Leverage Capability as a Strategy to Enhance the Sustainability Performance of Shopping-Mall
DOI:
https://doi.org/10.30741/wiga.v16i1.1534Keywords:
Ambidexterity Orientation, Strategic Flexibility, Leverage Capability Strategy, Sustainability Business Performance, Shopping-mallsAbstract
The study aims to explore the relationships between Ambidexterity Orientation, Strategic Flexibility, and Leverage Capability in enhancing the Sustainability Performance of shopping-mall. Specifically, it introduces the concept of Leverage Capability Strategy, emphasizing the utilization of external resources to strengthen shopping-mall capabilities and achieve long-term sustainability in a competitive and dynamic market. This research employs a quantitative approach using Partial Least Squares Structural Equation Modelling (PLS-SEM) to analyse data collected from shopping-mall in West Java, Indonesia. This methodology investigates the direct and indirect impacts of Ambidexterity Orientation, Strategic Flexibility, Leverage Capability Strategy on Sustainability Performance. The study shows that Strategic Flexibility significantly improves the Sustainability Performance of shopping-mall, both directly and through Leverage Capability, which utilizes external resources to strengthen capabilities. While Ambidexterity Orientation Influences Sustainability Performance indirectly, it does not have a direct impact on Leverage Capability or Sustainability Performance. These findings highlight the importance of the Leverage Capability Strategy in enhancing Sustainability Performance.
The study is limited to shopping-mall in West Java, and its findings may not be fully generalizable to other regions or industries. Further research could expand the geographical scope and incorporate longitudinal analysis to explore temporal dynamics in these relationships. The findings provide actionable insights for mall managers and strategic planners. Strengthening Strategic Flexibility and Leveraging Capability through external resources are critical to achieving Sustainability Performance. This approach can help Shopping-mall adapt to market changes, recover from declining visitor trends, and enhance their competitive edge.
Downloads
References
Astono, C. (2014). The effect of Shopping-mall’s attributes toward customer satisfaction of ABC mall and XYZ mall. Ibuss management, 2(2).
Awais, M., Ali, A., Khattak, M. S., Arfeen, M. I., Chaudhary, M. A. I., & Syed, A. (2023). Strategic Flexibility and Organizational Performance: Mediating Role of Innovation. SAGE Open, 13(2), 1–17. https://doi.org/10.1177/21582440231181432
Barney, J. (1991). Firm Resources and Sustained Competitive Advantage. In Journal of Management (Vol. 17, Issue 1, pp. 99–120). https://doi.org/10.1177/014920639101700108
Barney, J., Wright, M., & Ketchen, D. J. (2001). The resource-based view of the firm: Ten years after 1991. Journal of Management, 27(6), 625–641. https://doi.org/10.1016/S0149-2063(01)00114-3
Bokhari, I. H., Muhammad, A. B., & Zakaria, N. (2020). Succession planning, strategic flexibility as predictors of business sustainability in family-owned SMEs: Moderating role of organization improvisation. Pakistan Journal of Commerce and Social Science, 14(1), 368–387.
Brewis, C., Dibb, S., & Meadows, M. (2023). Leveraging big data for strategic marketing: A dynamic capabilities model for incumbent firms. Technological Forecasting and Social Change, 190, 122402.
Colliers Report. Quarterly Retail Report Q3 2023 - Jakarta & Greater Jakarta. 2023.
de Oliveira, U. R., Menezes, R. P., & Fernandes, V. A. (2024). A systematic literature review on-corporate sustainability: contributions, barriers, innovations and future possibilities. Environment, development and sustainability, 26(2), 3045-3079.
Elkington, J. (1997). The triple bottom line. Environmental management: Readings and cases, 2, 49-66.
Engert, S., Rauter, R., & Baumgartner, R. J. (2016). Exploring the integration of corporate sustainability into strategic management: A literature review. Journal of Cleaner Production, 112, 2833–2850. https://doi.org/10.1016/j.jclepro.2015.08.031
Evanthi, A., & Azhar, R. M. (2023). Uncovering The Relationships Between Strategic Capability, Strategic Flexibility, And Performance. International Journal of Science, Technology & Management, 4(1), 30-38.
Fernando, Y., Chiappetta Jabbour, C. J., & Wah, W. X. (2019). Pursuing green growth in technology firms through the connections between environmental innovation and sustainable business performance: Does service capability matter? Resources, Conservation and Recycling, 141(September 2018), 8–20. https://doi.org/10.1016/j.resconrec.2018.09.031
Fischer, M., Foord, D., Frecè, J., Hillebrand, K., Kissling-Näf, I., Meili, R., Peskova, M., Risi, D., Schmidpeter, R., & Stucki, T. (2023). Sustainable Business: Managing the Challenges of the 21st Century.
Gibson, C. B., & Birkinshaw, J. (2004). The antecedents, consequences, and mediating role of organizational ambidexterity. Academy of management Journal, 47(2), 209-226.
