The emergence of internet-based electronic commerce offers considerable opportunities for companies to expand their customer base, enter new product markets, and rationalize their business. The Indonesian government has initiated and implemented a series of plans and activities to promote technology use to increase SMEs’ performance. Despite such efforts, technology adoption rate are still low. Therefore, it is important to understand the factors affecting an entrepreneurs’ decision on internet adoption, by measuring technology readiness (TR). The purpose of this study is to investigate TR and the extent to which E-commerce is adopted amongst entrepreneurs. This study is replication of Parasuraman’s study on the Technology Readiness Index (TRI). Questionnaires were distributed using a convenience sampling method to 190 entrepreneurs of SME in Bandung city. The findings indicate that entrepreneurs are moderate in terms of their TR. There are significant differences in terms of TR across entrepreneurs’ backgrounds (gender, age, education, and income). In relation to internet adoption by those surveyed, as their use of media promotion is still low, there were only 36.3 percent who adopted it. The results clearly indicate the need to provide support to SMEs to adopt and use e-commerce. These results have implications not only for managers of SMEs but also for government agencies in developing countries such as Indonesia. The findings have implications for researchers and practitioners by identifying TR drivers (optimism and innovativeness), and barriers (discomfort and insecurity), that contribute to effectively leveraging the Internet in an important area for SMEs.

Purpose: Our research objective here is to contribute theoretically and empirically to providing a gap model of digital mastery development in a company. The gap model will be a reference for the companies to develop their digital mastery.Design/methodology/approach: To gain deeper insights into the study, a mixed method of qualitative and quantitative was performed. The level of digital mastery of the organization was determined using quantitative techniques through a self-assessment questionnaire. Meanwhile, digital mastery at the individual level was measured by a qualitative method using an open-ended (essay format) survey questions.Findings: The findings show a stark difference between the organization and individual regarding their digital mastery level. At the end of the paper, the authors suggest some remedies that will help those companies narrowing the gap and fulfill the agenda of their digital transformation.Research limitations/implications: Further research should analyze more industries or companies, conducting case studies to discover more detailed findings as to where the gaps are located or conducting digital readiness and leadership skills at the individual level to discover the direction of development of digital technology in a company. We expect this research can be replicated in other countries, so that wider general insights into the development of digital technology may be obtained.Practical implications: Upper-area companies are indicated by their execution of partial digital initiative in the company which results in the lack of socialization of the ongoing digital activities into the individual level. Companies, especially Top Management, need to develop more knowledge about digital application and transformation to every individual in the company. Meanwhile, lower-area companies should improve their engagement across all organization members. The companies should be able to take advantage of their existing employees who possess knowledge in digital application and transformation and generated various artifacts to motivate other employees to jointly transform the organization into a Digital Master.Originality/value: Our study compares the perception toward digital mastery at the organization and individual levels. Both levels are different and need to be compared, as suggested by Schuchmann and Seufert (2015) and Hinings et al. (2018). Comparison at both levels does not exist at the time of this study. Accordingly, what problems and challenges are faced by companies undergoing a digital transformation will largely remain unknown.

Purpose: To examine three dimensions of organisational change capacity (OCC) which have been proposed sequentially in the following order: OCC for change will affect process capacity for change and develop context capacity for change. Specifically, this study explores the moderating effects of coercive pressure.Design/methodology/approach: To test the proposed hypotheses, this study conducted survey among middle-level leaders of the 11 top universities (autonomous higher education institutions – AHEIs) in Indonesia. This study used a sample of 92 respondents, deans 21 and vice deans 71 of 11 top Indonesian universities. To test data processing using the SmartPLS 3.0 tool.Findings: The findings indicate that learning capacity for change is the starting point of OCC, and it influences process capacity and context capacity for change. Coercive pressure strengthens the relationship between learning capacity and context capacity for change. Further, context capacity for change determines organisational performance.Originality/value: This study empirically examines the OCC construction mechanism as follows: learning capacity for change influences process capacity for change and then has an effect on the OCC for change, which ultimately affects organisational performance.

The leader plays a crucial role in an organization, particularly during periods of change. Based on dynamic capability theory, this paper examined the relationship between dynamic managerial capabilities (DMC) and organizational performance, moderated by cynicism toward change and mediated by trust in leadership. The methodology used is a cross-sectional study with multisource data from the top 11 universities in Indonesia. In total, 2,047 respondents, either middle managers or lecturers, participated in this study. The research employed SPSS to test the hypotheses; the findings pointing to the moderated mediation effect of cynicism toward change, which affects the magnitude of the mediation relationship between trust in leadership and DMC as it relates to organizational performance. This study contributes to existing literature on leadership in relation to execution change strategy, particularly concerning how middle managers, with their dynamic managerial capabilities, build trust in leadership, particularly when there is cynicism, which affects organizational performance.

Purpose: This study investigates how, in the context of organizational change initiatives, the adoption of empowering leadership can foster positive social exchange relationships between leaders and subordinates, in turn, neutralizing cynicism about organizational change (CAOC) and allowing follower championing behavior (FCB) to emerge.Design/methodology/approach: The authors analyzed data from 908 faculty members from 11 top-rated public universities in Indonesia. The data used in this research are multisource, so the data processing steps are rwg and ICC tests, data quality testing, and hypothesis testing.Findings: The authors found that CAOC among these members had a negative effect on their FCB, but this negative effect was buffered by the presence of empowering leadership.Research limitations/implications: The authors' research captures perceptions at one point in time. Future research could adopt a longitudinal approach to simulate empowering leadership stimuli and investigate the impacts of FCB.Practical implications: This study contributes to Indonesian business management, which exhibits a culture of high power distance. The findings suggest that managers should improve managers' interpersonal communication with subordinates and consider managers' feelings toward change in the organization so that managers' subordinates will provide feedback in the form of decreasing cynicism and will exhibit FCB.Originality/value: This study contributes to the understanding of why CAOC may not be expressed explicitly in Asian countries due to Asian collectivist and high power-distance values that discourage subordinates from voicing their disagreement with change initiatives.