Impact of Digitalization for MSME Actors in the Era of Adapting New Habits

Abstract

Impact is a secondary effect brought on by the adoption of a plan or strategy. The Indonesian economy has been significantly impacted by the COVID-19 outbreak. Moreover, MSMEs are among the most severely impacted economic sectors. One of the regencies with a sizable number of MSMEs is Purbalingga. People are being pushed to adjust to rather rapid digital advancements as a result of the COVID-19 epidemic. Therefore, the study aims to examine and describe in detail how digitalization has affected MSME actors in the age of forming new habits, particularly in the Purbalingga Regency. This study used a qualitative research design with procedures for collecting data from in-depth interviews, observations, and documentation. Purposive sampling was used to choose research participants, and interactive analysis was used to analyze the data. The findings of this study suggest that MSMEs in Purbalingga Regency have been more negatively impacted by the COVID-19 epidemic than other groups. For instance, there has been a sharp decline in MSME incomes and a rise in layoffs as a result of MSMEs’ inability to pay for their personnel. The Purbalingga Regency government has implemented e-commerce, specifically through ”Tuka Tuku Purbalingga,” as one of its strategies for saving MSMEs. However, the MSME actors in Purbalingga Regency have faced new challenges as a result of digitalization. This is because some MSME actors in Purbalingga Regency continued to face technical gaps and restricted internet access.


Keywords: impact, digitalization, MSMEs

References
[1] Ahmad T, Haroon MB, Hui J. Coronavirus disease 2019 (COVID-19) pandemic and economic impact. Pak J Med Sci. 2020;36(COVID-19-S4): S73.

[2] Handayani L. https://www.suaramerdeka.com/news/opini/228739-perankeluargahadapi- pandemi-covid-19. Dipetik 07 18, 2020, dariwww.suaramerdeka.com. 2020.

[3] Liu W, Yue X-G, Tchounwou PB. Response to the COVID-19 epidemic: The Chinese experience and implications for other countries. Int J Environ Res Public Health. 2020;17(7):2304. https://doi.org/10.3390/ijerph17072304

[4] Antara. Dampak Covid-19, 1.222 Pekerja di Banyumas Dirumahkan. Accessed on October 15 2022. 2020.

[5] Katadata.co.id/umkm. Digitalisasi UMKM di Tengah Pandemi Covid-19. Accessed on September 17, 2022. 2022.

[6] Republika.com. https://republika.co.id/berita/q23ftt423/sektor-umkmpurbalingga- serap-300-ribu-tenagakerja#:$\sim$:text=REPUBLIKA.CO. ID%2C%20PURBALINGGA%20%20Sektor%20Usaha%20Mikro%20Kecil% 20Menengah,jumlah%20unit%20UMM%20Purbalingga%20mencapai%2095% 20ribu%20unit. Accessed on Oktober 1 2022. 2022.

[7] Nambisan S. Digital entrepreneurship: Toward a digital technology perspective of entrepreneurship. Entrep Theory Pract. 2017;41(6):1029-1055.

[8] Purnomo F. Program Ladit (Lapak Digital): Optimalisasi Media Digital sebagai Wadah dalam Pengembangan Umkm di Madura. Jurnal Studi Manajemen Dan Bisnis. 2019;6(2):89-95.

[9] Nambisan S, Wright M, Feldman, M. The digital transformation of innovation and entrepreneurship: Progress, challenges and key themes. Res Policy. 2019;48(8):1–9.

[10] Liu C, Cheng J. Exploring driving forces of innovation in the MSEs: The case of the sustainable B & B tourism industry. 2018;1–19. https://doi.org/10.3390/su10113983

[11] Tengeh RK, Talom FSG. Mobile money as a sustainable alternative for smes in less developed financial markets. J Open Innov. 2020;6(4):1–21. doi:10.3390/ joitmc6040163.

[12] Barann B, Hermann A, Cordes A-K, Chasin F, Becker J. Supporting digital transformation in small and medium-sized enterprises: A procedure model involving publicly funded support units. Proc 52nd Hawaii Int Conf Syst Sci. 2019;6(2):4977– 4986. doi:10.24251/hicss.2019.598.

[13] Martin-Gomez A, Aguayo-González F, Luque, A. A holonic framework for managing the sustainable supply chain in emerging economies with smart connected metabolism. Resour Conserv Recycl. 2019;141:219–232. doi:10.1016/j.

[14] Li L, Su F, Zhang W, Mao JY. Digital transformation by SME entrepreneurs: A capability perspective. Inf Syst J 2018;28(6)1129–1157. doi:10.1111/isj.12153.

