PERAN DIGITAL MARKETING DALAM MEMEDIASI TRANSFORMASI DIGITAL TERHADAP INOVASI BISNIS MANUFAKTUR

Authors

  • Surya Tjahyadi Universitas Internasional Batam
  • Vincent Vincent Universitas Internasional Batam
  • Eryc Eryc Universitas Internasional Batam

DOI:

https://doi.org/10.31849/s0javz19

Keywords:

Transformasi digital, Pemasaran Digital, Inovasi Bisnis, Sektor Manufaktur, SEM

Abstract

Transformasi digital merupakan bagian penting dari inovasi bisnis di sektor manufaktur, namun sedikit yang dibahas tentang bagaimana pemasaran digital dapat membantu menghubungkan transformasi digital dan inovasi bisnis. Studi ini menganalisis hubungan antara transformasi digital, pemasaran digital, dan inovasi bisnis di perusahaan manufaktur Indonesia, dengan fokus pada pemasaran digital sebagai jembatan antara keduanya. Kami menggunakan Structural Equation Modeling (SEM), metode kuantitatif, untuk menganalisis data dari 423 responden. Hasil penelitian menunjukkan bahwa transformasi digital memiliki dampak positif terhadap pemasaran digital, yang pada gilirannya mendorong inovasi bisnis. Pemasaran digital mempercepat adopsi ide-ide baru di pasar secara signifikan. Studi ini memberikan kontribusi teoretis dengan menggabungkan Teori Kapabilitas Dinamis dan Kerangka Kerja TOE untuk mengklarifikasi hubungan antara variabel-variabel tersebut. Dalam praktiknya, hasil penelitian ini membantu perusahaan manufaktur merumuskan rencana transformasi digital yang baik.

References

[1] A. Mayasari, Peran Transformasi Digital dan Inovasi Terhadap Kinerja Organisasi Pada Sekolah Yayasan Marsudirini Cabang Yogyakarta. Aladdin, 2023.

[2] A. Sreenivasan and M. Suresh, “Digital transformation in start-ups: a bibliometric analysis,” Aug. 21, 2023, Emerald Publishing. doi: 10.1108/DTS-12-2022-0072.

[3] D. Soto Setzke, T. Riasanow, M. Böhm, and H. Krcmar, “Pathways to Digital Service Innovation: The Role of Digital Transformation Strategies in Established Organizations”, doi: 10.1007/s10796-021-10112-0/Published.

[4] H. Jing, Y. Zhang, and J. Ma, “Influence of digital ambidextrous capabilities on SMEs’ transformation performance: The mediating effect of business model innovation,” Heliyon, vol. 9, no. 11, Nov. 2023, doi: 10.1016/j.heliyon.2023.e21020.

[5] S. Benahmed and A. Hansal, “The Biggest Digital Transformation Challenges for Companies: An Analysis Framework,” 2022, pp. 221–231. doi: 10.1108/s1877-636120220000029013.

[6] S. Nadkarni and R. Prügl, “Digital transformation: a review, synthesis and opportunities for future research,” Management Review Quarterly, vol. 71, no. 2, pp. 233–341, Apr. 2021, doi: 10.1007/s11301-020-00185-7.

[7] A. Markoff-Legrand, R. Bocquet, and R. Gandia, “Multi-level neo-institutional analysis of pressures and tensions for adopting a digitally driven business model innovation: Responses from a French energy incumbent,” Technol Forecast Soc Change, vol. 205, Aug. 2024, doi: 10.1016/j.techfore.2024.123458.

[8] D. J. Teece, “Explicating dynamic capabilities: The nature and microfoundations of (sustainable) enterprise performance,” Strategic Management Journal, vol. 28, no. 13, pp. 1319–1350, Dec. 2007, doi: 10.1002/smj.640.

[9] Z. Sun, D. Hu, and X. Lou, “The Impact of Digital Transformation on the Sustainable Growth of Specialized, Refined, Differentiated, and Innovative Enterprises: Based on the Perspective of Dynamic Capability Theory,” Sustainability (Switzerland), vol. 16, no. 17, Sep. 2024, doi: 10.3390/su16177823.

[10] A. B. N’Dri and Z. Su, “Successful configurations of technology–organization–environment factors in digital transformation: Evidence from exporting small and medium-sized enterprises in the manufacturing industry,” Information and Management, vol. 61, no. 7, Nov. 2024, doi: 10.1016/j.im.2024.104030.

[11] K. Lee, Y. Song, M. Park, and B. Yoon, “Development of Digital Transformation Maturity Assessment Model for Collaborative Factory Involving Multiple Companies,” Sustainability (Switzerland), vol. 16, no. 18, Sep. 2024, doi: 10.3390/su16188087.

[12] C. M. C. De Mendonca and A. M. V. De Andrade, “Microfoundations of dynamic capabilities and their relations with elements of digital transformation in Portugal,” in Iberian Conference on Information Systems and Technologies, CISTI, IEEE Computer Society, Jun. 2018, pp. 1–6. doi: 10.23919/CISTI.2018.8399414.

[13] W. Liu, “Digital Transformation and Innovation Performance of Selected Manufacturing Firms: A Policy Guide for Accelerating Innovation Performance,” 2024.

[14] A. A. Vărzaru, “Assessing Digital Transformation Acceptance in Public Organizations’ Marketing,” Sustainability (Switzerland), vol. 15, no. 1, Jan. 2023, doi: 10.3390/su15010265.

[15] K. Malewska, S. Cyfert, A. Chwiłkowska-Kubala, K. Mierzejewska, and W. Szumowski, “The missing link between digital transformation and business model innovation in energy SMEs: The role of digital organisational culture,” Energy Policy, vol. 192, Sep. 2024, doi: 10.1016/j.enpol.2024.114254.

[16] J. F. Hair, C. M. Ringle, and M. Sarstedt, “PLS-SEM: Indeed a silver bullet,” Journal of Marketing Theory and Practice, vol. 19, no. 2, pp. 139–152, Apr. 2011, doi: 10.2753/MTP1069-6679190202.

[17] F. Xue, Y. Tan, and S. Anwar, “Innovation strategy, digital transformation and competitive advantage of manufacturing enterprises: evidence from China,” European Journal of Innovation Management, 2024, doi: 10.1108/EJIM-09-2023-0786.

[18] P. Chen and S. K. Kim, “The impact of digital transformation on innovation performance - The mediating role of innovation factors,” Heliyon, vol. 9, no. 3, Mar. 2023, doi: 10.1016/j.heliyon.2023.e13916.

Downloads

Published

2026-01-20

How to Cite

[1]
“PERAN DIGITAL MARKETING DALAM MEMEDIASI TRANSFORMASI DIGITAL TERHADAP INOVASI BISNIS MANUFAKTUR”, zn, vol. 8, no. 1, pp. 56–67, Jan. 2026, doi: 10.31849/s0javz19.