the prudence and the integrity of management, made the stock selection skill inferior and heavily affected the passive ETFs. The passive ETFs, since the beginning of its invention, was obliged to own at least 80%of the stock or assets that formed the underlying index. However, the limitation 126 also increased investment managers’ market timing ability as they could adjust the proportion of stock in the portfolio to anticipate the market volatility. Paramita et al. (2017) argued that the stock selection skill tended to be better in the bullish market after an economic crisis and it tended to deteriorate as the market came into the bearish market. 5 CONCLUSIONS The research indicated that market timing ability was the only variable that had a significant and positive influence on the ETFs’ performance in Indonesia. The influence was much stronger for the ETFs that followed passive strategies especially in the ETFs with underlying thematic index. However, the stock selection skill was indicated in the actively managed ETFs but there was not enough evidence to support the notion that stock selection skill influenced the ETFs’performance. Moreover, the research found that the regulations in Indonesia accommodated the possibility of passive ETFs to become more active in the market and it could be as an interesting topic to be studied in the future. REFERENCES Alexandri, M.B. 2015. May. Mutual Fund Performance: Stock selection or Market timing?. In International Conference on Economics and Banking: 173–179. Atlantis Press. Awaludin, D.T. and Rahman, F.D. 2021. Analysis of the Effect of Asset Allocation on Portfolio Performance with Diversification as an Intervening Variable. International Journal of Science and Society 3(3): 30–39. Bednarek, Z., Patel, P., and Ramezani, C. 2014. Sharpe Ratio Over Investment Horizon (Working Paper). Grau-Carles, P., Doncel, L.M. and Sainz, J. 2019. Stability in mutual fund performance rankings: A new proposal. International Review of Economics & Finance 61: 337–346. Gupta, K. 2019. Asset Pricing Models and Stock selection Ability of the Indian Mutual Fund Managers: An Empirical Study of Open-ended Growth Equity Schemes. Jensen, M.C. 1968. The performance of mutual funds in the period 1945–1964. The Journal of finance, 23(2): 389–416. Nikolic, B., Puckett, A. and Yan, X.S. 2009. Do Institutional Investors Have Market timing Skills? Evidence From ETFs. Working paper. University of Missouri. Otoritas Jasa Keuangan. 2015. Peraturan Otoritas Jasa Keuangan Nomor 49/POJK.04/2015. Republik Indonesia. Paramita,V.S., Jafar, B. and Siregar, I.W. 2017. Market timing and stock selection performance of mutual fund in bull and bear market condition. International Journal of Monetary Economics and Finance 10(3–4): 309–321. Pagano, M., Sánchez Serrano, A. and Zechner, J. 2019. Can ETFs contribute to systemic risk? (9). Reports of the Advisory Scientific Committee. European Systemic Risk Board. Pulungan, D.P.,Wahyudi, S.andMuharam, H.2019.Theperformanceevaluationofthestate-ownedenterprise’s stocks in Indonesia. Investment Management & Financial Innovations 16(2):140. Putri, D.S., Hidayati, N. and Slamet, A.R. 2021. Pengaruh Stock selection, Market timing Ability dan Fund Longevity Terhadap Kinerja Reksadana (Studi Kasus Pada Reksadana Saham Syariah Yang Terdaftar di OJK Tahun 2017–2019). Jurnal Ilmiah Riset Manajemen 10(11). Rompotis, G.G., 2009. Active vs. Passive management: New evidence from exchange traded funds. Passive Management: New Evidence from Exchange Traded Funds Rompotis, G.G., 2011. The performance of actively managed exchange-traded funds. The Journal of Index Investing 1(4): 53–65. Sari, Anindita Putri. 2012. Analysis of Asset Allocation Policies, Performance of Investment Managers and Risk Levels to Performance of Equity Funds in Indonesia. Diponegoro Journal of Accounting Vol 1. No. 1: 1–14 Sharpe, W.F. 2011. Investors and markets. Princeton university press. Sundar, V. and Irisappane, A. 2015. Stock selection abilities and the market timing skills of fund Managers: A study with reference to banking sector funds in India. International Journal of Information, Business and Management 7(4): 186. 127 Sustainable Future: Trends, Strategies and Development – Noviaristanti & Hway Boon (eds) © 2023 copyright the Author(s), ISBN 978-1-032-37201-3 Open Access: www.taylorfrancis.com, CC BY-NC-ND 4.0 license The effect of quality of auditors, corporate governance, leverage, and profitability on earnings management Anathasia Faculty of Economic and Business, University of Indonesia, West Java, Indonesia ABSTRACT: This study aims at examining the impact of quality auditor, corporate governance, leverage, and profitability on earnings management, which was obtained from the audited financial reports of the selected firms.The research method used is explanatory, which is designed to analyze earnings management practice for 5 years. The populations in this study are conventional banks listed in Indonesia Stock Exchange (IDX). Purposive sampling was done to determine the sample in this study. The data source used in this study is the annual financial statements published during the year 2016 to 2020. The data analysis tool uses reviews to test the hypothesis in this study using panel data regression analysis. The results of this study indicate that the quality of auditors has effect on earnings management, so do the good corporate governance variables consisting of independent commissioners and managerial ownership. However, the leverage and profitability variable has no effect on earnings management. These findings cross over all stakeholders in the company to create healthy financial institutions and a better economy. 