Dr. rer. pol. Eko Agus Prasetio, S.T., MBA, CIM®

AVs are vulnerable to hacking and data exploitation. While safety research often focuses on crash prevention, this study asks a different question: do people feel safe — and what drives that feeling?

466 participants responded to a survey testing a comprehensive perceived safety model. Responses were analysed using Structural Equation Modelling (SEM) — capturing both direct and causal relationships between variables.

Privacy cybersecurity is the most powerful predictor of perceived safety — outranking both emotional and cognitive safety. If people don't trust that their data is safe, they won't feel safe in an AV, full stop.

31.1% of participants expressed intent to use a Level 2 AV (partial automation), while just 8.8% were willing to go to Level 5 (full autonomy). Higher autonomy = higher cybersecurity anxiety.

The study separates cognitive safety (rational assessment of AV reliability) from emotional safety (feelings of comfort and reassurance). Cybersecurity concerns damage both — but hit emotional safety hardest.

For governments, transport agencies, and AV developers: safety messaging alone is insufficient. Robust data protection standards, transparent privacy policies, and cybersecurity certification must be front and centre in any AV rollout strategy.

The study integrates Peak Ground Acceleration (PGA) data, GIS-based fuzzy logic, geological conditions, and longitudinal GRDP data across 214 business facilities in Kebayoran Baru — one of South Jakarta's most commercially dense sub-districts.

High seismic hazard zones directly overlap clusters of high-value assets in finance, IT, legal services, and retail — yielding risk index values up to 0.704. These sectors sit in the most vulnerable locations.

Despite high risk scores, service-oriented and digital businesses show strong resilience. Flexible work models and cloud infrastructure mean disruption is largely limited to temporary access and equipment losses — not catastrophic collapse.

Reconstruction costs per building range from IDR 204.7 million to IDR 3.06 billion — providing a standardised, replicable framework for post-disaster financial planning for insurers, investors, and urban planners.

The study delivers actionable tools for decision-makers: risk maps to identify high-priority zones, cost models for budgeting, and targeted mitigation strategies — bridging the gap between scientific seismology and urban governance.

The dual ERS–EIS framework offers a replicable blueprint for any emerging-economy city at the intersection of rapid urban growth and natural hazard exposure — well beyond Indonesia.

Nusantara — Indonesia's new capital city — is uniquely positioned as the first region where AVs will be deployed. Civil servants relocating there form a captive, definable market, making it the ideal testing ground for AV adoption research.

A survey of 356 participants addressed 13 factors relevant to AV adoption — from safety perceptions to hedonic motivation. Cluster analysis grouped respondents into four distinct adopter profiles.

Cluster 1 (27%) — values sustainability & performance but needs trust assurances.
Cluster 2 (16%) — driven by enjoyment & emotional safety, low media influence.
Cluster 3 (38%) — focuses on usefulness & safety, largely ignores media.
Cluster 4 (18%) — values enjoyment & usefulness, least influenced by external factors.

No single message works for all adopters. Each cluster has distinct barriers and motivators — requiring staged, targeted strategies: build trust first, then enhance positive perceptions, leverage social influence, and finally sustain enthusiasm with incentives.

Across all four clusters, emotional safety is the single most consistent driver of adoption intent — more than performance, cost, or sustainability. Any AV rollout strategy must lead with safety communication.

Indonesia's AV adoption dynamics reflect the broader challenge for emerging economies introducing frontier mobility technology. The cluster-based framework offers a replicable model for other developing nations planning smart city transitions.

The THE World Academic Summit is one of the world's foremost gatherings of academic leaders, university presidents, and policymakers. SBM-ITB's inclusion — among only 10 business schools globally — reflects its rising international reputation as Indonesia's leading technology-based business school.

At the SBM-ITB booth: interactive business simulations and educational games developed in-house, research laboratories, experience-based learning centres, and the school's global partner network — all demonstrating its distinctive technology-driven, experiential pedagogy.

Penn State University and Durham University expressed direct interest in academic collaboration with SBM-ITB — opening pathways for joint research, student mobility, and potential double-degree programmes.

"AACSB is not merely an accreditation standard — it is a driver for us to continuously innovate and adapt to global dynamics." The summit reinforced SBM-ITB's commitment to continuous improvement across faculty qualifications, curriculum, research collaboration, and industry engagement.

