[1] Matthyssens P. Reconceptualizing value innovation for Industry 4.0 and the Industrial Internet of Things. J Bus Ind Mark. 2019;34(6):1203–9.

[2] Bjorkdahl J. Strategies for digitalization in manufacturing firms. Calif Manage Rev. 2020;62(4):17–36.

[3] Di P. The research and implementation in digital transformation of manufacturing enterprises. MEMAT 2021 [IOP Publishing.]. J Phys Conf Ser. 2021;1820(1):012098.

[4] Ardito L, Petruzzelli AM, Panniello U, Garavelli AC. Towards Industry 4.0: Mapping digital technologies for supply chain managementmarketing integration. Bus Process Manag J. 2018;25(2):323–46.

[5] Preston DS: Karahanna E. Antecedents of IS Strategic Alignment: A Nomological Network. Information Systems Research. 2009;20(2):159–179. https://doi.org/10.1287/isre.1070.0159.

[6] Karahanna E, Watson RT. 2006. Information systems leadership. IEEE Transactions on Engineering Management, 53, NO. 2, MAY 2006(2), 171– 176. https://doi.org/DOI: https://doi.org/10.1109/TEM.2006.872247.

[7] Mitra S, Sambamurthy V, Westerman G. Measuring IT performance and communicating value. MIS Q Exec. 2011;10(1):47–59.

[8] Thite M. Leadership styles in information technology projects. Int J Proj Manag. 2000;18(4):235–41.

[9] Tekic Z: Koroteev D. 2019. From disruptively digital to proudly analog: A holistic typology of digital transformation strategies. Business Horizons. 2019;62(6):683– 693. https://doi.org/10.1016/j.bushor.2019.07.002.

[10] Fruhlinger J, Wailgum T, Sayer P. 2020. 16 famous ERP disasters, dustups and disappointments [Online]. Cio.Com. https://www.cio.com/article/278677/enterpriseresource-planning-10-famous-erpdisasters- dustups-and-disappointments.html

[11] Hawari A, Heeks R. 2010. Explaining ERP failure in a developing country: A Jordanian case study. Journal of Enterprise Information Management, 23 Iss 2 Pp. 135 - 160, 23(2), 135–160. https://doi.org/Permanent link to this docu https://doi.org/10.1108/17410391011019741.

[12] Elragal A: Haddara M. 2013. The impact of ERP partnership formation regulations on the failure of ERP implementations. Rocedia Technology 9 (2013) 527 – 535, 9, 527–535.

[13] Kitani K. 2019. The $900 billion reason GE, Ford and P&G failed at digital transformation. cnbc.com.

[14] Preston DS, Leidner DE, Chen DQ. CIO leadership profiles: Implications of Matching CIO Authority and Leadership Capability on IT Impact. MIS Q Exec. 2008;7(2).

[15] Aladwani AM. Change management strategies for successful ERP implementation. Bus Process Manag J. 2001;7(3):266–75.

[16] De Haes S: Van Grembergen W. 2009. An exploratory study into IT Governance implementations and its impact on business/IT alignment. 26(2), 123–137.

[17] Hickman L, Akdere M. Effective leadership development in information technology: Building transformational and emergent leaders. Ind Commer Train. 2018;50(1):1–9.

[18] Bass BM, Avolio BJ. Transformational leadership and organizational culture. Public Administration Quarterly. 1993;17:112-21.

[19] Bass BM. 1999. Two decades of research and development in transformational leadership. European Journal of Work and Organizational Psychology, 8 (1), 9–32, 8(1), 9–32. https://doi.org/10.1080/135943299398410.

[20] Bass BM, Riggio RE. Transformational leadership. 2nd ed. Mahwah (New Jersey): Lawrence Erlbaum Associates Publishers, US; 2006. https://doi.org/10.4324/9781410617095.

[21] Northouse PG. Leadership: Theory and practice. 8th ed. Sage Publications; 2019.

[22] Schneier CE. The contingency model of leadership: An extension to emergent leadership and leader’s sex. Organ Behav Hum Perform. 1978;21(2):220–39.

[23] Carte TA, Chidambaram L, Becker A. Emergent leadership in self-managed virtual teams: A longitudinal study of concentrated and shared leadership behaviors. Group Decis Negot. 2006;15(4):323–43.

[24] Yoo Y, Alavi M. Emergent leadership in virtual teams: what do emergent leaders do? Inf Organ. 2004;14(1):27–58.

[25] Lim JH.: Han K: Mithas S. 2012. How CIO position influences information technology investments and irm performance. Thirty Third International Conference on Information Systems.

[26] McLean ER: Smits SJ. 2014. Management, leadership, and the roles of the CIO. International Leadership Journal, 6 No. 1, Pp. 3-22., 6(1), 3–22.

[27] Weill P: Ross J. 2005. A matrixed approach to designing IT governance. Sloan Management Review, 46(2), 26-34., 46(2), 26–34.

[28] Sikdar A, Payyazhi J. A process model of managing organizational change during business process redesign. Bus Process Manag J. 2014;20(6):971–98.

[29] ITGI. Board Briefing on IT Governance. 2nd ed. IT Governance Institute; 2003.

[30] Grover V, Kohli R. CoCreating IT Value: New capabilities and metrics for multifirm environments. Manage Inf Syst Q. 2012;36(1):225–32.

