LEVERAGE CAPABILITY STRATEGY UNTUK MENCAPAI SUSTAINABILITY BUSINESS PERFORMANCE PADA SHOPPING-MALL

Muhammad Iqbal Alamsyah, - and Agus Rahayu, - and Vanessa Gaffar, - and Lili Adi Wibowo, - (2025) LEVERAGE CAPABILITY STRATEGY UNTUK MENCAPAI SUSTAINABILITY BUSINESS PERFORMANCE PADA SHOPPING-MALL. S3 thesis, Universitas Pendidikan Indonesia.

Abstract

ABSTRAK Industri shopping-mall menghadapi tekanan signifikan akibat transformasi digital dan perubahan perilaku konsumen, yang berdampak pada penurunan tingkat okupansi serta mengancam keberlanjutan bisnis jangka panjang. Meskipun berbagai studi telah menyoroti aspek digitalisasi dalam ritel, kajian strategis yang memadukan perspektif resource-based view (RBV) untuk mengidentifikasi kapabilitas inti, dynamic capability view (DCV) untuk proses adaptasi, dan relational-view theory (RVT) untuk menjelaskan peran relasi eksternal, masih sangat terbatas dalam konteks industri pusat perbelanjaan. Penelitian ini bertujuan mengembangkan model strategi leverage capability untuk meningkatkan sustainability business performance, dengan mengintegrasikan tiga elemen utama: ambidexterity orientation, strategic flexibility dan distinctive advantage program. Pendekatan kuantitatif digunakan melalui survei dengan extended likert scale (1-7) terhadap 161 manajer atau pemilik shopping-mall yang tergabung dalam APPBI di wilayah Daerah Khusus Ibukota Jakarta, Jawa Barat, dan Banten. Data dianalisis menggunakan metode covariance-based structural equation modeling (CB-SEM) karena kompleksitas model. Temuan menunjukkan bahwa strategic flexibility dan leverage capability merupakan mediator utama dalam menjembatani pengaruh ambidexterity orientation terhadap sustainability business performance, dengan nilai specific indirect effect (0,294) dari total indirect effect (0,423) dan tingkat signifikansi p < 0.01, menunjukkan peran mediasi yang kuat dan signifikan. Secara khusus, leverage capability terbukti sebagai linking mechanism yang memperkuat nilai sumber daya internal (RBV), mempercepat siklus sensing dan reconfiguring (DCV), dan mendukung penciptaan nilai bersama (RVT). Implikasi praktis bagi mall ialah bahwa strategic flexibility merespons disrupsi pasar dan perubahan konsumen secara adaptif. Sedangkan, leverage capability strategy memberikan ruang integrasi sumber daya eksternal secara strategis. Keduanya menjadi fondasi penting bagi sustainability business dan distinctive advantage pada shopping-mall di era modern. ABSTRACT The shopping mall industry is facing significant challenges due to digital transformation and shifting consumer behavior, leading to declining occupancy rates and threatening long-term business sustainability. While various studies have addressed digitalization in retail, strategic research that integrates the resource-based view (RBV) to identify core capabilities, the dynamic capability view (DCV) for adaptive processes, and the relational-view theory (RVT) for managing external relations remains limited in the context of malls. This study aims to develop a leverage capability strategy model to improve sustainability business performance by integrating three key constructs: ambidexterity orientation, strategic flexibility, and distinctive advantage program. A quantitative approach was used by surveying 161 mall managers or owners affiliated with APPBI in Jakarta, West Java, and Banten, using a 7-point extended Likert scale. Data were analyzed with covariance-based structural equation modeling (CB-SEM) to accommodate the model’s complexity. The findings reveal that strategic flexibility and leverage capability are central mediators in the relationship between ambidexterity orientation and sustainability business performance. A specific indirect effect of 0.294 from a total indirect effect of 0.423 (p < 0.01) confirms strong mediation. Notably, leverage capability serves as a linking mechanism that enhances internal resource value (RBV), accelerates sensing and reconfiguring (DCV), and facilitates joint value creation (RVT). The practical implication is that strategic flexibility enables adaptive responses to disruption, while leverage capability supports external resource integration. Together, these capabilities form a strategic foundation for driving sustainability and distinctive advantage in modern shopping malls.

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Item Type:	Thesis (S3)
Additional Information:	https://scholar.google.com/citations?user=J_AlTPYAAAAJ&hl=en ID SINTA Promotor (Dosen Pembimbing) Agus Rahayu: 5985049 Vanessa Gaffar: 5993246 Lili Adi Wibowo: 5984836
Uncontrolled Keywords:	Kata kunci: Leverage Capability, Sustainability Business Performance, Ambidexterity Orientation, Strategic Flexibility, Distinctive Advantage Program. Keywords: Leverage Capability, Sustainability Business Performance, Ambidexterity Orientation, Strategic Flexibility, Distinctive Advantage Program.
Subjects:	H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management H Social Sciences > HF Commerce
Divisions:	Fakultas Pendidikan Ekonomi dan Bisnis > Manajemen (non kependidikan)
Depositing User:	Muhammad Iqbal Alamsyah
Date Deposited:	29 Aug 2025 06:58
Last Modified:	29 Aug 2025 06:58
URI:	http://repository.upi.edu/id/eprint/136843

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