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International Journal of Business, Law, and Education
Volume 4, Number 2, 2023
1228
Technology Adaptation and CEO Characteristics:
Enhancing Competitive Advantage in Indonesia’s MSME of F&B
in the Jabodetabek Region
Muhammad Al Faridho Awwal¹, Eva Yuniarti Utami², Chevy Herli Sumerli A³,
Bambang Purwoko4
Politeknik Hasnur Barito Kuala¹, Universitas Sebelas Maret², Universitas Pasundan³, Universitas WR Supratman4
Email: mafaalial@gmail.com¹, eva.yuniarti.utami@staff.uns.ac.id², chevy.herlys@unpas.ac.id³,
bamavinda70@gmail.com4
ABSTRACT
The food and beverage (F&B) industry significantly impacts Indonesia's
economy, playing a crucial role in economic growth and welfare. Micro,
small, and medium-sized enterprises (MSMEs) in the F&B sector,
particularly in the Jabodetabek region, are essential contributors to
Indonesia's global standing. This study explores the relationship between
technology adaptation, CEO characteristics, and competitive advantage in
Jabodetabek's F&B MSMEs. Challenges faced by these enterprises, such
as limited resources and human capital, underscore the need for effective
technology adoption and strong leadership. The research aims to enrich the
literature on this subject and provide insights for policymakers to enhance
MSME competitiveness.
Keywords:
Technology
Adaptation; CEO
Characteristics;
Competitive
Advantage; MSME;
Food and Beverage
INTRODUCTION
The food and beverage industry has a significant impact on the Indonesian
economy. This impact was supported by the birth and implementation of the industrial
revolution in this sector which resulted in this sector succeeding in improving economic
growth, export performance and welfare (Hermawan, 2021). The sustainability of this
industry has also been discussed and stated to have a major influence on the
Indonesian economy (Bui et al., 2022). Although on the other hand, this sector is the
largest contributor of waste on a national scale, due to the production of packaging
and other waste, sales growth in this sector is very convincing and capable of creating
better environmental management innovations for sustainability (Widiatami et al.,
2021). The micro, small, and medium-sized enterprises (MSMEs) play a significant role
in the food and beverage (F&B) industry in Indonesia. MSMEs in the Indonesian F&B
sector can make Indonesia a major player in the global F&B industry by 2030 (Muda
et al., 2020). Around 99% of businesses in Indonesia are categorized as MSMEs, all
of them contributing significantly to the country's GDP (ILO, 2019). Existing and
previously conducted studies (Antesty et al., 2023; Dewi, 2023; Kurniawan et al., 2023;
Siregar & Pinagara, 2022) collectively underscore the pivotal role of MSMEs in the
F&B industry in Indonesia and the various factors that influence their performance and
sustainability.
Apart from its large impact on the economy and industry, MSMEs have serious
challenges, especially in the context of technology and human resources. In terms of
human resources, MSMEs face challenges such as a lack of training and skill
development programs, which are essential to keep up with the rapidly changing
technology (Andriyani et al., 2021). In terms of technology, MSMEs face challenges
such as a lack of resources such as financing, qualified professionals, and
infrastructure (Dambiski Gomes de Carvalho et al., 2021). The research about
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Volume 4, Number 2, 2023
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technology and CEO characteristics is important for Micro, Small, and Medium
Enterprises (MSMEs) due to its impact on competitiveness, productivity, and
performance. Existing literature highlights the role of digital technologies in enhancing
productivity and performance in MSMEs, especially in times of crisis, and the
effectiveness of strategies taken by leaders based on the firm’s capabilities
(Papadopoulos et al., 2020). Additionally, technology adoption is believed to provide
benefits for MSMEs to boost online sales and compete in the global market (Suminah
et al., 2022). The adoption and effective utilization of technology, along with the
leadership qualities of CEOs, play a significant role in the success and resilience of
MSMEs.
This research aims to determine the impact of technological adaptation and
CEO character on the competitive advantage of food and beverage MSMEs in the
Jabodetabek area, which is the most populous and main industrial area in Indonesia.
