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Members' behaviour to support change is a critical factor in organisational change. Building on social cognitive theory, this research investigates how empowering leadership (EL) contributes to behavioural support for change in higher education. The paper argues that the relationship between EL and behavioural support for change is moderated by diversity climate.

To test the hypotheses, 107 colleges from the highest-ranking 11 universities in Indonesia, consisting of 1,634 faculties, participated in this study.

Members would experience higher support for change with EL. Furthermore, the positive relationship between EL and behavioural support for change was stronger in members who perceived a more diverse climate.

This study empirically tested how behaviour to support change was determined by leaders' empowering behaviour based on social cognitive theory in a high-power distance culture. In terms of its methodological contributions, this study used a multi-level analysis in order to test EL. Finally, the research on behavioural support for change has been expanded upon through a unit-level analysis.

This paper aims to devise a framework for mapping and designing business ecosystems and to demonstrate its effectiveness in crafting digital transformation for traditional marketplaces.

A digital business ecosystem framework is developed as a Value Exchange Network (VEN) to analyze both the existing marketplace business ecosystem and a prospective digital marketplace ecosystem. The transformation process is divided into four stages. The first stage begins with describing the case and mapping it onto the framework as a business ecosystem depicted in a Value Exchange Network Diagram (VEND). In the second stage, a future or new business ecosystem is designed and represented using VEND. The third stage involves developing guidelines for the digital transformation. Finally, the fourth stage focuses on creating a management tool to operate and expand the new digital business ecosystem.

Traditional marketplaces in Indonesia face significant threats from hypermarkets, supermarkets, minimarkets and the growing preference of the younger generation for digital marketplaces, especially after the COVID-19 pandemic. Our framework (VEN) offers a structured approach to support traditional marketplaces in undergoing digital transformation through four stages.

This paper showcases the expressive power of our business ecosystem framework. The digital transformation of the traditional marketplace presented here serves as an example application of the framework. However, the framework has yet to be tested in a real-world digital transformation project.

This paper offers direction and guidelines for the digital transformation journey of traditional marketplaces using the VEN framework.

This paper uses an innovative framework for mapping, analyzing and constructing business ecosystems, presenting a four-stage method to outline the digital transformation of traditional marketplaces. The adoption of ecosystem thinking in the pursuit of digitally transforming conventional marketplaces is novel, offering a comprehensive approach to this transformation.

Based on Resource Conservation (COR) theory, this study explores the antecedent of team change capability, which consists of the dimensions of learning, process and context and examines how, under the empowering leadership (EL) of middle managers, team change capability (TCC) may be built through team psychological capital (TPSyCap).

The study was conducted with 853 respondents and 55 teams from 11 leading autonomous higher education institutions (AHEIs) in Indonesia.

The results show that EL is positively related to TPsyCap, which mediates the relationship between EL and TCC, particularly for TCC learning capability. However, TPsyCap does not mediate the effect of EL on TCC process capability and TCC- context capability.

This study enriches existing leadership literature, which is considered relevant in building organizational change capabilities, particularly on a team level. Furthermore, the findings reveal TPsyCap is an important intervention mechanism in catalyzing the relationship between EL and TCC.

This study investigates how, in the context of organizational change initiatives, the adoption of empowering leadership can foster positive social exchange relationships between leaders and subordinates, in turn, neutralizing cynicism about organizational change (CAOC) and allowing follower championing behavior (FCB) to emerge.

The authors analyzed data from 908 faculty members from 11 top-rated public universities in Indonesia. The data used in this research are multisource, so the data processing steps are rwg and ICC tests, data quality testing, and hypothesis testing.

The authors found that CAOC among these members had a negative effect on their FCB, but this negative effect was buffered by the presence of empowering leadership.

The authors' research captures perceptions at one point in time. Future research could adopt a longitudinal approach to simulate empowering leadership stimuli and investigate the impacts of FCB.

This study contributes to Indonesian business management, which exhibits a culture of high power distance. The findings suggest that managers should improve managers' interpersonal communication with subordinates and consider managers' feelings toward change in the organization so that managers' subordinates will provide feedback in the form of decreasing cynicism and will exhibit FCB.

This study contributes to the understanding of why CAOC may not be expressed explicitly in Asian countries due to Asian collectivist and high power-distance values that discourage subordinates from voicing their disagreement with change initiatives.