1 INTRODUCTION Scott (2000: 296) states that the choice of accounting policies made by managers for certain purposes is called earnings management. Scott (2008) divides the way to understand earnings managementintotwo. First, seeitasanopportunisticbehaviorofmanagerstomaximizetheirutility in the face of compensation contracts, debt contracts, and political costs (opportunistic earnings management). Second, by looking at earnings management from the perspective of an efficient contract (efficient earning management), wherein earnings management provides flexibility for managers to protect themselves and the company in anticipating unexpected events for the benefit of the parties involved in the contract. One way to measure earnings management is to use the Discretionary Accrual (DA) proxy. DA is an accrual component that is included in the manager’s policy; the manager provides their intervention in the accounting reporting process. There are many big cases related to earnings management practices in Indonesia, for instance, Jiwasraya, PT, Tiga Pilar Sejahtera Food Tbk, Bukopin, and more. Many speculate that this is a factor in the occurrence of earnings management practices. In this case, several possible causes of earnings management are quality auditor, corporate governance, leverage, and profitability. This paper chooses banking as the object of research because it has a very large role in driving the national economy. This is because banks play a role in all economic activities, including the main driving sector for Indonesia’s Gross Domestic Product (GDP). When this happens in the banking world, the economy will become a problem. Therefore, banks must be healthy and have adequate profits so that they can develop and grow strongly, and are able to meet the needs of the community (Darmawi 2012). 128 DOI 10.1201/9781003335832-33 2 A BRIEF REVIEW OF THE LITERATURE 2.1 Quality of auditor and earning management According to Jensen and Meckling (1976), in Amijaya, a quality auditor functions to avoid low investor confidence in the company; moreover, the quality of auditors can also help determine the performance of managers in providing financial reports so as not to act opportunistically. 2.2 Managerial ownership and earning management Managerial ownership is shares owned by management personally or owned by the subsidiaries of the company concerned and its affiliates (Susiana dkk 2007). Earnings management is largely determined by the motivation of managers. Different motivations will produce different amounts of earnings management, such as between managers who are also shareholders and managers who are not shareholders. These two things will affect earnings management, because a manager’s ownership will also determine policies and decision-making in the companies they manage. A certain percentage of share ownership by management tends to influence earnings management actions (Gideon 2005). 2.3 Independent commissioners and earning management Fama and Jensen (in Ujiyantho & Bambang 2007) state that non-executive directors (independent commissioners) can act as mediators in disputes that occur between internal managers and oversee management policies and provide advice to management. An independent commissioner is in the best position to carry out the monitoring function to create a company with good corporate governance. If the number of the board of commissioners is large, while the number of independent commissioners is small, then the supervision will be assessed as lacking, because the number of the internalboardofcommissionersislarger, sothatitcanallowtheemergenceofearningsmanagement practices due to prioritizing their personal interests and those of the company. 2.4 Leverage and earning management Houston (2010: 140) states that the leverage is “a ratio that measures the extent to which companies use financing through debt (financial leverage) so that we are able to see the company’s ability to optimize debt”. Increasing debt covenant motivation improves earnings management practices. 2.5 Profitability and earning management Profitability has a positive and significant relationship with earnings management, the higher the profitability, the higher is the earnings management (Setiawan 2021). 3 DATA, METHODOLOGY, AND DECRIPTIVE STATISTICS 3.1 Hypothesis formulation Following the literature review, we can formulate the following hypotheses: H1: Auditor quality has a negative relationship with earnings management H2: Managerial ownership is negatively related to earnings management H3: Independent commissioner is negatively related to earnings management H4: Leverage is positively related to earnings management H5: Profitability has a positive effect on earnings management 3.2 Research methodology In this study, secondary data related to banking listed on the Indonesia Stock Exchange (IDX) in 2016–2020 were obtained from the IDX’s official website, namely www.idx.co.id, and the 129 Sustainable Future: Trends, Strategies and Development – Noviaristanti & Hway Boon (eds) © 2023 copyright the Author(s), ISBN 978-1-032-37201-3 Open Access: www.taylorfrancis.com, CC BY-NC-ND 4.0 license Analysis of team effectiveness factors on EPC power plant project in Indonesia M. Abdi & Arviansyah Faculty of Economics and Business, Universitas Indonesia, Depok, West Java, Indonesia ABSTRACT: There are high complexity aspects to consider in achieving success on EPC (Engineering, Procurement, and Construction) power plant projects namely cost, quality, and time. This study aims to identify factors of team effectiveness that significantly affect the successful outcomes of the EPC power plant project either directly or indirectly. SLR (systematic literature review) based on project management journals is applied to identify the factors of team effectiveness. Delphi method is utilized to analyze their relevance and impacts on the project’s success. We reveal 28 factors and the impacts that follow. Subsequently, we assess an EPC power plant project according to their implementation, importance, and frequency of problems by conducting a survey and a focus group discussion. Fishbone diagrams are employed to investigate the root causes and to seek improvements or solutions. Four factors are discovered and deemed to improve: respect, effective procurement or contract methods, communication, and decision-making. 