Apart from being able to enrich the literature related to this topic, this article can also
be used as material and material for policy makers in the corporate, industrial and
state sectors in formulating strategies for increasing the competitiveness of MSMEs
not only in Jabodetabek but in general throughout Indonesia.
Literature Review And Hypothesis Development
a. Technology Adaptation
Technology adaptation refers to the process of modifying and changing work
practices or user reactions in response to the installation of new technology in a given
setting. It involves the adjustment and integration of new information technology
changes into work settings, as well as the adoption of business process innovations
that alter organizational practices and often involve the post-adoption invention of
complementary business processes and adaptations (Forman et al., 2018; Kee &
Rubel, 2021). he adaptation process for new technology is complex and not yet fully
understood, and it involves the role of costs, benefits, communications channels, and
dynamic considerations in the decision to adopt new technology (Forman et al., 2018;
Iskandar et al., 2022). The adaptation process for new technology is complex and not
yet fully understood, and it involves the role of costs, benefits, communications
channels, and dynamic considerations in the decision to adopt new technology (Lahiri
et al., 2018).
Several journal articles discuss the impact of technology adaptation on
competitive advantage. According to a study, technology is a powerful tool for
organizations to win or defeat rivals, and to compete, organizations must ensure their
employees are up-to-date with the latest technology (Kee & Rubel, 2021). Another
study identifies four independent clusters linked to the characteristics of technology
that enable competitive advantages (Saura et al., 2022). A third study shows that firms
investing in technology-driven proactive supply chain risk management can gain
operational benefits in terms of uninterrupted information processing, reduced time
disruption, and uninterrupted supply, leading to a competitive advantage (Jerome et
al., 2023). A fourth study proposes a framework for predicting the expected duration
of a competitive advantage due to the adoption of emerging technology (Stratopoulos,
2016). From this explanation, a hypothesis can be drawn as follows:
h1: Technology Adaptation have a positive and significant influence on the competitive
advantage of Food and Beverage MSME in Indonesia.
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b. CEO Characteristics
CEOs are responsible for making major corporate decisions, managing overall
operations, and setting the company's strategic direction. They are accountable to the
board of directors or stakeholders of the company and are often the public face of the
organization. CEO characteristics are important factors that can influence firm
performance (Shen, 2021). Observable CEO characteristics such as age, tenure,
functional background, education, ownership, and origin have been used to explain
the particular characteristics of small and medium-sized firms (Haas & Speckbacher,
2017). CEO firm tenure and educational level also are important characteristics that
can influence firm performance and competitive advantage (Saidu, 2019). CEOs who
have prior experience of the firm before their appointment as the chief executive officer
can improve stock performance and directly to competitive advantage (Saidu, 2019).
These findings suggest that CEO characteristics play a crucial role in shaping a firm's
competitive advantage. Furthermore, the study conducted by (Rudy & Johnson, 2016)
highlights that CEO characteristics not only influence a firm's performance in the
nonmarket environment but also its overall competitive advantage.
h2: CEO Characteristics have a positive and significant influence on competitive
advantage of Food and Beverage MSME in Indonesia.
c. Competitive Advantage
The idea of competitive advantage that is full of strength is to recognize
competitive advantage as a tool to achieve goals (Hsu & Mykytyn, 2005). (Al-Rfou &
Trawneh, 2010) explains that competitive advantage is the ability of an organization
to further increase value for customers and compared to competitors who have a
relatively advantageous position, the challenge is to maintain every advantage for an
achievement. Competitive advantage also can be defined as obtained when
implementing a strategy for creating value that is not carried out simultaneously by
other players or potential players (Agha et al., 2012; Lesmana & Iskandar, 2022).
MSMEs in Indonesia should have a competitive advantage to thrive in the
business environment. Competitive advantage is crucial for MSMEs to compete
effectively and achieve better performance. Research indicates that competitive
advantage can be achieved through digital transformation, innovation, and the
adoption of digital technologies. For instance, a study on women-owned MSMEs in
Indonesia found that competitive advantage mediates the effects of digital
transformation and innovation on performance (Susanti et al., 2023). Another review
emphasizes that MSMEs in Indonesia need to adapt to digital-based economic
transformation to compete effectively (Anatan, 2021). Furthermore, it is highlighted
that MSMEs must have a competitive advantage through innovation (Timotius, 2023).
herefore, having a competitive advantage through innovation, digital transformation,
and effective business strategies is essential for the success of MSMEs in Indonesia.
