continually change and challenge the status quo and get comfortable with all the adjustment

processes. Strategic management scholars have paid detailed and full attention to organizational

change (OC) research. A summary of existing research on organizational change (OC) is described in

Table 1. Past studies in organisational change have found several factors that influence the level of

change and mostly categorised them into two categories, which are individual and workplace factors

(group and organisational level). Holt et al. (2007) have defined four (4) elements that influence for

change, which is content, process, context, and the individual involved. Holts argue the development

and evaluation of an instrument that can be used to gauge organisational change at an individual level

the behaviour of two merging organizations was negatively correlated with change-related stress

(Cartwright & Cooper, 2018). Ng' ang' a Elijah (2016) argues about the adoption of a digital

transformation with top management support and commitment, organisational behaviour, level of

communication, and level of employee involvement. The literature review shows no research about

digital transformation or entrepreneurial orientation as OC antecedents. From the phenomena

background, since the new birth of digital in industry 4.0, digital transformation and entrepreneurial

orientation are two of the significant drivers to scale up productivity and overcome a highly

competitive environment. In this digital and internet era, which provides connectivity and the switch

of the concept of their own economy to a sharing economy, companies will have significant potential

to work collaboratively. Digital transformation and entrepreneurial orientation as resources should

an interconnected world, entrepreneurial orientation as resources in industry 4.0, Organizational

Change in e-Conomy SEA, innovation behaviour in highly competitive digital environments, shape a

better future with a competitive advantage will be explained in more detail below.

the world is experiencing unprecedented change driven by the technological shifts of the Fourth

Industrial Revolution. This phenomenon will dramatically increase the reach of producers and

convenience for consumers. It will also disrupt traditional supply chains and oblige policymakers to

think differently. Such shifts are happening at an unprecedented pace across global systems. Since

September 2016, the World Economic Forum initiative “Shaping the Future of Digital Economy and

Society” has allowed public and private organizations to collaborate and realise digital technology’s

is to work on the issues that will underpin a regional digital economy in ASEAN so that the benefits of

the Fourth Industrial Revolution can be fully unlocked and become a force for regional economic

inclusion.

Figure 1 ASEAN-6 E-Commerce Market Figure 2 Digital Initiatives by Industry

an organisation digitally capable. Since 2016-2025, the World Economic Forum reports that

digitalisation is the key to Industry 4.0, and exponential growth or cumulative consumer value is very

Organizational Change (OC) concept are still limited. Several theoretical and empirical research gaps

can be explored for future research. These gaps are also present in (OC) literature in general (Holt et

al., 2007); Ahmad et al., 2018). There are a number of articles study antecedents of Organizational

Change (OC) in large firms as well as SMEs (Armenakis & Harris, 2002; Cunningham et al., 2002; Iverson,

1996; Jones et al., 2005), but the issue of digital transformation and entrepreneurial orientation as OC

antecedents have not been addressed before. In addition, there is still limited research about DT on

OC within the industry 4.0 context. In order to answer these phenomena and fill the research gaps in

section 1.3, this study raises a research question “How is the role of digital transformation and

entrepreneurial orientation associated with the Organizational Change (OC) process, and whether it

has any influence on innovation behaviour and competitive advantage and firm performance?”

have a ready-to-cope attitude. The novelty of this study is to answer the research question to fill the

problem of the phenomenon and, additionally, will fill the gap on DT as the antecedent and driver for

OC. The role of digital transformation and entrepreneurial orientation of the OC process in PT

Pegadaian will impact innovation behaviour and competitive advantage. We propose the growing

context, which is still limited.

digital transformation and entrepreneurial orientation that leads to OC process activities and its

consequences to facing industry 4.0, innovation behaviour, and competitive advantage. Furthermore,

this study also sheds light on implementing OC practice as integrated studies in four elements. Ahmad

M. H. et al. said, “Most researchers are focusing only on an item as their independent variable. The

lack of integrated studies resulted in a poor understanding of the critical and crucial factors among

the four elements. This study also implements the analysis of the organisation level, not only on an

individual level. The studies investigate more on the group and organisational level to provide

findings that can be generalised across types of change content. The data collection in this study

antecedents of the organisational change process that creates innovation behaviour and competitive

advantage. Thus, in this section, the researcher describes the research methodologies to conduct the

study.

The Case Study Approach

primary data collection from the unit analysis in the section. The theoretical gaps are identified in the

literature review phase. Some data and information are also collected from secondary data, such as

media and firm websites. The case study approach in this study is developed by using the

measurement items from the previous study. The case study approach is the best option for digital

will examine competitive advantage from a market share point of view. The researcher will conduct

an interview with a leader from PT Pegadaian to examine and have the inside whether the digital

transformation, as well as all the questions that happened in the respondent firm and also examine

the case study that will be conducted are well understood.

in attaining competitive advantage through the OC process and fostering innovation behaviour. By

addressing the research questions, the study contributes to a deeper understanding of the complex

dynamics between DT, EO, and OC in the context of Industry 4.0. Moving forward, it is imperative for

organisational change and achieving competitive advantage. By embracing digital transformation and

cultivating an entrepreneurial mindset, companies can adapt to the evolving landscape of Industry

4.0 and capitalise on new opportunities. The research underscores the need for continuous

adaptation and innovation to remain competitive in the digital era. By leveraging DT and EO as

antecedents of OC, companies can foster a culture of innovation, drive organisational change, and

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