As Vice Dean for Academic Affairs, Dr. Eko outlined SBM-ITB's forward agenda: Thought Leadership — producing research and insights that shape business and policy thinking — and Social Impact — ensuring every academic activity generates measurable real-world benefit.

SBM-ITB highlighted a milestone: incoming and outgoing student ratios are now balanced — a sign of genuine internationalisation momentum. The school also showcased its commitment to cross-border research collaboration and globally impactful scientific publications.

Fudan (QS #12) — Student Exchange, Global Bachelor of Fintech.
SJTU (QS #42) — Pathway 2+1+1 for MIB + Corporate Lab.
SYSU (QS #72) — DD 2+2, Digital Economy track with internship in China.

Paris-Saclay (QS #13) — International Research Network via Erasmus+ funding.
ASE Bucharest — Erasmus+ consortium, Summer School promotion, joint research in economics.

UCD Dublin — DD 2+1 with guaranteed 1-semester internship in Ireland.
KEDGE Business School — Expanded DD reciprocal scheme + free Summer School for SBM students.

University of Glasgow (QS #78) — DD with LPDP justification support.
XJTLU Taicang — Entrepreneurial campus near Shanghai, startup funding up to 20,000 RMB, perfect for entrepreneurship programme.
Heriot-Watt Malaysia — Collaborative international projects.

UWA (QS #77) — Study Abroad with 3-year post-study work visa + PhD via PDDI.
Keio University — Thesis@Keio for MSM/DSM students (7–89 days at Keio with professor mentorship).

Partnerships directly boost IKU 6 (programme partnerships) and IKU 8 (international accreditation). Internship guarantees and multinational exposure strengthen graduate employability. Erasmus+ and Thesis@Keio enhance research output and faculty mobility.

A dedicated pre-conference programme exploring how AI tools can be integrated into business school operations — from curriculum design to institutional quality assurance. Completed with an AACSB Academy Certificate.

Sessions explored how leading business schools use data analytics and AI dashboards to monitor learning outcomes, accreditation standards, and faculty performance in real time.

Discussions on deploying agentic AI tools in teaching — including personalised learning paths, AI-assisted case method facilitation, and ethical frameworks for AI use in the classroom.

Showcases of how AACSB and peer bodies are shifting towards digital-first accreditation processes — with continuous review cycles replacing periodic site visits.

How business schools are embedding AI literacy and digital career readiness into core programmes — with employer partnerships and micro-credentialing frameworks.

Successfully completed the AACSB Academy AI Workshop for Business School Faculty — an official Faculty Success programme recognising professional learning and institutional achievement.

A university's research only creates value when its inventions reach industry. Technology commercialisation is the bridge — transforming lab discoveries into products, services, and knowledge-based enterprises that benefit society at large.

The book examines world-class Technology Transfer Offices (TTOs) at MIT and Stanford as best practices — analysing their processes, performance, and the role of landmark policy like the Bayh-Dole Act in enabling university–industry linkage.

A detailed mapping of how ITB commercialises technology — through LPIK (Innovation & Entrepreneurship Development Institute), PT. Rekacipta Inovasi ITB, research centres, and informal researcher-led pathways including IP registration and startup incubation.

Documented ITB commercialisation stories including: membrane technology (Prof. I Gede Wenten), catalyst technology (Prof. Subagjo), UAV technology (Prof. Djoko Sardjadi), and electronic chip technology (Prof. Trio) — from invention to real-world application.

The book distinguishes between formal commercialisation — where institutional structures lead — and informal pathways driven by individual researchers, revealing that both are essential and complementary in a research university context.

Beyond description, the book proposes a forward-looking commercialisation model for ITB — repositioning its entities to fully realise its aspiration as a world-class entrepreneurial university that creates economic and social impact through knowledge.

The path from lab to market is littered with institutional barriers, regulatory gaps, financing walls, and ecosystem failures. This book maps those challenges honestly — drawing on academic frameworks and firsthand experience inside ITB's technology transfer apparatus.

The flagship case study: PT. FIN Komodo Teknologi, founded by Ibnu Susilo (ex-IPTN/Habibie's team). A 100% Indonesian-engineered off-road vehicle designed with aerospace principles — light, rugged, multipurpose. From prototype to 1,000 units/year over 21 years, building local SME supply chains along the way.

