{"id":5427,"date":"2026-08-14T12:29:16","date_gmt":"2026-08-14T05:29:16","guid":{"rendered":"https:\/\/bbs.binus.ac.id\/drm\/?p=5427"},"modified":"2026-09-09T09:30:41","modified_gmt":"2026-09-09T02:30:41","slug":"5427","status":"publish","type":"post","link":"https:\/\/bbs.binus.ac.id\/drm\/2026\/08\/5427\/","title":{"rendered":"Dissertation Examination of Antonius Rainier Haryanto"},"content":{"rendered":"
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Introduction<\/strong><\/p>\n<\/blockquote>\n

On Tuesday, 11 August 2026, The Dissertation Defense for the Doctor of Research in Management (DRM) program of Antonius Rainier Haryanto<\/strong> [2640137095], entitled ” Organisational Resilience in the Innovative\u00a0 Entrepreneurship \u2013 an Empirical Study of the Electric Vehicles Ecosystem in Indonesia”<\/strong> was conducted at Room B0301, BINUS @Alamsutera Campus<\/p>\n

The dissertation defense was chaired by Prof. Dr. Ir. Harjanto Prabowo, M.M. \u00a0who served as the chair of the examination committee as well as an examiner. The session was also attended by the supervisory committee and the board of examiners, who provided academic evaluation and feedback on the dissertation presented. The supervisory committee consisted of Prof. Dr. Ir. Mohammad Hamsal, MSE., MQM.,M.B.A., CISCP, CPOD as the Promoter (Supervisor), accompanied by Bapak Dr. Sri Bramantoro Abdinagoro, CSP, CMP as Co-Promoter I and Bapak Dr. Rano Kartono, B.L.T., M.Buss (MIS)., CERA as Co-Promotor II. Meanwhile, the board of examiners comprised Prof. Firdaus Alamsjah,PhD as Examiner I and Marko S Hermawan, SE.,Ak.,MIB., Ph.D., CA., CPMA. ACPA, CertDA \u00a0as Examiner II and Dr. Ir. Jaka Purwanto, MBA, CSF, CCES, CCPS as Examiner III<\/p>\n

During the defense, the supervisors and examiners raised various questions, provided constructive feedback, and conducted a comprehensive academic evaluation to assess the depth of the research and the scholarly contribution of the dissertation.<\/p>\n

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Dissertation Summary<\/strong><\/p><\/blockquote>\n

This study examines organisational resilience in electric vehicle (EV) companies in Indonesia within the context of the government\u2019s efforts to achieve its net-zero carbon emission<\/em> target by 2060. The development of the EV industry has encouraged the emergence of various companies and new ventures<\/em>, but these companies face challenges in surviving within Indonesia\u2019s well-established automotive industry. Therefore, this study focuses on the factors that can help EV companies build organisational resilience, particularly entrepreneurial orientation, agile leadership, environmental sustainability orientation, and innovation capabilities, with government policy capacity serving as a moderating factor.<\/p>\n

The study employs a quantitative approach using a sequential exploratory approach, supported by a systematic literature review and semi-structured interviews with 10 experts. Quantitative data were collected through an online SurveyMonkey survey between November 2025 and February 2026. The respondents consisted of 91 top management leaders representing 97 companies within Indonesia\u2019s electric vehicle ecosystem. The data were subsequently analysed using SmartPLS with a bootstrapping method involving 10,000 subsamples to examine the relationships among the variables and test the 11 hypotheses developed from the theoretical framework.<\/p>\n

The findings show that entrepreneurial orientation (EO) has a positive and significant influence on both innovation capabilities and organisational resilience. This indicates that companies with a strong entrepreneurial orientation are more capable of utilising resources creatively, developing innovations, and adapting to market changes and pressures. Innovation capabilities (IC) also have a significant influence on organisational resilience. Innovation capabilities, particularly in business model innovation, organisational innovation, process innovation, and product innovation, are important elements for EV companies to create value and maintain competitiveness.<\/p>\n

