Adaptive Leadership Model of MSME Owners in Lampung in Facing Crises and Digital Disruption: Dynamic Capability and Resilient Leadership Approach

This study develops a contextual adaptive leadership model for MSME owners in Lampung navigating crises and digital disruption through dynamic capability and resilient leadership perspectives. Rapid technological change, shifting consumer behavior, cost pressure, and intensified platform competition require owner-managers to sense change, reconfigure scarce resources, and sustain employee commitment. A qualitative multiple-case design was applied to 18 MSME owners in Bandar Lampung, Metro City, Central Lampung, and Pringsewu, representing culinary, retail trade, fashion, agribusiness, and service sectors. Data were collected through semi-structured interviews, direct observation, and documentation from August 2024 to January 2025 and analyzed using thematic analysis and cross-case comparison. The findings identify five integrated dimensions: environmental sensing, strategic agility, resilience orientation, collaborative empowerment, and digital transformation readiness. Environmental sensing enables early recognition of market and supply risks; strategic agility supports rapid adjustments in products, prices, suppliers, and sales channels; resilience orientation maintains emotional stability and cash discipline; collaborative empowerment mobilizes employee knowledge; and digital readiness converts platform adoption into market access and operating flexibility. Together, these dimensions constitute an owner-driven capability that strengthens business resilience and competitiveness. The study extends Dynamic Capability Theory by showing how sensing, seizing, and reconfiguring are enacted through owner leadership, while resilient leadership explains persistence and collective recovery under pressure. For Lampung, the model supports targeted programs combining crisis decision-making, employee empowerment, digital analytics, and sector-based mentoring rather than financing assistance alone.

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Publication Details

Journal
Dinasti International Journal of Education Management And Social Science
Published
2026-11-09
DOI
https://doi.org/10.38035/dijemss.v8i1.6886
Primary Topic
SMEs Development and Digital Marketing
Type
article
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article

Adaptive Leadership Model of MSME Owners in Lampung in Facing Crises and Digital Disruption: Dynamic Capability and Resilient Leadership Approach

M. Ardiansyah, Agustuti Handayani Agustuti
Dinasti International Journal of Education Management And Social Science
SMEs Development and Digital Marketing
article

Adaptive Leadership Model of MSME Owners in Lampung in Facing Crises and Digital Disruption: Dynamic Capability and Resilient Leadership Approach

M. Ardiansyah, Agustuti Handayani Agustuti
article en

Abstract

This study develops a contextual adaptive leadership model for MSME owners in Lampung navigating crises and digital disruption through dynamic capability and resilient leadership perspectives. Rapid technological change, shifting consumer behavior, cost pressure, and intensified platform competition require owner-managers to sense change, reconfigure scarce resources, and sustain employee commitment. A qualitative multiple-case design was applied to 18 MSME owners in Bandar Lampung, Metro City, Central Lampung, and Pringsewu, representing culinary, retail trade, fashion, agribusiness, and service sectors. Data were collected through semi-structured interviews, direct observation, and documentation from August 2024 to January 2025 and analyzed using thematic analysis and cross-case comparison. The findings identify five integrated dimensions: environmental sensing, strategic agility, resilience orientation, collaborative empowerment, and digital transformation readiness. Environmental sensing enables early recognition of market and supply risks; strategic agility supports rapid adjustments in products, prices, suppliers, and sales channels; resilience orientation maintains emotional stability and cash discipline; collaborative empowerment mobilizes employee knowledge; and digital readiness converts platform adoption into market access and operating flexibility. Together, these dimensions constitute an owner-driven capability that strengthens business resilience and competitiveness. The study extends Dynamic Capability Theory by showing how sensing, seizing, and reconfiguring are enacted through owner leadership, while resilient leadership explains persistence and collective recovery under pressure. For Lampung, the model supports targeted programs combining crisis decision-making, employee empowerment, digital analytics, and sector-based mentoring rather than financing assistance alone.

Dinasti International Journal of Education Management And Social ScienceVol. 8(1)
Lampung University (ID), Universitas Bandar Lampung (ID)
SMEs Development and Digital Marketing
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