Rich documented cases including: Merah Putih Catalyst (Prof. Subagjo), Salman Ventilator (Dr. Syarif Hidayat), Micro Capsule Train (Prof. Widodo), and contributions from PT. Assist Exiqna Persada and PTDI — each revealing a unique dimension of the transfer process.

Drawing from FIN Komodo's journey, the book articulates a universal three-stage model: Infant (years 1–7, survival mode), Adolescent (banks begin to engage), and Mature (industrial scale, multiplier effect). Most Indonesian research fails because it's abandoned at the infant stage.

Technology transfer doesn't happen in isolation. The book analyses the roles of universities, TTOs, industry partners, government regulators, banks, and venture ecosystems — and why misalignment between them causes so many innovations to end up in a museum rather than a market.

The book's deeper message: Indonesia cannot achieve technological independence by assembling foreign designs. True sovereignty requires building engineering culture — step by step, from first principles, using Indonesian talent and capital. FIN Komodo is proof it is possible.

An accessible community observatory founded by astronomer Hendro Setyanto in Kampung Areng, Wangunsari Village, Lembang, Bandung. Designed to bring astronomy to anyone with curiosity — it grew from a telescope facility into a full platform for village economic empowerment.

The book grounds Imahnoong in social innovation theory: innovations that solve social and environmental problems while forming new social relationships in the process. The "sweet spot" emerges when a new idea meets the founder's genuine competence — here, astronomy meets community building.

A monthly lunar market co-created by Imahnoong founders and ITB researchers — giving Kampung Areng residents direct economic benefit. It is sustaining innovation: continuously improving, evolving year on year, and grounded in gotong-royong (mutual cooperation).

Imahnoong demonstrates open innovation (Chesbrough, 2006) in a social context — drawing on talent and resources from Hendro Setyanto's team, ITB researchers, the ITB Alumni Association, a local pesantren, and village residents to co-create social value beyond what any single party could achieve alone.

As economic, social, and knowledge benefits grow and community ownership deepens, Imahnoong becomes a social asset. This social capital feeds the next round of innovation — creating what the book calls a virtuous cycle: value co-creation that continuously regenerates itself.

The book highlights how the process honours distinctly Indonesian values: musyawarah (deliberation), ngawangkong (informal community dialogue), and gotong-royong (collective effort) — proving that world-class social innovation can emerge from local roots.

Innovation requires knowledge. Knowledge comes from learning. But in a startup — with limited people, limited capital, and maximum uncertainty — how exactly does learning happen? Is it from the founder's head, team discussion, customer interaction, or something else entirely?

Built on Peter Senge's Learning Organisation, knowledge management theory, and organisational agility frameworks — the book grounds each case in established theory before drawing cross-case lessons and building an integrated model for startup learning.

Diverse sectors and growth stages: eFishery (aquaculture), Amartha (fintech/micro-lending), Payfazz (fintech), Credibook (SME bookkeeping), Prosa (AI/NLP), Kazee (data analytics), Sekolahmu (edtech), Halofina (fintech), Eduka System, Azura Labs, Biops, and Triplogic.

The book contextualises startup learning within Indonesia's digital economy — Go-Jek, Tokopedia, Traveloka — and the country's "Making Indonesia 4.0" roadmap, showing how the unique challenges of a developing-economy startup require distinct learning approaches compared to Silicon Valley models.

From ideation → concepting → committing → validating → scaling → establishing: each phase demands different learning mechanisms. The book maps how problem-solution fit, product-market fit, and business model-market fit each require distinct knowledge management approaches.

The book's culmination: a Learning and Organisational Agility for Innovation framework — a practical model that startup founders, managers, and investors can use to intentionally design learning systems that consistently produce innovation, even under resource constraints.

Despite growing research on Dynamic Capabilities (DC) and digital transformation, no study had empirically integrated DC with the Technology-Organisation-Environment (TOE) framework in banking DT and innovation. This study fills that gap.

The model identifies five capabilities: Technology (IT management & integration), Organisational (structure, culture, agility), Strategy (digital vision & roadmap), Ecosystem (partner & customer networks), and GRC (Governance, Risk, Compliance).