Gil-Marques, M., & Moreno-Luzon, M. D. (2020). Building sustainable contextual ambidexterity through routines: A case study from information technology firms. Sustainability (Swit-zerland), 12(24), 1–19. https://doi.org/10.3390/su122410638
Glavas, A., & Piderit, S. K. (2014). How Does Doing Good Matter? Journal of Corporate Citi-zenship, 2009(36), 51–70. https://doi.org/10.9774/gleaf.4700.2009.wi.00007
He, Z. L., & Wong, P. K. (2004). Exploration vs. exploitation: An empirical test of the ambidex-terity hypothesis. Organization Science, 15(4), 481–495. https://doi.org/10.1287/orsc.1040.0078
Hill, C. W. L., & Jones, G. R. (2007). Strategic management: An integrated approach. Strategic Management An Integrated Approach, 524.
Holdford, D. A. (2018). Resource-based theory of competitive advantage – A framework for pharmacy practice innovation research. Pharmacy Practice, 16(3), 1–11. https://doi.org/10.18549/PharmPract.2018.03.1351
Jansen, J. J., Van Den Bosch, F. A., & Volberda, H. W. (2006). Exploratory innovation, exploitative innovation, and performance: Effects of organizational antecedents and environmental moderators. Management science, 52(11), 1661-1674.
Khan, M. Y. (2019). The Mediating Role of Organizational Innovation Ambidexterity Between Organizational Ambidextrous Capabilities and Sustainability Performance of Smes in Pakistan.
Ko, D. W., & Stewart, W. P. (2002). A structural equation model of residents’ attitudes for tourism development. Tourism management, 23(5), 521-530.
Maine, J., Florin Samuelsson, E., & Uman, T. (2021). Ambidextrous sustainability, organisational structure and performance in hybrid organisations. Accounting, Auditing and Accounta-bility Journal, 35(3), 734–769. https://doi.org/10.1108/AAAJ-12-2019-4338
Maulani, G. A. F. (2024). Optimization Model of Learning Organization Capability and Strategic Flexibility on the Performance of Private Universities in West Java. Khazanah Sosial, 6(1), 152-173.
Mikalef, P., & Gupta, M. (2021). Artificial intelligence capability: Conceptualization, measure-ment calibration, and empirical study on its impact on organizational creativity and firm performance. Information & management, 58(3), 103434.
Nadkarni, S., & Herrmann, P. O. L. (2010). CEO personality, strategic flexibility, and firm performance: The case of the Indian business process outsourcing industry. Academy of Management Journal, 53(5), 1050-1073.
Porter, M. E., & Kramer, M. R. (2006). Strategy & society. The link between competitive advantage and corporate.
Sanchez, R. (1995). Strategic flexibility in product competition. Strategic Management Journal, 16(1 S), 135–159. https://doi.org/10.1002/smj.4250160921
Sarwono, J. (2012). Mengenal pls-sem. Yogyakarta: CV. Andi Offset.
Sheehy, B., & Farneti, F. (2021). Corporate social responsibility, sustainability, sustainable devel-opment and corporate sustainability: What is the difference, and does it matter?. Sustain-ability, 13(11), 5965.
Sudarti, K., Nurhidayati, N., & Adhiatma, A. (2019). The role of organizational ambidexterity to increase innovation speed and marketing performance of SMEs. Fokus Ekonomi: Jurnal Ilmiah Ekonomi, 14(2), 250-268.
Supriadi, Y. N., Eeng, A., Adi, W. L., Chairul, F., & Dodi, S. (2020). Strategic flexibility in medi-ating the effect of entrepreneurial orientation and dynamic environment on firm perfor-mance. International Journal of Scientific & Technology Research, 1(1), 324.
Swarbrooke, J. (1999). Sustainable tourism management. CAB International.
Teece, D. J., Pisano, G., & Shuen, A. (2009). Dynamic capabilities and strategic management. In Knowledge and Strategy (Vol. 18, Issue 7). Butterworth-Heinemann. https://doi.org/10.1093/0199248540.003.0013
Teece, D. J., Pisano, G., & Shuen, A. (1997). Dynamic capabilities and strategic management. Strategic management journal, 18(7), 509-533.
Tushman, M. L., & Iii, C. A. O. R. (1996). Ambidextrous Organizations: Managing Evolutionary and Revolutionary Change. 38(4), 7–30.
Volberda, H. W. (1996). Toward the flexible form: How to remain vital in hyper competitive environments. Organization science, 7(4), 359-374.
Wiliams, J., & Wellbourne-Wood, S. (2005). Design for experience: a new rationale. Design and Technology Education: an International Journal, 11(2), 9-19.
Zhou, K. Z., & Wu, F. (2010). Technological capability, strategic flexibility, and product innova-tion. Strategic management journal, 31(5), 547-561.
Downloads
Published
How to Cite
Issue
Section
License
Copyright (c) 2026 Muhammad Iqbal Alamsyah, Agus Rahayu, Vanessa Gaffar, Lili Adi Wibowo, Muhammad Iqbal Alamsyah
This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License.