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d. Conceptual Framework
Based on a review of existing literature, a conceptual framework can be formed
and used as a reference in this research as in Figure 1 below.
Figure 1. Conceptual Framework
Source: Literature Review, 2023
METHOD
a. Design
This research employs a quantitative approach. Given the nature of the
research topic, a quantitative approach would allow for the systematic collection and
analysis of data related to technology adaptation, CEO characteristics, and
competitive advantage in the context of MSMEs in the food and beverage industry in
the Jabodetabek region. This approach would provide valuable insights into the
specific factors influencing technology adoption and the competitive advantage of
MSMEs in this region. Several previous studies also used this approach to conduct
research such as research (Faqih et al., 2023) which made this method declared as
an appropriate and commonly used method.
b. Sample Size and Sampling Technique
A total of 100 samples were selected to represent all food and beverage
MSMEs in the Jabodetabek area. To produce a sample that is appropriate to the
research, a purposive sampling technique was applied with several sample criteria as
follows:
a) MSMEs located in the Jabodetabek area and engaged in the food and
beverage industry.
b) MSMEs have been established and operating for a minimum of five years.
c) MSMEs have a systematic company organizational structure by having a CEO
or top company leader.
d) MSMEs have adopted technology in their business processes such as
computerization and digitization.
c. Data Collection
Data was collected using an offline survey method by directly visiting 100
previously targeted samples. Researchers try to deliver questionnaires to leaders,
CEOs, managers or food and beverage business owners in order to obtain accurate
data. Before visiting them directly, contacts and promises were made using social
media such as WhatsApp, Facebook, Instagram and Email to ensure the respondents'
Technology Adaptation
CEO Characteristics
Competitive Advantage
h1
h2
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willingness. The questionnaire contains 20 statement points representing each
indicator in each variable. These statements are closed statements with answers on a
Likert scale of 1-5. Before filling in, respondents are first given an explanation
regarding how to fill in the data so that the data obtained is truly in accordance with
existing conditions and does not deviate.
d. Data Analysis
The data was analyzed using the Partial Least Square approach combined with
Structural Equation Modeling or PLS SEM with the help of the SmartPLS application.
This approach is deemed appropriate to this research because it allows for the
examination of the relationships between various factors, such as technology
adoption, CEO characteristics, and competitive advantage, in a comprehensive and
interconnected manner. SEM can help identify the factors that influence innovation
and competitiveness in Indonesian MSMEs, particularly in the food and beverage
sector (Wiratama). SEM is particularly useful for this research as it can handle complex
relationships between variables and provide insights into the underlying mechanisms
that drive innovation and competitive advantage in Indonesian MSMEs. The study's
findings will contribute to the understanding of how Indonesian MSMEs can better
adapt to technology and improve their competitive position in the global market
(Sijabat, 2022).
Figure 2. Research Model
Source: Data Analysis Result, 2023
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RESULTS AND DISCUSSION
Result
a. Respondent Demographic
Table 1. Respondent Demographic
Gender
N
%
Women
32
32%
Men
68
68%
Age of
CEO/Owners/Managers
N
%
18-25 Years
8
8%
25-30 Years
38
38%
30-35 Years
42
42%
35-40 Years
10
10%
>45 Years
2
2%
Education
N
%
Elementary School
1
1%
Junior High School
4
4%
Senior High School
25
25%
University
70
70%
Location
N
%
Jakarta
20
20%
Bogor
20
20%
Depok
20
20%
Tangerang
20
20%
Bekasi
20
20%
Source: Primary Data, 2023
The demographic profile of CEO/Owners/Managers reveals a gender
distribution with 68% men and 32% women. In terms of age, the majority falls within
the 25-35 age range, constituting 42%, followed by those aged 25-30 at 38%.
Educationally, 70% have a university background, while 25% completed senior high
school. A smaller percentage attended junior high school (4%), and only 1% have an
elementary school education. Geographically, there is an even distribution across
Jakarta, Bogor, Depok, Tangerang, and Bekasi, each representing 20% of the sample.
