PERAN DIGITAL LEADERSHIP MENUMBUHKAN CREATIVE SELF-EFFICACY, EMPLOYEE CREATIVITY DALAM MENDORONG INNOVATIVE WORK BEHAVIOUR MELALUI KNOWLEDGE SHARING

ANDREAS WIJAYA, . (2026) PERAN DIGITAL LEADERSHIP MENUMBUHKAN CREATIVE SELF-EFFICACY, EMPLOYEE CREATIVITY DALAM MENDORONG INNOVATIVE WORK BEHAVIOUR MELALUI KNOWLEDGE SHARING. Doktor thesis, Universitas Negeri Jakarta.

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Abstract

The automotive industry is one of the pillars of Indonesia’s economic growth, yet paradoxically it faces declining sales due to product feature homogeneity. Less innovative and uniform products fail to attract consumers to purchase new models. This situation demands more dynamic innovation for the industry to remain competitive and sustainable. This study examines the role of Digital Leadership as a transformational factor that connects organizational vision with employees through psychological and social mechanisms in fostering Innovative Work Behaviour (IWB). Specifically, Creative Self-Efficacy (CSE) and Employee Creativity (EC) are tested as mediating variables, with Knowledge Sharing (KS) serving as a moderating variable.A total of 256 respondents from the Research and Development divisions of Astra Group (Daihatsu, Toyota, Honda) and Hyundai participated in the study. The research employed a quantitative method using 31 Likert-scale items and was analyzed with SPSS Macro. The findings propose a new IWB model comprising seven latent dimensions: Criterion-Based Implementation, Idea Generation, Idea Championing, Opportunity Exploration, Information Investigation, Learning-Based Communication, and Idea Sustainability. The last two dimensions are novel contributions, highlighting the importance of reflective communication and the sustainability of ideas in innovation. Furthermore, the study identifies a Too-Much-of-a-Good-Thing (TMGT) Effect in the relationship between digital leadership and CSE. Digital leadership exerts a stronger influence under conditions of low knowledge sharing, but its impact diminishes significantly when knowledge sharing is excessively high. This aligns with the Substitutes for Leadership Theory, which posits that intensive knowledge sharing can substitute for formal leadership functions. Accordingly, the effectiveness of digital leadership is highly contingent on the socio-cognitive context of organizations, with moderate levels of knowledge sharing providing optimal conditions for the synergy between leadership and collaborative knowledge exchange. In practice, this research contributes to the advancement of Sustainable Development Goal (SDG) 9 – Industry, Innovation, and Infrastructure by highlighting the importance of digital leadership and knowledge collaboration in driving automotive innovation, strengthening technological infrastructure, and building adaptive industrial ecosystems for sustainable transformation. ****** Industri otomotif merupakan salah satu pilar pertumbuhan ekonomi Indonesia, namun paradoksnya menghadapi penurunan penjualan akibat homogenitas fitur produk, Produk yang kurang inovatif dan homogen membuat konsumen tidak tergoda untuk membeli model baru. Kondisi ini menuntut inovasi yang lebih dinamis agar industri mampu bersaing dan mempertahankan bisnisnya. Penelitian ini mengkaji peran Digital leadership sebagai faktor transformasional yang menghubungkan visi perusahaan dengan karyawan melalui mekanisme psikologis dan sosial dalam mendorong innovative work behaviour (IWB). Secara khusus, creative self-efficacy (CSE) dan Employee Creativity (EC) diuji sebagai variabel mediasi, dengan knowledge sharing (KS) sebagai variabel moderasi. Total pengambilan 256 responden dari divisi Research and Development pada Astra Group (Daihatsu, Toyota, Honda) dan Hyundai, penelitian ini menggunakan metode kuantitatif dengan 31 butir skala Likert dan dianalisis menggunakan SPSS Macro. Hasilnya, penelitian menghasilkan model baru IWB dengan tujuh dimensi laten: Criterion-Based Implementation, Idea Generation, Idea Championing, Opportunity Exploration, Information Investigation, Learning-Based Communication, dan Idea Sustainability. Dua dimensi terakhir merupakan temuan baru yang menekankan pentingnya komunikasi reflektif dan keberlangsungan ide dalam inovasi. Selain itu, penelitian menemukan fenomena Too Much of a Good Thing (TMGT) Effect, di mana pengaruh Digital leadership terhadap CSE lebih kuat pada kondisi berbagi pengetahuan rendah, namun berkurang signifikan pada kondisi berbagi pengetahuan sangat tinggi. Temuan ini konsisten dengan Substitutes for Leadership Theory, yang menegaskan bahwa praktik berbagi pengetahuan intensif dapat menggantikan peran kepemimpinan formal. Dengan demikian, efektivitas Digital leadership terbukti bergantung pada konteks sosialkognitif organisasi, di mana tingkat KS moderat menjadi kondisi optimal bagi sinergi kepemimpinan dan kolaborasi pengetahuan. Secara praktis, penelitian ini berkontribusi pada pencapaian Sustainable Development Goal (SDG) 9 – Industry, Innovation, and Infrastructure dengan menekankan pentingnya kepemimpinan digital dan kolaborasi pengetahuan untuk mendorong inovasi otomotif, memperkuat infrastruktur teknologi, dan membangun ekosistem industri adaptif menuju transformasi berkelanjutan

Item Type: Thesis (Doktor)
Additional Information: 1). Prof. Dr. Hamidah, SE., M.Si 2). Dr. Ahmad Fauzi, s.Pd., M.Ak
Subjects: Manajemen > Manajemen , Business
Manajemen > Manajemen Sumber Daya Manusia
Divisions: PASCASARJANA > S3 Ilmu Manajemen
Depositing User: Andreas Wijaya .
Date Deposited: 01 Apr 2026 03:30
Last Modified: 01 Apr 2026 03:30
URI: http://repository.unj.ac.id/id/eprint/66050

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