1 INTRODUCTION According to Frontliner (2021), customers or project owners in Indonesia make complaints about construction work regarding the process of work implementation by 40–66%. It becomes a problem in project completion, which is very interesting to research from the project management’s perspective in achieving success. Teamwork in project management is vital. There is a strong relationship between increasing the effectiveness of the team and increasing the successful outcomes of the project. Based on Seftyandra and Arviansyah (2020), 18 indicators in this review are the first step in developing the effectiveness of a team in a project-based team. Yap et al. (2020) prove that three aspects, eight attributes, and six dimensions increase the team’s effectiveness. In accordance to Hosseini et al. (2018), in the current condition of digital technology, in which virtual work becomes a conceptual model for the effectiveness of construction projects’ hybrid teams, teamwork can be improved by mediation factors such as “communication, mutual trust, backup behavior, leadership, social interaction, team orientation, and accountability”. Project accomplishments namely cost, schedule, quality, customer satisfaction, and early improvement can be achieved when teamwork improves, and performance succeeds. According toAndary et al. (2019), this condition can be accomplished by applying integrated project delivery principles, specifically communication and colocation, for they significantly affect the reduction of cost and time consumption. Despite the above literature studies, this article looks at the gaps of forming an effective project team. Therefore, this study aims to (1) identify the team effectiveness factors by deploying SLR; (2) identify and analyze team effectiveness factors by using the Delphi method; and (3) conduct a case study on the EPC power plant project. 232 DOI 10.1201/9781003335832-58 2 LITERATURE REVIEW A project is a temporary effort made to create a unique product or result service, the project has a definite start and end when the goal has been achieved then that is the end of a project, when the goal cannot be met or even when the need for the project no longer exists then the project is stopped, the client (project owner or owner) can also stop a project if you want to end the project (PMI, 2008). The output of the project can be either tangible or intangible, the elements in the project activities can be repetitive but this process does not change the basic characteristics of the uniqueness of a project work (PMI 2008). The input-output-outcome (IPO) model framework designed by Mc Grath (1964) was used to study the effectiveness of the team. The IPO model has been a guide used during this time and has modifications and extensions in various ways (Mc Grath 1964). Input can include the following things such as personality, competencies, other attributes, demographic, functional, attitudes/values, faultline, position, status issue, network features, interdependence, technology/ virtually, team training, leadership and structure while the process is divided into transition processes, action processes, interpersonal processes and other processes (Mathieu et al. 2008). As for outcomes according to Cohen and Bailey (1997) categorize effectiveness into performance, attitudes, and behaviors. The success of the project is measured from different angles in the literature; therefore, there is no established approach, even in the project management literature, to measure project success, and there is debate about what project success means. (Todorovi´c et al. 2015). However, the combined measure of the multi-dimensional construction of project success is cost, client use, effectiveness, satisfaction, performance, and time covering (Aga et al. 2016). 3 METHODOLOGY This research uses qualitative methods implementing SLR, the Delphi method, and case studies. The first stage taken to fulfill the research objectives is to conduct a systematic literature review using Google scholar by searching for articles from the best journals based on research on project sustainability (Aarseth et al. 2017) between the periods of 2018–2021 with keywords: “team effectiveness”, “construction”, and “project success”. The second stage is the consensus from experts on team effectivenessfactors from SLR with theDelphimethodto sort and group thefactors starting from self-leadership, people leadership, and organizational leadership. 10 experts with 13–18 years of work experience from one of the Indonesian contractors’ state-owned companies are involved in this research. The third stage of the study is conducting a questionnaire for 31 participants to assess the implementation, importance, and frequency of the problems so that the roots of the issues can be attained using fishbone analysis and FGD in an EPC power plant project in Central Sulawesi, Indonesia. 