This snapshot provides insights into the diverse characteristics of individuals
occupying leadership roles in terms of gender, age, education, and regional
distribution.
b. Validity and Reliability of Construct
Table 2. Validity and Reliability
Variabel
Item
Code
Loading
Factor
Technology
Adaptation
CA= 0,922 ,CR=0,937 ,AVE=0,682
1. The technology tools implemented in
our business operations are aligned
with our organizational needs.
2. I believe that the integration of
technology has positively impacted
the overall productivity of our
business.
3. The training programs provided for
technology adoption are sufficient
TA.1
TA.2
TA.3
0,793
0,871
0,883
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Variabel
Item
Code
Loading
Factor
and helpful in enhancing employees'
skills.
4. The implementation of technology
has improved communication and
collaboration within our business.
5. I feel confident in using the
technology tools required for my job
responsibilities.
6. The business leadership
demonstrates a commitment to
staying updated with emerging
technologies.
7. The IT support provided in our
business is effective in resolving
technological issues in a timely
manner.
TA.4
TA.5
TA.6
TA.7
0,818
0,791
0,824
0,793
CEO Characteristics
CA=0,899 ,CR=0,924 , AVE= 0,670
1. I believe I, as the CEO, have a clear
vision for the future direction of our
organization.
2. I effectively communicate our
company's values and mission to our
employees.
3. I exhibit strong leadership qualities
that inspire confidence among our
employees.
4. I actively seek and value input from
employees at all levels of the
organization.
5. I demonstrate adaptability in
navigating changes in the business
environment.
6. I am committed to fostering a diverse
and inclusive workplace culture.
CC.1
CC.2
CC.3
CC.4
CC.5
CC.6
0,869
0,851
0,828
0,839
0,874
0,862
Competitive
Advantage
CA=0,936 ,CR=0,948,AVE= 0,723
1. I believe our company possesses
unique strengths that set us apart
from competitors.
2. The strategies implemented by our
company contribute significantly to
our competitive edge.
3. Our company effectively leverages
innovation to maintain a competitive
advantage.
4. I am confident in our company's
ability to adapt to changes in the
market and maintain
competitiveness.
5. Our company consistently delivers
superior value to customers
compared to competitors.
6. The quality of our products/services
is a key factor contributing to our
competitive advantage.
CA.1
CA.2
CA.3
CA.4
CA.5
0,748
0,842
0,851
0,840
0,864
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Variabel
Item
Code
Loading
Factor
7. I believe our company's brand
reputation is a significant asset in
maintaining a competitive position.
CA.6
CA.7
0,846
0,830
Source: Data Analysis Result, 2023
The assessment of three key constructs—Technology Adaptation (TA), CEO
Characteristics (CC), and Competitive Advantage (CA)—reveals noteworthy findings.
For Technology Adaptation, the construct displays commendable internal consistency
with Cronbach's Alpha (CA) and Composite Reliability (CR) exceeding 0.9, indicating
reliability. However, the Average Variance Extracted (AVE) falls slightly below the
recommended threshold of 0.7. Nevertheless, all loading factors for individual items
surpass the acceptable level of 0.7, indicating strong construct validity. Similarly, CEO
Characteristics exhibit robust internal consistency, yet the AVE is marginally below the
preferred threshold. The loading factors for CEO Characteristics items, however, are
consistently above 0.8, demonstrating strong construct validity. In contrast,
Competitive Advantage emerges as a robust construct, boasting excellent internal
consistency and an AVE exceeding 0.7. All loading factors for Competitive Advantage
items surpass the recommended threshold, signifying high construct validity. In
summary, while Technology Adaptation and CEO Characteristics demonstrate robust
reliability and validity, the former falls slightly short in AVE, underscoring the need for
further examination. Competitive Advantage, on the other hand, stands out as a well-
supported and reliable construct across all metrics. These statements are according
to the suggestion of (Hair et al.,, 2017).
c. Inner VIF Result Table 3. Inner VIF Values
TA
CC
CA
TA
2,055
CC
2,055
CA
Source: Data Analysis Result, 2023
Referring to (Hair et al.,, 2017), a good VIF value is a number smaller than 3.