[15] Bienhaus F, Haddud A. Procurement 4.0: Factors influencing the digitisation of procurement and supply chains. Bus Process Manage J. 2018;24(4):965–984. doi:10.1108/BPMJ-06-2017-0139.

[16] Mohanty E, Mishra AJ. Understanding the gendered nature of developing country MSMEs’ access, adoption and use of information and communication technologies for development (ICT4D). Int J Gend Entrep. 2020;12(3):273–295. doi:10.1108/IJGE- 07-2019-0117.

[17] Ballesteros L, Useem M, Wry T. Masters of disasters? An empirical analysis of how societies benefit from corporate disaster aid. Acad Manage J. 2017;60(5):1682–1708.

[18] Kearins, K. Corporate social responsibility: The good, the bad and the ugly. Society & Business Review. 2017;34(2):51–79.

[19] Neise T, Diez JR. Adapt, move or surrender? Manufacturing firms’ routines and dynamic capabilities on flood risk reduction in coastal cities of Indonesia. Int J Disaster Risk Reduct. 2019;10(33):332–342.

[20] Lin Y, Wu LY. Exploring the role of dynamic capabilities in firm performance under the resource-based view framework. J Bus Res. 2014;67(3):407–413.

[21] Linnenluecke, MK. Resilience in business and management research: A review of influential publications and a research agenda. Int J Manag Rev. 2017;19(1):4–30.

[22] Martinelli E, Tagliazucchi G, Marchi G. The resilient retail entrepreneur: Dynamic capabilities for facing natural disasters. Int J Entrepreneurial Behav Res. 2018;24(7):1222–1243.

[23] Blankson C, Nukpezah JA. Market orientation and poverty reduction: A study of rural microentrepreneurs in Ghana. Afr J Manage 2019;5(4):332–357. doi:10.1080/23322373.2019.1676101.

[24] Barron A, Hulten P, Hudson S. The financial crisis and the gathering of political intelligence: A cross-country comparison of SMEs in France, Sweden and the UK. Int Small Bus J. 2020;30(4):345–366.

[25] Oppong M, Owiredu A, Churchill RQ. Micro and small scale enterprises development in Ghana. Eur J Account Audit Finance Res. 2014;2(6):84–97.

[26] Creswell, John W. Pendekatan Metode Penelitian Kualitatif, Kuantitatif dan Campuran (Edisi Keempat dalam Bahasa Indonesia). Yogyakarta: Pustaka Pelajar. 2014.

[27] Miles, Matther B, Huberman dan Saldana. Qualitative data analysis: A methods book. Thousands oaks, CA: Sage Publication; 1984.

[28] Abilova, Arzu and Aliyeva, Basti. Impact of Covid-19 on digital transformation and resilience of small and medium enterprises: The case of Azerbaijan. Wseas Transactions on Environment and Development. 2022;18. E-ISSN: 2224-3496. DOI: 10.37394/232015.2022.18.78.

[29] Baldwin R, Tomiura E. Thinking ahead about the trade impact of COVID-19. CEPR Press VoxEU.org. 2020.

[30] Rosita, Rahmi. Pengaruh Pandemi Covid-19 Terhadap Umkm Di Indonesia. Jurnal Lentera Bisnis. 2020;9(2). DOI: 10.34127/jrlab.v9i2.380.

[31] Asian Development Bank (ADB). ADB COVID-19 Policy Database. 2020a. Diakses pada 7 Oktober 2022. https://covid19policy.adb.org/

[32] Felipe J, Fullwiler S. ADB COVID-19 policy database: A guide. Asian Development Review. 2020;37(2):1-20. https://doi.org/10.1162/adev_a_00147

[33] Ballesteros L, Useem M, Wry T. Masters of disasters? An empirical analysis of how societies benefit from corporate disaster aid. Acad Manage J. 2017;60(5):1682–1708.

[34] Winarsih Indriastuti, Maya, Fuad Khoerul. Impact of Covid-19 on digital transformation and sustainability in small and medium enterprises (SMEs): A conceptual framework. L. Barolli et al. (Eds.): CISIS 2020, AISC 1194. 2021; pp. 471–476. https://doi.org/10.1007/978-3-030-50454-0_48

[35] Khan EA. An investigation of marketing capabilities of informal microenterprises: A study of street food vending in Thailand. Int J Social Soc Policy. 2020;37(3/4):186- 202. https://doiorg/10.1108/iJSSP-09-2015-0094