Business transformation in the development of the current strategic environment is no longer solely oriented towards achieving financial performance, but is increasingly required to generate value that simultaneously strengthens social inclusion, sustainability, and people's capacity to face change. However, previous studies tend to place Business Transformation, Sustainable Innovation, Inclusive Development, Shared Value Creation, Social Trust, and Social Resilience as constructs that are studied relatively separately, so that the mechanisms of strategic linkages between these constructs have not been adequately explained in an integrative framework. Departing from these gaps, this study developed the Inclusive Development Transformation Framework (IDTF) as a conceptual framework that integrates organizational, innovation, social, and institutional dimensions to explain how transformation can be directed towards inclusive and sustainable regional development. This research uses a qualitative conceptual approach through a systematic literature review, content analysis, comparative analysis, and conceptual synthesis of peer reviewed scientific articles, policy documents, and relevant institutional reports. The results of the synthesis show a strategic flow that places Business Transformation as the initial driver for the development of Sustainable Innovation, which then expands its contribution through Inclusive Development and Shared Value Creation. The process is further expected to strengthen Social Trust and Social Resilience as relational and collective capacities that ultimately underpin Long Term Sustainability. IDTF expands the perspective of strategic management by linking organizational change to its impact on communities and regions. This framework can also serve as a reference for governments, business actors, and stakeholders in designing adaptive, participatory, and sustainable development. Its relevance is even stronger in complex regions such as Papua, where social, economic, institutional, and geographical factors influence each other.
Arif Dilianto, Mohamad Rizan, Muhammad Awaluddin· Journal of Digital Business...· 0 citations
Sustainable infrastructure transformation demands the integration of Environmental, Social, and Governance (ESG) principles into public sector business strategies. The Ministry of Public Works has issued a number of centrally designed policy instruments the Building Management Information System (SIMBG), the Green Building Mandate (BGH), the Domestic Component Level (TKDN) obligations, and State Property grants to local governments but their implementation at the regional level remains uneven. This research questions how governance asymmetry between the central and regional governments affects the adoption of sustainable infrastructure standards, through what mechanisms policy instruments are distorted into administrative compliance, and what kind of governance models can position ministries as strategic orchestrators. The study uses a qualitative plural case study design based on document analysis on secondary sources available to the public, for the period 2021–2025, with four purposively selected policy cases. The evidence relies mainly on regulations, official evaluation results, and the findings of state audit bodies; data are coded deductively using the Technology Organization Environment (TOE) framework and inducively for emerging mechanisms, followed by cross case synthesis. One diagnostic pattern anchored the analysis: The 2024 National SPBE Index reached 3.12 on a scale of 5 and exceeded the medium term target, while only 48 of the 615 agencies evaluated achieved the highest predicate, an aggregate achievement that conceals a highly uneven distribution. In all four cases, the instrument establishes compliance thresholds that can be administratively verifiable but independent of substantive outputs. The resulting pattern is interpreted as means ends decoupling, with a self reinforcing form called a compliance trap, understood not as a new concept, but as a domain specific manifestation of isomorphic mimicry in ESG policy. The article proposes a tiered governance model equipped with tiering indicators, the role of actors, two way transition mechanisms, resource needs, and enforcement limits. Because the evidence base is documentary, the findings are presented as propositions that can be generalized analytically and are open to testing, rather than as a causal claim that has been validated.
Ayu Purnamasari Asih, Mohamad Rizan, Muhammad Awaluddin· Journal of Digital Business...· 0 citations
We use cookies to run the site and, with your consent, for analytics and to show ads.
See our Cookie Policy.