4 RESULT/FINDING The SLR results obtain 806 articles from searching by keywords and we evaluated them based on project management journals resulting in 47 articles remaining. We review the titles, abstracts, and contents and obtain 25 articles relevant to the research. From 29 factors that we acquired in total, 26 team effectiveness factors are extracted from the 25 articles, and three additional factors are derived from the experts: (1) spiritual intelligence, (2) agility, and (3) managing diversity. The outcome of the consensus from the experts using the Delphi method is that 60% strongly agree with the result, and 40% agree. The category of organizational leadership includes: (1) efficacy of organization structures; (2) efficacy of procurement method and contract; (3) compliance to clients’expectations; (4) synergy; (5) shared goals; (6) managing diversity; (7) innovation; (8) team resilience; (9) top management support; and (10) knowledge sharing and learning. The category 233 of people leadership comprises: (1) coordination; (2) leadership; (3) social interaction; (4) conflict management; (5) psychological empowerment; (6) collaboration; (7) communication; (8) trust; and (9) respect. Eventually, the self-leadership category incorporates: (1) emotional intelligence; (2) spiritual intelligence; (3) decision making; (4) commitment; (5) competence and managerial qualities; (6) agility; (7) backup behavior; (8) accountability; and (9) perceived cohesion. The case study is utilized to compare the result expectations of SLR and Delphi methods within the current conditions in one of the EPC power plant projects. The four factors discovered in need of further improvement by the project team include one factor with low implementation; respect, and three factors with a high frequency of problems: (1) efficacy of procurement method and contract; (2) communication; and (3) decision making. FGD is carried out to get the root causes using a fishbone diagram. The root cause of their respect factor is found in the human aspect, as stated by informant number 4 “The way of speaking, the way of discussion is not firm, the work is excellent, but the performance is not necessarily good.” Furthermore, the root cause of the efficacy of procurement methods and contract factors such as “…the procurement process is too long from the request for quotations until the contract due to finding low prices without paying attention to other aspects such as technical studies,” said informant number 1. Moreover, we discover the root cause of communication factor as said by informant number 3 “ego and thinking about their function only”. Subsequently, the root cause of the decision-making factor occurs as said by informant number 6 “The lack of experience in the EPC sequences cannot be ignored, so the decision making is not considered about the sequence of work”. The solutions that we contrive are (1) training, development, coaching, mentoring, counseling, team building, and employee rotation, also leadership role models; (2) making work instructions, procedures, and company policies; and (3) standardizing measurements, timelines, and dashboard monitoring. 5 CONCLUSION This study answers the purpose of the research. 26 team effectiveness factors have synthesized their effects on the successful outcomes of the project (research objectives 1). 28 team effectiveness factors have been categorized, sorted, and formed by consensus (research objective 2). The team’s effectivenessfactorshavebeenevaluatedon thelevelofimplementation, importance, andfrequency of case studies on the EPC power plant project with plans for improvement or solution. Four factors need further advancement (research objectives 3). However, the future direction suggested by these empirical studies has not been addressed considerably, therefore, further research in this area is necessary. Although we conduct SLR in a disciplined manner, there are potential limitations regarding the experts employed for consensus of the SLR results; and concerning the case study assessments that are limited to only one EPC power plant project. In addition, we recommend conducting case studies and FGD with independent construction, engineering, and project management practitioners to provide future research studies with more validity and reliability. Conducting SLR combined with interviews of engineering, construction, project management, and FGD professionals will allow triangulation to happen, thus providing a robust research approach to use in future research studies. REFERENCES Aarseth, W., Ahola, T., Aaltonen, K., Økland, A., & Andersen, B. (2017). Project sustainability strategies: A systematic literature review. International Journal of Project Management,35(6), 1071–1083. Aga, D. A., Noorderhaven, N., & Vallejo, B. (2016). Transformational leadership and project success: The mediating role of team-building. International Journal of Project Management, 34(5), 806–818. 234 Andary, E. G., Abi Shdid, C., Chowdhury, A., & Ahmad, I. (2019). Integrated project delivery implementation framework for water and wastewater treatment plant projects. Engineering, Construction and Architectural Management,27(3), 609–633. Cohen, S. G., & Bailey, D. E. (1997, 1997/06/01). What Makes Teams Work: Group Effectiveness Research from the Shop Floor to the Executive Suite. Journal of Management, 23(3), 239–290. Frontliner. (2021). Hasil Temuan Riset Pasar & Pelanggan 2020 PT Wijaya Karya (Persero), Tbk. [2020 Market & Customer Research Findings of PT Wijaya Karya (Persero), Tbk.]. Hosseini, M. R., Bosch-Sijtsema, P., Arashpour, M., Chileshe, N., & Merschbrock, C. (2018). A qualitative investigation of perceived impacts of virtuality on effectiveness of hybrid construction project teams. Construction Innovation,18(1), 109–131. Mathieu, J., Maynard, M. T., Rapp, T., & Gilson, L. (2008). Team Effectiveness 1997-2007: A Review of Recent Advancements and a Glimpse Into the Future. Journal of Management, 34(3), 410–476. Mc Grath, J. E. (1964). Social Psychology, A Brief Introduction. PMI. (2008). A Guide to the Project Management Body of Knowledge (PMBOK Guide) (Vol. 4th edition). Seftyandra, F., & Arviansyah. (2020). Key Indicators Influencing Team Effectiveness in Project-Based Team. KnE Social Sciences. Yap, J. B. H., Leong, W. J., & Skitmore, M. (2020). Capitalising teamwork for enhancing project delivery and management in construction: empirical study in Malaysia. Engineering, Construction and Architectural Management,27(7), 1479–1503. 