325 respondents from 48 Indonesian banks — including state-owned, regional development, national private, Islamic, and conventional banks. Analysed using PLS-SEM.

Strategy capability strongly drives DT (+) but negatively impacts innovation (−). Organisational capability strongly drives innovation (+) but negatively impacts DT (−). Banks must manage these tensions deliberately.

Innovation partially mediates the relationship between all four organisational capabilities and digital transformation — with a consistent 50% Variance Accounted For (VAF) across all paths.

GRC capability acts as a moderating variable — when included, bank performance (R² = 0.567) exceeds the model without it (R² = 0.555). Governance and compliance integration is a performance amplifier.

RQ1: How do three ownership structures — BUMDes, cooperative, and community group (Pokmas) — shape benefit-sharing and cost-burden allocation in community renewable energy systems?

RQ2: What institutional factors — profit-sharing rules, citizen participation, and payment enforcement — differentiate financially self-sustaining systems from those that degrade?

Three integrated lenses: Inclusive Business Model (IBM) via Business Model Canvas adaptation; Energy Justice framework (distributive, procedural, recognition justice); and New Institutional Economics based on Ostrom's common-pool resource governance principles.

Mixed-methods (QUAL → quan): comparative multiple case study across three sites with maximum variation sampling — (1) BUMDes-managed solar PV mini-grid in East Indonesia/Kalimantan, (2) informal Pokmas legacy micro-hydro in Sulawesi, (3) cooperative-based micro-hydro in West Java/Sumatra. Four triangulated data sources: financial performance data, household/SME surveys (n=120), in-depth interviews, and institutional document review.

(a) Comparative value distribution profiles showing which ownership type is most inclusive in rural Indonesia; (b) empirical evidence that community engagement and explicit surplus rules are strong predictors of payment compliance; (c) 4–6 actionable institutional design principles for Bank Indonesia, KESDM, and commercial banks as risk assessment parameters for community renewable energy project financing.

Addresses a critical gap in Indonesia's green finance ecosystem: Bank Indonesia and commercial banks lack standardised tools to assess community energy project viability from a governance quality perspective. Conventional risk assessment instruments do not measure institutional variables that are proven determinants of system sustainability.

Indonesia's renewable energy mix reached only 16.32% in H1 2025 against a 23% target. BPK documented 140+ community mini-grid failures with IDR 1.17 trillion in losses. 70% of 199 World Bank-monitored micro-hydro systems were abandoned. This research directly addresses systematic business model and governance failures behind these statistics.

Identify key internal resources supporting OR; examine how dynamic capabilities are enacted under crisis; explore how resource–capability interaction shapes adaptive outcomes.

Qualitative design — semi-structured interviews with senior leaders and founders from 9 ECCs operating 25+ years in Indonesia. Thematic analysis via MAXQDA.

Resilience is underpinned by long-standing client relationships, experienced personnel, institutional trust, and sector-specific expertise. Firms enact capabilities by sensing demand shifts, seizing collaboration opportunities, and transforming through operational flexibility and digital adaptation.

Demonstrates resilience as a higher-order outcome of dynamic alignment between RBV resources and DCT processes — refined for emerging market, knowledge-intensive professional service contexts.

Qualitative multiple case study — semi-structured interviews with 10 senior leaders from 9 long-established ECCs (25+ years) and a national consultant association representative. Thematic analysis.

Founder dependency, unstructured succession processes, generational misalignment, passive board roles, and resistance to change.

Mentoring, collaborative leadership development, board engagement, and leadership-linked shares — enabling continuity, knowledge retention, and stakeholder trust.

Positions succession as a mechanism of organizational fit; advances contingency theory in professional service firms; offers a four-phase succession-planning framework for ECCs in emerging economies.

Q methodology — first application of this method to the topic of microgrid interoperability. Captures the subjectivity and diversity of expert stakeholder opinions through structured sorting of statements.

(1) Harmonization Promoters · (2) Industry Allies · (3) Tech Proponents · (4) Public Advocates — differing in views on standardization, technical features, and stakeholder roles.

Competing priorities across technical, regulatory, and market considerations create complexity in decision-making on interoperability approaches — despite some areas of consensus.