This provision shows that the VIF value resulting from the analysis as in the table
above meets the criteria which is 2.055. Analysis can be continued to the next stage.
d. Model Fit Analysis Table 4. Model Fit
Saturated
Model
Estimated
Model
SRMR
0,078
0,078
d_ULS
1,275
1,275
d_G
-
-
Chi Square
-
-
NFI
-
-
Source: Data Analysis Result
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Volume 4, Number 2, 2023
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The table appears to present fit indices for a structural equation model (SEM)
or a similar statistical model. The fit indices are commonly used to assess how well
the model fits the observed data. In your case, the focus is on the Standardized Root
Mean Residual (SRMR) and the criteria for evaluating its value. According to (Hair et
al.,, 2017), If SRMR is lower than 0.02, it is considered a good criterion for model fit. If
SRMR is lower than 0.10, it is generally considered acceptable. If SRMR is lower than
0.08, it is considered a good criterion for model fit. In this case, the SRMR value for
the estimated model is 0.078, which falls below the 0.08 threshold, suggesting that,
based on the provided criteria, the model fit is considered good.
e. R Square Table 5. R Square
R Square
R Square Adjusted
CA
0,858
0,856
Source: Data Analysis Result
R-squared is a statistical measure that represents the proportion of the variance
in the dependent variable that is explained by the independent variables in a
regression model. An R-squared value of 0.858 means that approximately 85.8% of
the variability in the dependent variable (CA) is explained by the independent variables
in the model. In other words, the model is considered to be a good fit as it explains a
high percentage of the variance in the dependent variable.
f. Hypothesis Test Result
Table 6. Hypothesis Test
Original Sample
Sample
Mean
STD DEV
T Statistics
P Values
Result
TA->CA
0,232
0,231
0,096
2,427
0,016
Support
CC->CA
0,726
0,729
0,089
8,202
0,000
Support
Source: Data Analysis Result, 2023
The table presents the results of a statistical analysis comparing two groups:
Treatment A to Control A (TA->CA) and Comparison C to Control A (CC->CA). For the
TA->CA group, the average value is 0.232 with a standard deviation of 0.096. The t-
statistic of 2.427 and a p-value of 0.016 indicate a statistically significant difference,
supporting the rejection of the null hypothesis. This suggests a significant effect in the
treatment group compared to the control group. Similarly, in the CC->CA group, the
average is 0.726 with a lower standard deviation of 0.089. The t-statistic is 8.202, and
the p-value is 0.000, both strongly suggesting a significant difference and supporting
the rejection of the null hypothesis. In summary, both comparisons show statistically
significant differences, implying that the observed effects are unlikely due to random
chance.
Discussion
Influence of Technology Adaptation on Competitive Advantage of MSME Food
and Beverage in Indonesia
The research results show that the first hypothesis (h1) is acceptable. This
indicates that there is a significant positive influence of technology adaptation on the
competitive advantage of food and beverage MSMEs in Jabodetabek. These findings
require MSMEs to be able to adapt to increasingly rapid technological developments
in order to increase their competitive advantage over competitors. This finding
supports several other findings both in Indonesia and around the world.
International Journal of Business, Law, and Education
Volume 4, Number 2, 2023
1237
This influence can occur and apply in several more specific ways.
Technological adaptation can have a significant impact on competitive advantage
because of its ability to stimulate innovation. In other words, indirectly, through
innovation competitive advantage can grow and originate from good technological
adaptation. This causes MSME players to be able to consider both internal and
external factors that influence their ability to adopt technological change (Chiu). This
influence can also be seen from a business operational perspective. A study shows
that entrepreneurs who invest in technology and analytical data find that with this,
entrepreneurs are able to gain benefits from the operational side in the form of
uninterrupted information processing, reduced time disruptions, and uninterrupted
supply, which in turn gives them a competitive advantage (Jerome et al., 2023) . A
study also discovered and succeeded in exploring the impact of four technology
adaptation clusters on competitive advantage. The first cluster is related to
specialization, integration, compatibility, cost and scalability, the second cluster is
related to flexibility, applicability, demand and innovation, the third cluster is related to
sustainability, productivity, energy and resources, and the last cluster is related to
complexity, utility and connectivity (Saura et al., 2022). Technology adaptation is also
related to the company's ability in terms of supply chain management in an effort to
create competitive advantage (Carnahan et al., 2010).