[31] Kotter JP. Leading Change Kotter. Harvard Business School Press; 1996.

[32] Kotter JP, Cohen DS. The heart of change: Real-life stories of how people change their organizations. Harvard Business School Press; 2002.

[33] Kapupu R: Mignerat M. 2015. Change management strategies in ERP implementations: A case study. CONF-IRM 2015 Proceedings. 41.

[34] Sherer SA, Kohli R, Baron A. Complementary investment in change management and IT investment payoff. Inf Syst Front. 2003;5(3):321–33.

[35] Hickman L, Akdere M. Exploring information technology-business alignment through stakeholder theory: A review of literature. Ind Commer Train. 2019;51(4):228–43.

[36] Quaadgras A, Weill P, Ross JW. Management commitments that maximize business impact from IT. J Inf Technol. 2014;29(2):114–27.

[37] Chan YE, Reich BH. IT Alignment: What have we learned? J Inf Technol. 2007b;22(4):297–315.

[38] Brynjolfsson E, Hitt LM. Beyond computation: Information technology, organizational transformation and business performance. J Econ Perspect. 2000;14(4):23–48.

[39] Barney J. Firm resources and sustained competitive advantage. J Manage. 1991;17(1):91–120.

[40] Gurbaxani MK. Review: Information technology and organizational performance: An Integrative Model of IT Business Value. Manage Inf Syst Q. 2004;28(2):283.

[41] Seth RP. Firm performance impacts of digitally enabled supply chain integration capabilities. Manage Inf Syst Q. 2006;30(2):225.

[42] Kohli R, Grover V. Business value of IT: An essay on expanding research directions to keep up with the times. J Assoc Inf Syst. 2008;9(1):23–39.

[43] Hulland W. Review: The resource-based view and information systems research: Review, extension, and suggestions for future research. Manage Inf Syst Q. 2004;28(1):107.

[44] Miyamoto M. IT-business alignment and resource-based view of competitive advantage: Intangible Assets of Korean SMEs. Universal Journal of Management. 2017;5(3):101–9.

[45] Soh C, Markus ML. 1995. How IT creates business value: A process theory synthesis. Proceedings of the 6th International Conference on Ion Sources (ICIS 1995), 29–41.

[46] BPS J. 2022. Direktori Perusahaan Industri Besar dan Sedang Provinsi Jawa Timur 2022. ©Badan Pusat Statistik Provinsi Jawa Timur. ©Badan Pusat Statistik Provinsi Jawa Timur.

[47] Onyango WP. 2014. Effects of organization culture on change management: A case of the vocational training centre for the blind and deaf Sikri. European Journal of Business and Management, 6, 2014(No.34), 204–214.

[48] Sadeghi D. Alignment of organizational change strategies and its relationship with increasing organizations’ performance. Procedia Soc Behav Sci. 2011;20:1099–107.

[49] Al-Ali AA, Singh SK, Al-Nahyan M, Sohal AS. Change management through leadership: the mediating role of organizational culture. Int J Organ Anal. 2017;25(4):723–39.

[50] Wernerfelt B. A resource-based view of the firm. Strateg Manage J. 1984;5(2):171–80.

[51] Chan YE, Reich BH. IT alignment: An annotated bibliography. J Inf Technol. 2007a;22(4):316–96.

[52] Tallon PP, Kraemer KL, Gurbaxani V. Executives’ perceptions of the business value of information technology: A process-oriented approach. J Manage Inf Syst. 2001;16(4):145–73.

[53] Kayworth L. Review: A review of culture in information systems research: Toward a theory of information technology culture conflict. Manage Inf Syst Q. 2006;30(2):357.

[54] Tallon PP. Does IT pay to focus? An analysis of IT business value under single and multi-focused business strategies. J Strateg Inf Syst. 2007;16(3):278–300.

[55] Chan YE, Sabherwal R, Thatcher JB. Antecedents and Outcomes of Strategic IS Alignment:An Empirical Investigation. IEEE Trans Eng Manage. 2006;53(1):27–47.

[56] Solimun Fernandes AA. Metodologi Penelitian Kuantitatif Perspektif Sistem (Cetakan kedua). UB Press; 2019.

[57] Chin WW. 2000. Partial least squares for researchers: An overview and presentation of recent advances using the PLS approach (http://disc nt.cba.uh.edu/chin/icis96.pdf)

[58] Xitao Fan ST. Comparing response rates from web and mail surveys: A meta-analysis. field methods. 2008;20(3):249–71.

[59] Daikeler J, Bošnjak M, Lozar Manfreda K. Web versus other survey modes: An updated and extended meta-analysis comparing response rates. J Surv Stat Methodol. 2020;8(3):513–39.

[60] Nfuka EN, Rusu L. The effect of critical success factors on IT governance performance. Ind Manage Data Syst. 2011;111(9):1418–48.

[61] Garson D. Garson_2016_Partial Least Squares. Regression and Structural Equation Models.pdf. Statistical Publishing Associates; 2016.

[62] Kock N. WarpPLS User Manual: Version 6.0. ScriptWarp Systems; 2019.

[63] Hair JF, Ringle CM, Sarstedt M. PLS-SEM: Indeed a Silver Bullet. J Mark Theory Pract. 2011;19(2):139–52.

[64] Chin WW. The partial least squares approach to SEM. Lawrence Erlbaum Associates; 1998.