Meanwhile, agile leadership (AL) has a positive influence on innovation capabilities but does not have a significant direct influence on organisational resilience. Interestingly, innovation capabilities mediate the relationship between agile leadership and organisational resilience. This finding indicates the existence of a leadership paradox, in which leaders in the EV industry need to balance flexibility with control, autonomy with governance, and short-term performance requirements with long-term vision. Therefore, leadership should not be assessed solely based on its level of agility, but also on its ability to create an environment that encourages innovation.<\/p>\n

Environmental sustainability orientation (ESO) also has a positive influence on organisational resilience but does not have a significant influence on innovation capabilities. One possible explanation is the limited knowledge among companies regarding environmental and sustainability issues. The study also indicates a tendency for companies to emphasise sustainability-related communication and corporate image rather than strengthening their underlying sustainability knowledge and practices, potentially leading to greenwashing<\/em>. Furthermore, innovation capabilities do not significantly mediate the relationships between ESO and organisational resilience or between EO and organisational resilience.<\/p>\n

From a policy perspective, the study finds that government policy capacity does not significantly moderate the relationship between innovation capabilities and organisational resilience. This suggests that existing government policies have not been fully effective in supporting the resilience and innovation of EV companies. Several challenges identified include an imbalance in risk allocation, complex government procedures, a lack of an enabling environment, and weak coordination. Therefore, the government needs to develop more collaborative policies with industry players and establish a more balanced approach to risk allocation, including support for R&D, EV and battery manufacturers, consumer incentives, supporting infrastructure, and public transportation.<\/p>\n

Overall, this study provides both theoretical and practical contributions through the development of the Eco-Innovative Resilience Ecosystem framework, which is designed to help EV companies build resilience in response to industry competition and change. The framework highlights several important areas, including business focus, ESG knowledge, leadership style, innovation, government policy, risk management, management practices, and digital maturity. Ultimately, the study demonstrates that the success of EV companies in Indonesia depends not only on their ability to develop new technologies but also on their ability to integrate entrepreneurial orientation, innovation, sustainability, leadership, digital maturity, and government policy to create adaptive and resilient organisations.<\/p>\n

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Author Biography<\/strong><\/p>\n<\/blockquote>\n

Rainier is a doctoral student at BINUS Business School and a senior infrastructure executive with more than 20 years of leadership experience across the Asia-Pacific region, specialising in infrastructure investment, public-private partnerships (PPP), corporate transformation, and strategic project delivery.<\/p>\n

He holds a Master of Environmental Engineering Science from the University of New South Wales, Australia (2003), and a Bachelor of Civil Engineering from Parahyangan Catholic University, Indonesia (2001). He has also completed executive education programmes in Public-Private Partnerships at Harvard Kennedy School Executive Education, the Asia Leaders Programme in Infrastructure Excellence at Singapore Management University, and Engineer Professional Education at Universitas Muslim Indonesia, Makassar.<\/p>\n

Rainier\u2019s professional qualifications include Project Management Professional (PMP\u00ae), Chartered Professional Engineer, Fellow of Engineers Australia, Registered Indonesian Principal Professional Engineer, and Certified Risk Governance Professional.<\/p>\n

Currently, Rainier serves as Acting President Commissioner of PT WIKA Tirta Jaya Jatiluhur, where he oversees one of Indonesia\u2019s largest water treatment PPP projects. He is also an entrepreneur and professional advisor specialising in business strategy and programme management. Previously, he was part of the founding team of PT Ilectra Motor Group, a two-wheeler electric vehicle company operating under the ALVA brand. He has also served as Independent Commissioner of PT Pelabuhan Indonesia (PELINDO), Business Transformation Director of Indonesia Healthcare Corporation, and Regional Manager SEA2 at SMEC International, in addition to holding various strategic leadership positions supporting organisational transformation.<\/p>\n

One of his notable professional contributions was leading the Committee for Acceleration of Priority Infrastructure Delivery, Indonesia\u2019s national inter-ministerial coordination body responsible for accelerating the delivery of strategic infrastructure projects.<\/p>\n

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Publication<\/strong><\/p>\n<\/blockquote>\n

During his doctoral studies in the DRM programme, he has successfully published two internationally recognised scholarly articles indexed in Scopus, namely:<\/p>\n

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