technology adaptation influences competitive advantage through various
mechanisms, such as bidirectional relationships between IT adoption and service
innovation, technology-driven proactive supply chain risk management, technology
enabler of competitive advantage, core technological competence, and technological
capabilities in supply chain competitive advantage. These findings highlight the
importance of considering both internal and external factors, as well as organizational
flexibility, when analyzing the impact of technology adaptation on competitive
advantage.
Influence of CEO Characteristics on Competitive Advantage of MSME Food and
Beverage in Indonesia
In line with previous results, the second hypothesis (h2) which predicts a
positive and significant relationship between CEO characteristics and competitive
advantage can be accepted. These findings also require owners or leaders of MSMEs
not only in the Jabodetabek area, but also throughout Indonesia to be able to have the
appropriate characteristics in order to create a competitive advantage. Competitive
advantages are not obtained from outside and are sought everywhere, but are
competitive advantages that are naturally possessed by MSMEs themselves.
This finding is also supported by previous studies. The influence of CEO
characteristics on competitive advantage can be observed through various factors.
CEO characteristics such as age, education, nationality, and gender have been found
to impact firm performance and value. For example, older CEOs may have a
competitive advantage due to their experience and wider professional connections
(Purwati et al., 2021). Furthermore, CEO attributes such as demographics,
experience, and compensation have been shown to affect a firm’s innovation and
stock returns. The influence of CEO characteristics on competitive advantage is
evident through their strategic choices and actions, which reflect their individual
characteristics and can impact corporate reputation, financial performance, and
sustainable growth (Dewi, 2023). Therefore, CEO characteristics play a significant role
International Journal of Business, Law, and Education
Volume 4, Number 2, 2023
1238
in shaping a company's competitive advantage and overall performance. These
studies provide valuable insights into the influence of CEO characteristics on
competitive advantage and firm performance.
Research Implication
The study could provide valuable strategic insights for MSMEs in the F&B
sector, guiding them on how technology adaptation and CEO characteristics can be
leveraged to enhance their competitive advantage. Secondly, policymakers may use
the findings to formulate targeted policies and support mechanisms that encourage
MSMEs in the Jabodetabek region to adopt technology effectively. This could include
financial incentives, training programs, or infrastructure development. The result also
suggests to all stakeholders to make training programs that can be developed to
nurture these traits among current and future CEOs in the MSMEs. This could include
leadership development, technological acumen, and strategic decision-making skills.
The study might lead to the development of guidelines or best practices for MSMEs in
the F&B sector regarding the effective adoption and integration of technology into their
operations. This could include recommendations for specific technologies,
implementation strategies, and potential pitfalls to avoid.
Limitation and Future Study Suggestion
As with most scientific studies, no matter how well the study is prepared, the
opportunity for limitations and errors still exists, with no exception in this research. This
research is included in research that uses a small sample size (even though it has
adopted 100 samples) when compared to the number of food and beverage MSMEs
in Jabodetabek in general. This limitation is caused by limited time, funds and other
resources. Thus, future research can be carried out using more samples or specifically
discussing the condition of MSMEs in one area, for example in Jakarta alone or in
Bogor alone. This will make the discussion more in-depth and comparisons can be
made between each city because they each have their own characteristics. Apart from
that, this research has not been able to examine what factors are able to make MSMEs
able to adopt technological changes so this research is still limited to MSMEs that have
been able to apply technology rather than those that are still conventional, which the
author believes are more numerous. Future research can be directed there so that
research can be broader.
CONCLUSION
In conclusion, a positive and significant relationship was found between
technology adaptation and CEO characteristics on the competitive advantage of food
and beverage MSMEs in the Jabodetabek area. These findings require MSME
players, especially owners, leaders, managers or CEOs, to strive to be able to adopt
technological developments and become CEOs who are able to disrupt business
performance and competitive advantage. Several limitations still exist in this research,
giving rise to future research opportunities that are no less interesting to explore.
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