Organizational Resilience and Strategic Capabilities for Transformational Entrepreneurship in Cooperative Microfinance Digital Service Transformation

Authors

  • Michael Surya Gunawan Raharja University image/svg+xml Indonesia
  • Budi W. Soetjipto University of Indonesia image/svg+xml Indonesia
  • Lily Sudhartio University of Indonesia image/svg+xml Indonesia
  • Alice Angelina Bitsy Pandawan Researcher New Zealand

DOI:

https://doi.org/10.34306/int.j.cyberitserv.manag..v6i2.292

Keywords:

Competitive Advantage Strategy, Cooperative Microfinance, Digital Service Transformation, Organizational Resilience, Transformational Entrepreneurship Behaviour

Abstract

Cooperative-based Microfinance Institutions (MFIs) are reconfiguring their financial services through digital channels while operating under resource constraints, competitive pressure, and recurring disruption, which makes organizational capabilities decisive for service continuity and entrepreneurial renewal. However, empirical evidence on how psychological, relational, and strategic capabilities jointly shape Transformational Entrepreneurship Behaviour (TEB) in this setting remains limited. This study examines the relationships among psychological capital, leader–member exchange, organizational ambidexterity, Competitive Advantage Strategy (CAS), organizational resilience, and TEB, and interprets the results in terms of digital service transformation. A quantitative cross-sectional survey of 897 respondents from 223 cooperative-based MFIs across Indonesia was analysed using Partial Least Squares Structural Equation Modelling (PLS-SEM) in SmartPLS 4. CAS had significant positive effects on organizational resilience and TEB, while organizational resilience and ambidexterity were significantly and positively related to TEB. Psychological capital, leader–member exchange, and ambidexterity did not significantly predict organizational resilience. Organizational resilience significantly mediated the relationship between CAS and TEB, whereas the other indirect effects were nonsignificant. Adjusted R² values were 0.536 for CAS, 0.526 for organizational resilience, and 0.621 for TEB. The findings indicate that differentiated, efficient, and threat-aware strategies, supported by resilience and ambidextrous capabilities, form the organizational base on which digital service transformation and entrepreneurial renewal in cooperative microfinance depend. Managerial implications for service continuity, digital service portfolio design, and capability building are outlined.

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Published

2026-10-30

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Vol. 6 No. 2 (2026): October

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Copyright (c) 2026 Michael Surya Gunawan, Budi W. Soetjipto, Lily Sudhartio, Alice Angelina Bitsy

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Gunawan, M. S., Soetjipto, B. W., Sudhartio, L., & Bitsy, A. A. (2026). Organizational Resilience and Strategic Capabilities for Transformational Entrepreneurship in Cooperative Microfinance Digital Service Transformation. International Journal of Cyber and IT Service Management, 6(2), 255-269. https://doi.org/10.34306/int.j.cyberitserv.manag..v6i2.292

How to Cite

Organizational Resilience and Strategic Capabilities for Transformational Entrepreneurship in Cooperative Microfinance Digital Service Transformation. (2026). International Journal of Cyber and IT Service Management, 6(2), 255-269. https://doi.org/10.34306/int.j.cyberitserv.manag..v6i2.292

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