235 Sustainable Future: Trends, Strategies and Development – Noviaristanti & Hway Boon (eds) © 2023 copyright the Author(s), ISBN 978-1-032-37201-3 Open Access: www.taylorfrancis.com, CC BY-NC-ND 4.0 license A measurement to examine factors affecting adoption of Orbit product in Indonesia Z.R.D. Anissa & Indrawati Telkom University, School of Business and Economics, Bandung, Indonesia ABSTRACT: The COVID-19 pandemic has significantly impacted various sectors, including the telecommunications sector, hence the digital shift is seen as being crucial for telecommunications companies around the world. To expedite the aid of digital services available to the whole community, Telkom has launched affordable price products, namely Orbit. It is a fixed wireless access modem that is the future of home broadband products internationally, representing one of Indihome’s products.This study made certain adjustments to independent and moderating variables to maintain relevance in the context of Orbit’s research. This study also has been done based on observations of research objects, literature reviews, and discussions with experts from Orbit products. Changes made include omitting the moderating variable, namely Experience. In addition, independent variables are omitted, such as Habit and Hedonic Motivation variables, and added, such as Connectivity variable, a new variable resulting from the author’s approach to System Complexity. This study aims at testing tools for measuring factors that may influence customers’ use behavior and behavioral intention to adopt Orbit Product using Modified UTAUT 2. The data from 50 respondents were selected purposively and analyzed using SPSS version 26. The results show that the test that considers eight constructs and 35 items was valid and reliable. Therefore, the measurement tool was required in further study. Keywords: Modified UTAUT2, Technology, Fixed Wireless Access, Connectivity, Orbit 1 INTRODUCTION Orbitisafixedwirelessaccessmodemthatisthefutureofhomebroadbandproductsinternationally, representing one of Indihome’s products. Looking from the global telecommunications business, the world’s largest telecommunications companies have integrated fixed and mobile wireline. For instance, NTT acquired an entire stake in Docomo (purchasing the remaining minority stake for USD38 Billion in 2020), BT acquired Everything Everywhere for USD16 Billion in 2016, and Vodafone acquired Liberty Global in Germany, Central Europe, and Eastern Europe. When viewed from the market potential in Indonesia, Indonesia still has a large number of target markets. There are 75 million residences in Indonesia overall, but only 15 million are expected to have a fixed broadband connection already, leaving 49 million without access to the internet Orbit’s target market is the remaining 11 million residences, which generate about 16 trillion in yearly revenue (Haryanto 2020). The presence of Orbit as a companion product from Indihome can also make Orbit a solution for Indihome customers who do not have fiber optic access around their area. Thus, the use of Orbit can also encourage Indonesia to become a country with better home broadband penetration. This product represents a new technological advancement in society and a crucial development for the future telecommunications sectors. Therefore, the researcher must identify the variables and indicators that are thought to be influencing the adoption of Orbit. As a result, the company could make an improvement, and other businesses could adopt some ideas to use in their products. 236 DOI 10.1201/9781003335832-59 This study proposed a new modified model that has not yet been tested to analyze factors affecting the adoption of Orbit Product. A set of measurement tools should be selected and tested for their validity and reliability in order to test the model. Therefore, the objective of this study tends to compose a valid and reliable measurement tool for the model. 2 LITERATURE REVIEW The decision to employ a new product or technology is typically influenced by a number of factors. For this reason, this study employs the UTAUT2, a new technology adoption model introduced in 2012 used to explain individual behavior in technology (Venkatesh et al. 2012). However, based on the literature review and preliminary data gathering, it is necessary to reduce and add constructs while still paying attention to the characteristics of good research, as stated in the book Research Methods and Business (Sekaran & Bougie 2016). Changes made include omitting the moderating variable, namely Experience, because it relates to the chance to use technology for what it is intended, as well as for the time period starting from the start of its use or longitudinal. Venkatesh et al. (2012) conducted data collection three times (longitudinal), while in this study only done once (cross sectional). Thus, this study omitted the Experience variable. In addition, several independent variables are omitted, such as the Habit and Hedonic Motivation variables. Moreover the Connectivity variable is added as a new variable resulting from the author’s approach from System Complexity (Lu &Yu et al. 2003).The research conducted by Lu &Yao et al. (2003) stated that System Complexity has an influence on behavioral intention of Wireless Internet users in China. This variable is defined as the degree of integration between fixed wireless and cellular technologies that support various communications and services. Operationally, it can be examined in four aspects, namely: data transfer efficiency, system functionality, interface design, and mobile device capacity. In this study, the researchers changed the name of the variable to Connectivity because the Orbit Product system is not needlessly complex but it has been fine-tuned in detail to reflect the orbital Product and previous study. 