Business Transformation Beyond Profit: Integrating Sustainable Innovation and Social Resilience for Inclusive Development in Papua
DOI:
https://doi.org/10.64243/JODIGBI.02.4.04Kata Kunci:
Business Transformation, Inclusive Development, Social Resilience, Sustainable Innovation, SustainabilityAbstrak
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.
Referensi
Abdelkafi, N., Xu, J., Pero, M., Ciccullo, F., & Masi, A. (2023). Does the combination of sustainable business model patterns lead to truly sustainable business models? Critical analysis of existing frameworks and extensions. Journal of Business Economics, 93, 597–634. https://doi.org/10.1007/s11573-023-01140-0
Barney, J. (1991). Firm resources and sustained competitive advantage. Journal of Management, 17(1), 99–120.
Bonfanti, A., Mion, G., Brunetti, F., & Vargas-Sánchez, A. (2023). The contribution of manufacturing companies to the achievement of sustainable development goals: An empirical analysis of the operationalization of sustainable business models. Business Strategy and the Environment, 32(4), 2490–2508. https://doi.org/10.1002/bse.3260
Cabaleiro-Cerviño, G., & Mendi, P. (2024). ESG-driven innovation strategy and firm performance. Eurasian Business Review, 14, 137–185. https://doi.org/10.1007/s40821-024-00254-x
De Angelis, R., Morgan, R., & De Luca, L. M. (2023). Open strategy and dynamic capabilities: A framework for circular economy business models research. Business Strategy and the Environment, 32(7), 4861–4873. https://doi.org/10.1002/bse.3397
Dressler, M. (2023). Sustainable business model design: A multi-case approach exploring generic strategies and dynamic capabilities on the example of German wine estates. Sustainability, 15(5), 3880. https://doi.org/10.3390/su15053880
Dyllick, T., & Muff, K. (2016). Clarifying the meaning of sustainable business: Introducing a typology from business-as-usual to true business sustainability. Organization & Environment, 29(2), 156–174. https://doi.org/10.1177/1086026615575176
Elkington, J. (1997). Cannibals with forks: The triple bottom line of 21st century business. Capstone Publishing.
Jaakkola, E. (2020). Designing conceptual articles: Four approaches. AMS Review, 10, 18–26. https://doi.org/10.1007/s13162-020-00161-0
Li, W., Zhu, W., & Wang, B. (2023). The impact of creating shared value strategy on corporate sustainable development: From resources perspective. Corporate Social Responsibility and Environmental Management, 30(5), 2362–2384. https://doi.org/10.1002/csr.2490
Ortiz-Avram, D., Ovcharova, N., & Engelmann, A. (2024). Dynamic capabilities for sustainability: Toward a typology based on dimensions of sustainability-oriented innovation and stakeholder integration. Business Strategy and the Environment, 33(4), 2969–3004. https://doi.org/10.1002/bse.3630
Porter, M. E., & Kramer, M. R. (2011). Creating shared value. Harvard Business Review, 89(1–2), 62–77.
Rathobei, K. E., Ranängen, H., & Lindman, Å. (2024). Stakeholder integration in sustainable business models to enhance value delivery for a broader range of stakeholders. Business Strategy and the Environment, 33(4), 3687–3706. https://doi.org/10.1002/bse.3651
Teece, D. J. (2018). Business models and dynamic capabilities. Long Range Planning, 51(1), 40–49. https://doi.org/10.1016/j.lrp.2017.06.007
Troise, C., Santoro, G., Jones, P., & Bresciani, S. (2023). Small and medium enterprises and sustainable business models: Exploring enabling factors for adoption. Journal of Management & Organization. https://doi.org/10.xxxx/xxxxx
Cuevas Lizama, J., & Royo-Vela, M. (2023). Implementation and measurement of shared value creation strategies: Proposal of a conceptual model. Business Strategy & Development, 6(4), 598–609. https://doi.org/10.1002/bsd2.265
United Nations. (2024). The Sustainable Development Goals report 2024. United Nations.
World Bank. (2023). Indonesia economic prospects: Investing in people. World Bank.
Badan Pusat Statistik. (2024). Provinsi Papua dalam angka 2024. Badan Pusat Statistik.
Bappenas. (2025). Rencana pembangunan jangka menengah nasional (RPJMN) 2025–2029. Ministry of National Development Planning/National Development Planning Agency.
Unduhan
Diterbitkan
Terbitan
Bagian
Lisensi
Hak Cipta (c) 2026 Arif Dilianto

Artikel ini berlisensiCreative Commons Attribution-ShareAlike 4.0 International License.
This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.






