Lieli Suharti

Batik SMEs, especially in Solo Raya, Indonesia, face challenges in business sustainability. Considering that batik is one of Indonesia’s cultural heritages, maintaining the sustainability of batik SMEs means contributing to the preservation of batik culture. Therefore, the study aimed to analyze the influence of entrepreneurial leadership, social capital, and digital literacy on the sustainability of batik SMEs mediated by business performance and moderated by government support and the role of business associations. The quantitative method is used with SEM-PLS analysis. The population included 273 owners and managers of batik SMEs in Solo Raya, Central Java, Indonesia; 155 were used as the research sample. Data were collected through questionnaires conducted online through Google Forms and offline face-to-face. This study found that entrepreneurial leadership and social capital positively and significantly affect performance. Entrepreneurial leadership and business performance have a positive and significant effect on sustainability. Performance mediates the impact of entrepreneurial leadership and social capital on sustainability. In contrast, government support weakens the impact of entrepreneurial leadership on sustainability in its moderating role. This study confirms the ability of batik SMEs in Solo Raya to sustain their business by referring to the resource-based view, survival-based, social capital, and sustainability theories.

Acknowledgment
The authors would like to acknowledge Universitas Kristen Satya Wacana [Satya Wacana Christian University] for providing the opportunity to conduct this analysis. Batik business associates are acknowledged for their willingness to be respondents and facilitate this investigation. Additionally, the support of the SME department is recognized in granting permission and assisting in facilitating this analysis.

Innovative work behavior among lecturers is essential for promoting creativity and academic excellence in higher education, especially during rapid technological and pedagogical changes. This study examines the influence of growth mindset, organizational climate, and digital leadership on innovative work behavior, with creative process engagement as a mediating variable. A quantitative approach was employed, involving 200 lecturers from social sciences and humanities faculties at six major private universities in Surabaya, Indonesia. The sample was selected due to its diverse academic backgrounds and active involvement in institutional innovation. Data analysis using Partial Least Squares Structural Equation Modeling (PLS-SEM) confirmed both direct and mediated effects of the independent variables on innovative work behavior. The results indicate that growth mindset (T = 3.21, p < 0.05) and digital leadership (T = 4.02, p < 0.01) have significant direct effects. Most importantly, creative process engagement significantly mediates these relationships. Sobel test results confirm strong mediation effects (T = 4.910 for digital leadership, 4.683 for growth mindset, and 2.951 for organizational climate; all p < 0.01). Creative process engagement accounts for 47.94% of the effect of digital leadership, 43.53% of organizational climate, and 31.84% of growth mindset on innovative work behavior, explaining 76.1% of its variance. These findings highlight the transformative role of creative process engagement in enhancing innovative work behavior. They suggest that fostering a growth mindset, supportive organizational climate, and strong digital leadership – alongside active creative engagement – can significantly boost innovation among lecturers in higher education institutions.