Advances theoretical understanding of interoperability in decentralized energy systems; provides practical insights for more inclusive and effective interoperability strategies grounded in primary stakeholder data.

Two scenarios compared using DCF and ROV with binomial lattice: Base case (design → construction immediately) vs. Alternative case (2-year delay for market validation). Abandon option assessed after design phase.

Both cases economically feasible: Base NPV = US$1,085M (IRR 11.87%); Alternative NPV = US$812M (IRR 11.78%) — both above the 11% target IRR.

Managerial flexibility adds option value of US$1,546M (Base) and US$795M (Alternative) on top of NPV — demonstrating ROV's superior ability to capture uncertainty and irreversibility.

First study applying ROV to an integrated refinery and petrochemical project in Indonesia. Demonstrates that ROV provides more comprehensive investment recommendations than DCF under long-term uncertainty.

Qualitative research — nine interviews with spin-off founders, inventors, the director of the Technology Transfer Office, head of the university incubator, technopark manager, and university company director.

IPR protection, patent incentives, royalties, matching funds between university and industry, and the TTO as matchmaker between inventors and startup founders.

Each growth level of a spin-off requires specific, differentiated policies and supports — a one-size-fits-all approach is insufficient for guiding spin-offs toward becoming established companies.

Theoretical: a growth-level policy framework for university spin-offs. Practical: actionable guidance for university management, TTO directors, and incubator managers at research-intensive institutions.

Survey of 356 participants covering 13 AV adoption factors. Cluster analysis used to segment potential adopters into four distinct market profiles.

C1 (27%) — sustainability & performance, needs trust assurance · C2 (16%) — enjoyment & emotional safety, low media influence · C3 (38%) — emotional safety & usefulness, low media influence · C4 (18%) — enjoyment & usefulness, least influenced by media & hedonic motivation.

Four-stage adoption roadmap: (1) build trust & safety; (2) enhance perceptions via targeted marketing; (3) leverage social influence to broaden reach; (4) sustain enthusiasm with simplified approaches and incentives.

First cluster-based AV adoption study focused on Nusantara — providing actionable market segmentation for policymakers and AV developers entering Indonesia's new capital context.

Quarterly time series data from Q1 2010 to Q2 2022. Five constructs modelled via Partial Least Squares-Structural Equation Modeling (PLS-SEM) across short-, medium-, and long-term CLI horizons.

Short Leading Economic Index (SLEI): Manufacturing PMI + IDX Composite Stock Price Index. International Trade Channel (ITC): nine export-import indicators.

Fiscal Cycle (FC): GDP per capita, manufacturing investment, oil prices, CPI. Monetary Cycle (MC): Policy Interest Rate + Real Effective Exchange Rate.

Demonstrates that integrated, interconnected CLIs outperform individual CLIs in predictive accuracy — supporting PLS-SEM as a viable tool for manufacturing cycle forecasting and industrial early warning system design in Indonesia.

Qualitative case study of eFishery — an IoT aquaculture startup. Data collected through interviews with respondents from both the technology provider and potential customer sides.

Knowledge transfer reduces asymmetry and enables mutual learning between provider and customers — increasing absorptive capacities on both sides. Both formal and informal transfer mechanisms occur, with implementation depending on customer absorptive capacity levels.

Customers provide useful product insights to the provider regardless of their absorptive capacity level — reversing the assumption that knowledge flow is unidirectional from provider to customer.

Advances understanding of knowledge asymmetry in technology adoption, particularly for IoT startups in emerging markets. Demonstrates bidirectional knowledge flow as a mechanism for overcoming adoption barriers.

Longitudinal data from publicly listed Indonesian firms. Machine learning techniques applied to develop a multiclass framework capturing firm transitions across varying financial conditions over time.

Recurring distress — characterized by fragile, unstable recovery — is the hardest state to identify due to ambiguity in transitional financial conditions. Recovery trajectories are heterogeneous: rapid recoveries are more distinct than slow, complex adjustment paths.

Firm characteristics, financial conditions, and strategic responses collectively shape recovery dynamics. Restructuring efforts are frequently associated with improved recovery prospects; high leverage often constrains recovery.

Introduces a dynamic, process-oriented perspective on financial distress — shifting from binary prediction to multiclass state-transition modelling shaped by the continuous interaction between firm-level conditions and strategic adaptation.