This study explores the key determinants of Supply Chain 4.0 (SC4.0) maturity in the context of a developing country by examining the relationships between supply chain ambidexterity, supply chain agility, and the maturity of SC4.0. The study was carried out using the survey method involving 154 managers from Indonesian manufacturing companies. The SC4.0 maturity model was developed and tested using structural equation modeling. From our analysis, it was found that supply chain ambidexterity emphasizing on innovation positively influences the companies’ agility and SC4.0 maturity levels, and supply chain agility partially mediates supply chain ambidexterity. This paper contributes to the operationalization of SC4.0 maturity determinants that incorporate innovation and technological aspects and extends the extant literature by empirically elaborating the determinants and antecedents of SC4.0 maturity that may expedite the achievement of SC4.0 maturity. This implies that companies and supply chain professionals aiming at achieving their SC4.0 maturity should do so by being outward-looking and, at the same time, foster supply chain collaboration with external networks. This paper is pioneering the empirical study on SC4.0 and offers a means to achieving SC4.0 maturity through SC ambidexterity and SC agility, particularly in the context of a developing country.

Organizational ambidexterity has been widely established as necessary for economic sustainability in the financial services sector. Organizational ambidexterity is an organization's ability to be aligned and efficient in management to meet business needs while simultaneously adapting to environmental changes. To meet the challenges of the new digital economy, banking organizations require substantial technological changes and must also recognize that the banking business itself is one of technology. Organizational ambidexterity is essential for financial sector businesses, but their relationship and relative merits are unclear. This research focuses on the role of technological capacity and dynamic capability of the banking sector in Indonesia in an effort to achieve organizational ambidexterity in the face of a dynamic environment. This research uses quantitative methods by surveying leaders from Indonesian commercial banks and analyzed using the SMART PLS program. Our investigation found that technological capacity influences organizational Ambidexterity, with the link becoming stronger when mediated by an organization's dynamic capability. In the meantime, environmental dynamism has no impact on the organizational ambidexterity of the banking sector in Indonesia. Our findings also indicate that the associated security risk will increase if a bank improves its technological capacity in a highly dynamic environment. This paper is an empirical study of technological capacity and presents a method for creating organizational ambidexterity through dynamic capability, especially in the banking sector.

Digital signatures have been widely and primarily used for document approval activities during the Coronavirus pandemic in Indonesia. This is the digital equivalent of a handwritten signature or stamped seal, although it provides more inherent security, such as validating the authenticity and integrity of a message, software, or virtual document. Therefore, this study aims to determine factors affecting consumer intention in using digital signatures based on (i) the unified theory of acceptance and use of technology 2, (ii) the theory of planned behavior, and (iii) the information acceptance model. A total of 358 respondents answered the online questionnaire containing 69 question items, with the data analyzed using the structural equation modeling technique to examine the hypotheses. The results showed that the relationship between consumers’ attitudes, perceived behavioral control, subjective norms, and information adoption had the highest and lowest effects on consumers’ behavioral intention. Moreover, the consumers’ attitudes had the most significant effect on their attitudinal intention to use digital signatures. The significant positive impact of these consumers’ attitudes had relevant implications for the sustainable adoption of the signature system. This indicated that an integrating model with the potential of extending to consumers’ intention analysis was established for digital signature adoption in other countries after the post-Coronavirus period.

Purpose: Using the knowledge-based view as the theoretical lens, this study aims to assess the effect of middle managers’ ambidexterity, continuous improvement and organizational agility on the business performance within the manufacturing and service industries.Design/methodology/approach: Quantitative survey was carried out using questionnaire whose data were collected from 197 middle managers’ responses collected in 2021. Structural Equation Modeling was used to analyze the direct and mediation relationships.Findings: The results demonstrated that the relationship between middle managers’ ambidexterity and business performance was insignificant but fully mediated by continuous improvement capacity and organizational agility. In both manufacturing and service sectors, our research also confirmed that middle managers have an important role in building continuous improvement capacity and organizational agility. The interchange between exploration and exploitation capabilities is an important competency that today’s middle managers should have.Originality/value: This study is amongst the first to investigate the phenomenon of middle managers’ ambidexterity in both manufacturing and service sectors from the knowledge-based view theory. The new knowledge is generated from the in-depth investigation of how middle managers interchangeably use their exploiting and exploring capabilities to achieve their business performances.

Purpose: The research aims to identify the role of organizational cultures mediating technological capacity in the relationship with organizational ambidexterity. Theoretical framework: The effect of technological capacity on organizational ambidexterity is still relatively low. However, when technological capacity is mediated or supported by organizational culture, the effect of technological capacity on organizational ambidexterity becomes greater when compared to its direct effect. Design/methodology/approach: An online poll was utilized to collect data from the highest levels of management in Indonesia's banking industry. Following nine months, 75 responders completed the surveys. We employed Smart PLS software for statistical analysis and testing hypotheses. Findings: The findings revealed that technological capacity and organizational cultures have a beneficial effect on organizational ambidexterity. Organizational cultures mediate the impact of technological capacity and organizational ambidexterity. Research, Practical & Social implications: The study shows that the role of technological capacity with an established organizational culture will support acceleration in achieving organizational ambidexterity. This research contributes to the existing literature by empirically examining the relationship between technological capacity, organizational cultures, and organizational ambidexterity. Originality/value: Several research models and empirical investigations have investigated the relationship between organizational culture, technological capacity, and ambidexterity. There has been a paucity of research on the ‘technological capacity’ of the banking sector, particularly in developing nations.

The organizational ambidexterity of commercial banks has been the subject of recent research. As a novelty, research has yet to be conducted on the banking sector in a dynamic environment. This study’s goal is to identify the variables that affect ambidextrous banking. The research methodology uses quantitative techniques with six constructs: organizational ambidexterity (OA), dynamic capability (D-CA), organizational culture (O-CU), human capital (H-CA), and technological capacity (T-CA) with moderator environmental dynamism (E-DY). The research questionnaire was measured using seven Likert scales, and the data was processed using structural equation modeling and Smart PLS software. The results of all hypothesis tests are as follows: First, technological capacity, organization culture, and dynamic capability have a positive effect on organizational ambidexterity. Second, technological capacity, human capital, and organizational culture have positive results for a positive effect on dynamic capability. Third, the moderating effect of E-DY on the relationship between T-CA and OA has a negative and significant impact. Fourth, the moderating effect of E-DY on the relationship between O-CU and OA is insignificant. Fifth, the moderating influence of E-DY on the link between dynamic capability and organizational ambidexterity has a positive and significant impact. This study will contribute to the theoretical aspect by enriching the theory that human resource management, technological capacity, organizational culture, and dynamic capabilities are essential in organizational ambidexterity.