3 METHODOLOGY The measuring instrument in this study is a set of questionnaires that were developed with following steps. First, the researcher conducted a content or Logical Validity. According to Indrawati et al. (2017), the researcher must adapt and modify the existing items from previous research published in reputable and accredited national or international journals in order to fulfil the content validity criteria Furthermore, the researcher met with three marketing and digital technology experts to ask if there were any suggestions for the items in the questionnaire improvement so that they could be readable enough to be spread to the respondents. After getting the approval from the experts, the researcherdidavaliditytest and areadabilitytesttoensurethe items in the questionnaireswereclear and did not cause any confusion. Therefore, the questionnaire items for this study were adopted and modified from items in the previous studies. In total, there were eight constructs used in this study: Performance Expectancy, Effort Expectancy, Social Influence, Facilitating Conditions, Price Value, Connectivity, Behavior Intention, and Use Behavior. To test the validity construct of this research, the researcher surveyed the form of a pilot test; 50 respondents were collected as preliminary data for a pilot test. The researcher processed the data by using IBM SPSS 26 to conduct the validity test using “Corrected Item – Total Correlation” (CITC) and the reliability based on Cronbach-Alpha (CA). As cited in Indrawati et al. (2017), the correlation coefficient must be ≥0.3 to be considered valid, and the Alpha-Cronbach coefficients level minimally has to at least show ≥0.70 so that the questionnaire is said to have a fairly good level of reliability. To test the proposed model of this study, the measurement material must be valid and reliable. 237 4 RESULTS/FINDINGS The results of the developing questionnaire revealed that performance expectancy had four valid and reliable items. Effort expectancy had five items; facilitating conditions had five items; social influence had five items; price value had five items; connectivity had five items; behavioral intention had five items and use behavior had five valid and reliable items. The following are the items and the factors. Table 1. Questionnaire items. Code Performance Expectancy (Venkatesh et al. 2012) Code Price Value (Venkatesh et al. 2012) PE1 1.1 Using Orbit is very useful in daily activities. PV1 5.1 The price of an Orbit modem is affordable. PE2 1.2 Using Orbit increases the chance to work more effectively PV2 5.2 The top-up fee for the balance in Orbit is in accordance with the benefits I get. PE3 1.3 Using Orbit helps get work done faster PV3 5.3 Based on the expenses I have each month, using Orbit is worth it to me. PE4 1.4 Using Orbit increases productivity at work PV4 5.4 I do not mind spending money on Orbit. Code Effort Expectancy (Venkatesh et al. 2012) Code Connectivity (Lu et al. 2003) EE1 2.1 The use of Orbit is easy to understand C1 6.1 When using Orbit, the download process works as expected. EE2 2.2 How to use Orbit is clear C2 6.2 When using Orbit, the upload process works as expected. EE3 2.3 Orbit is easy to use C3 6.3 I feel satisfied using Orbit because it can be installed anywhere. EE4 2.4 Orbit is easy to operate for me C4 6.4 Orbit speed is in line with my expectations. EE5 2.5 Orbit is simple to use for me C5 6.5 Orbit can be connected easily with the gadgets that I have. Code Social Influence (Venkatesh et al. 2012) Code Behavioral Intention (Ridwan 2016) SI1 3.1 I should use Orbit, according to people that matter to me. BI1 7.1 I have an interest in using Orbit. SI2 3.2 The people around me have used Orbit. BI2 7.2 I am interested in using Orbit in the future. SI3 3.3 People closest to me recommended that I should use Orbit. BI3 7.3 Even though there is no promotion, I will still use Orbit. SI4 3.4 People around me deem it appropriate to use Orbit. BI4 7.4 I favor using Orbit over other services. SI5 3.5 People who influence my behavior think that I should use Orbit. Code Facilitating Condition (Venkatesh et al. 2012) Code Use Behavior (Ridwan 2016) FC1 4.1 I have the devices (laptop, cell phone, tab, etc.) needed to use Orbit. UB1 8.1 I like to use Orbit FC2 4.2 I have sufficient knowledge to use Orbit. UB2 8.2 Using Orbit is a good experience FC3 4.3 My environment is close to the infrastructure (BTS) required to use Orbit. UB3 8.3 I use Orbit every day FC4 4.4 If I have problems using Orbit, I will quickly get help from Telkom or Telkomsel. UB4 8.4 If accumulated in a day, I use Orbit for more than eight hours a day. 238 The result of pilot test revealed the measurements consisting of 35 items and eight constructs had fulfilled the validity and reliability. The result is presented in Table 2. Table 2. Questionnaire items result. Code CITC CA Code CITC CA Code CITC CA Code CITC CA PE1 0,52 0,64 SI1 0,48 0,61 PV1 0,59 0,07 BI1 0,59 0,63 PE2 0,59 SI2 0,45 PV2 0,06 BI2 0,58 PE3 0,62 SI3 0,49 PV3 0,59 BI3 0,53 PE4 0,59 SI4 0,56 PV4 0,64 BI4 0,52 EE1 0,61 0,66 SI5 0,53 C1 0,60 0,62 UB1 0,39 0,05 EE2 0,65 FC1 0,29 0,44 C2 0,62 UB2 0,03 EE3 0,56 FC2 0,37 C3 0,40 UB3 0,45 EE4 0,62 FC3 0,38 C4 0,57 UB4 0,33 EE5 0,60 FC4 0,31 C5 0,41 5 CONCLUSION The study revealed that eight constructs can be measured with 35 valid and reliable items to test the proposed model in this study. Therefore, the measurement tool can be used for further research, collecting primary data to examine factors affecting adoption of Orbit in Indonesia. REFERENCES Haryanto, A. T. (2020). Sasar Pengguna Internet Rumah, Telkomsel Orbit “Makan” IndiHome? [Targeting Home Internet Users, Telkomsel Orbit “Consume” IndiHome?]