In the global competition era and in Covid 19 pandemic period, the innovative competence of emerging entrepreneurs relies on the positive characters they should have. The present study was aimed to formulate a reinforcement model of innovative behavior through the identification of dominant determinant factors. The study employed survey methods and involved variables of innovative behavior (Y), creativity (X1), technology literacy (X2), and risk-taking behavior (X3). The respondents were 86 final year students of Faculty of Business Economics (emerging entrepreneur candidates) as the samples, and the data were further analyzed by multiple regression. The creativity (X1), technology literacy (X2), and risk-taking behavior (X3) contribute simultaneously at 45.70 percent to the development of innovative behavior (Y); b) the applicable prediction model of innovative behavior is Y=1.171+0.622X1+0.170X2 -0.080X3; meanwhile, the creativity yielded the most significant sensitivity in developing the innovative behavior variable compared to the technology literacy and risk-taking behavior variables; c) it is worth noting that risk-taking behavior is not among the contributing factors; in fact, this variable constrains an individual to be innovative (if it is too high); e) the variable of creativity is in line with innovation.

This study investigates the implications of KOLS, Digital Transformation, and Human Resource Development for Sustainable Competitive Advantage through Innovative Behavior and Organizational Innovation in East Java Micro, Small, and Medium Enterprises (MSMEs). 382 MSMEs in East Java were surveyed, and their data were analyzed using Structural Equation Modeling (SEM). The results showed that KOLS, Digital Transformation, and Human Resource Development significantly positively affected Innovative Behavior, Organizational Innovation, and Sustainable Competitive Advantage. Moreover, Innovative Behavior and Organizational Innovation are important mediating roles in this relationship. The results highlight the importance of cultivating a culture of sharing knowledge, embracing digital transformation, and investing in employee development to increase the competitive advantage of MSMEs. This study provides practical implications for MSME management, emphasizing the need to develop strategies that promote knowledge-oriented leadership, adopt digital technologies, and enhance employee skills and competencies. Thus, MSMEs can foster a culture of innovation, which leads to a sustainable competitive advantage in the long term. This research contributes to understanding the factors driving Sustainable Competitive Advantage in East Java MSMEs. It offers valuable insights for practitioners and policymakers in driving the growth and competitiveness of the MSME sector.

The research investigates the role of innovative behavior in mediating the effect of transfor-mational leadership and talent management on the lecturer’s performance of private higher education in Indonesia. Samples of this research are 230 lecturers selected by purposive sam-pling. Data were obtained by spreading questionnaires and analyzing with path analysis using supporting descriptive statistics. The results confirm that transformational leadership and in-novative behavior had significant direct effects on performance, transformational leadership and talent management had significant direct effects on innovative behavior, transformational leadership and talent management had significant indirect effects on performance mediating by innovative behavior, and talent management did not have any significant direct effect on performance. A fit research model has been achieved about the effects of transformational leadership and talent management performance by mediating innovative behavior but requires verification through further research, especially to verify the effect of talent management on performance.

Social media serves as a platform or a new area for developing innovation responsive to business advancement. As individuals are the source of knowledge in organizations, individual learning is the focus of organizational learning and development. Ambidexterity is an activity that requires individual learning. The study was carried out in Greater Jakarta, Indonesia. A personal survey questionnaire with convenience sampling was used to collect white-collar workers in Greater Jakarta. Rasch Model Analysis, specifically Person Measure Analysis, was used to filter for bias in the responses because the data was collected through personal references or self-report questionnaires. Structural Equation Modeling (SEM) is used to test hypotheses based on the collected data. According to the statistical results, ambidexterity and social media learning experience significantly impact innovative behavior. It implies that ambidexterity and social media learning experience can improve white-collar workers' innovative behavior. Ambidexterity has a significant impact on the learning experience on social media. It implies that a person with greater ambidexterity will engage in more intense knowledge exploration and exploitation through social media. The study's findings also show that social media experience without ambidexterity has the least impact on innovative behavior. It implies that social media experience without exploratory and exploitative activities does not lead to innovative behavior.