. Detikcom. https://inet.detik.com/ telecommunication/d-5077872/sasar-pengguna-internet-rumah-telkomsel-orbit-makan-indihome Indrawati, Raman, M., Wai, C. K., Ariyanti, M., Mansur, D. M., Marhaeni, G. A. M. M., Tohir, L. M., Gaffar, M. R., Has, M. N., & Yuliansyah, S. (2017a). Perilaku Konsumen Individu dalam Mengadopsi Layanan Berbasis Teknologi Informasi dan Komunikasi. PT Refika Aditama. Indrawati, Raman, M., Wai, C. K., Ariyanti, M., Mansur, D. M., Marhaeni, G. A. M. M., Tohir, L. M., Gaffar, M. R., Has, M. N., & Yuliansyah, S. (2017b). Perilaku Konsumen Individu dalam Mengadopsi Layanan Berbasis Teknologi Informasi dan Komunikasi [Individual Consumer Behavior in Adopting Information and Communication Technology-Based Services]. PT Refika Aditama. Lu, J., Yao, J. E., Chun-Sheng, Y., & E.James, Y. (2003). Exploring Factors Associated with Wireless Internet via Mobile Technology Acceptance in Mainland China. Communications of the International Information Management Association,3(1), 101–120. Lu, J., Yu, C. S., Liu, C., & Yao, J. E. (2003). Technology acceptance model for wireless Internet. Internet Research,13(3), 206–222. https://doi.org/10.1108/10662240310478222 Sekaran, U., & Bougie, R. (2016). Research Methods for Business: A Skill Building Approach (Seventh Ed). John Wiley & Sons Canada. Venkatesh, V., Thong, J.Y. L., & Xu, X. (2012). Consumer Acceptance And Use Of Information Technology: Extending The Unified Theory of Acceptance and Use of Technology. MIS Quarterly,36(1), 157–178. 239 Sustainable Future: Trends, Strategies and Development – Noviaristanti & Hway Boon (eds) © 2023 copyright the Author(s), ISBN 978-1-032-37201-3 Open Access: www.taylorfrancis.com, CC BY-NC-ND 4.0 license The effect of compensation and organizational culture on employee work motivation at the Grand Mercure Hotel Bandung: A research framework V.R. Syawaline & D. Indiyati Telkom University, West Java, Indonesia ABSTRACT: Work motivation is a condition that encourages someone to conduct their duties at work. Work motivation is important to improve performance because it could encourage employee productivity. Achieving high employee motivation requires support from company management so that there are factors that can increase employee motivation, such as compensation and organizational culture. Compensation is given both physically and non-physically as a reward for the work that has been done. In addition, organizational culture is the values, traditions, and work procedures followed by members of the company. This study aims to determine how compensation, organizational culture, and work motivation of employees at Grand Mercure Hotel Bandung is, as well as to analyze the partial and simultaneous effect of compensation and organizational culture on employee motivation at Grand Mercure Hotel Bandung. The data in this study were analyzed using a descriptive quantitative method and verified using Structural Equation Model (SEM)-PLS analysis with compensation and organizational culture as independent variables, and employee motivation as the dependent variable. The data were taken by distributing questionnaires to 150 employees of the Grand Mercure Hotel Bandung. Finally, the data were processed and analyzed using SmartPLS version 3.3.9. 1 INTRODUCTION Work motivation is important to improve employee performance. Achieving high employee motivation requires support from company management. However, when the world encountered the COVID-19 pandemic, many companies temporarily suspend operational activities. This influenced the hotel industry such as the Grand Mercure Hotel Bandung. As a result of the pandemic, many employees have been laid off. The dismissal of some employees, however, does not dismiss their duties, thereby increasing the workload of the sustained employee. The drastic decrease in visitors makes the hotel’s income has also decreased so much that the compensation received by employees during the pandemic has been reduced. Some training must also be done online due to the pandemic even though the training should be done offline. Human Resources is defined as an integrated management strategy and approach to managing the organization’s most valuable asset, namely the people who work and contribute to the company’s success (Armstrong 2006). Therefore, thereare factorsthatcanincrease employeemotivation suchascompensationandorganizational culture.According to Gibson et al. (2012), motivation theory is divided into content-based and process-based theories. Process-based motivation theory explains how behavior is enhanced, directed, maintained, or stopped based on external factors.According to Gomez-Mejia et al (2012), compensation is a form of appreciation from the company to employees because of their contribution. According to Edison, et al (2017) compensation is everything that employees receive as compensation for the work they have done. Meanwhile, organizational culture is defined as a cognitive framework that contains attitudes, values, norms, and expectations shared by members of 240 DOI 10.1201/9781003335832-60 the organization (Greenberg & Baron 2000). Schein (2015) organizational culture as a pattern of sharedassumptions learned by a group insolving problemsthroughexternal adaptation andinternal integration, which has worked well enough to be considered true. Based on the background and the formulation of the existing problems, this study aims to answer the following research questions: 1. How is the compensation at Hotel Grand Mercure Bandung? 2. How is the organizational culture at Hotel Grand Mercure Bandung? 3. How do compensation and organizational culture affect employee motivation at Hotel Grand Mercure Bandung? Previousstudieshaveinvestigatedemployeemotivationandtheyhaveshowninconsistent results. Therefore, the present study is aimed to review the effect of compensation, organizational culture, and organizational environment on employee motivation. 2 LITERATURE REVIEW 2.1 Human resources management According to Mondy and Martocchio (2016), human resource management (HRM) is the use of individuals in achieving organizational goals. Meanwhile, according to Hasibuan (2017), human resourcemanagementis the artandscienceofcontrolling labor engagementandinvolvement so that it is efficient and effective to support the realization of the organizational, employees, and public goals. Sinambela (2017) states that human resource management is defined as the management and utilization of resources that exist in individuals. Therefore, human resources must be regulated and controlled properly in order to increase the efficiency and effectiveness of the organization. 2.2 Organizational behavior According to Robbins and Judge (2011), organizational behavior deals with the impact of individuals, groups, and structures on behavior in organizations with the aim of applying such knowledge to improve organizational effectiveness. Organizational behavior is an interdisciplinary field aimed at understanding and managing employees better (Aponno 2017). 2.3 Employee motivation According to French and Raven in Stoner et al. (1995), motivation encourages someone to show certain behavior. Meanwhile, Mathis (2006) believes that motivation is a desire in a person that causes that person to act. People usually act for a reason to achieve a goal. The motivational dimensions are divided into motivation factors and hygiene factors (Herzberg in Hasibuan 2017). Motivation factors are strong motivational factors that can produce good work performance related to one’s psychological needs, which is to have a sense of satisfaction when doing work. Hygiene factors are maintenance factors related to the nature of humans who want to get peace. 2.4 Compensation Compensationis receivedphysically ornon-physicallyand mustbecalculatedandgivento someone who is generally an object that is excluded from income tax (Wicaksono 2017). Handoko (2017) states that compensation consists of direct and indirect compensation. Direct compensation is received by employees who have a direct relationship with work, in the form of salaries, wages, incentives, and bonuses. Indirect compensation is received by employees who do not have a direct relationship with the work but emphasize the establishment of good working conditions to complete the work. 241 Sustainable Future: Trends, Strategies and Development – Noviaristanti & Hway Boon (eds) © 2023 copyright the Author(s), ISBN 978-1-032-37201-3 Open Access: www.taylorfrancis.com, CC BY-NC-ND 4.0 license Do foreign direct-investment technological spillovers differ across industries? (Case study of Indonesian manufacturing industries) Y. Astuti Telkom University, West Java, Indonesia ABSTRACT: The affiliation between multinational and domestic firms is one of the channels supporting technology transfer in a country. This is due to the high level of benefits provided by the organizational relationships, such as job creation, local economy boost, and reputation improvement. Therefore, this study aims to determine the effect of Foreign Direct Investment (FDI) spillovers on domestic firms’productivity.This emphasized the impact level of the MNEs on the productivity of local organizations, across Indonesia’s manufacturing industries. In this case, a fixed-effect model was used on panel datasets for 24 types of industries, between 2010 and 2015. The results showed that the benefit of the MNEs’ technological spillovers differed regarding each industry, with no evidence observed for a complete industrial sample. Keywords: Foreign Direct Investment, Labor Productivity,Technology Spillovers, Manufacturing Industries 1 INTRODUCTION Multinational Enterprises (MNEs) are expected to provide benefits for domestic firms through FDI Spillovers, which are the knowledge or technology transferred from the parent company to affiliates. Since 1969, Indonesia has been a host country for FDI, with the number of inflows beginning to dramatically increase in the late 2000s. This is because the Government created several policy breakthroughs for more incoming investments. Furthermore, the MNEs are channels for transferring technology to affiliates or domestic firms, through the distribution of knowledge, production technologies, international standards quality, product development, or effective marketing strategies (Dunning 1993). Irrespective of being a driver of economic growth development, the role of FDI is still controversial in facilitating indirect benefits. This emphasizes the investments generated through a non-market mechanism, which is often used to boost the productivity of local organizations. Several previous studies emphasized the impact of FDI spillovers on domestic firms’productivity, especially since the 2000s. These provided inconsistent and contradictory empirical evidence, as Sourafel (2016), Kathuria (2010), and Javorcik (2004) stated that FDI positively affected the productivity of local organizations. Meanwhile, Juda and Thoshihro (2020), Demena and Peter (2017), Lu et al. (2017), Sari et al. (2016), Tomohara and Yokota (2013), as well as Negara and Adam (2012) argued that the technology spillovers were insignificant and negatively effective. Based on these descriptions, the impact of FDI spillovers is being emphasized, by using the recent data encompassing the large and medium manufacturing firms of 24 Indonesian industries. Therefore, this study aims to determine the effect of Foreign Direct Investment (FDI) spillovers on domestic firms’ productivity. This emphasizes understanding whether the increasing existence of FDI affected the productivity of these firms across Indonesian industries. The results obtained are expected to provide additional, conclusive, and concrete evidence for the solution of related issues. 248 DOI 10.1201/9781003335832-62 [Document text truncated for crawler view.]