Supporting Dataset for: Strategic Adaptation Under Digital Disruption — A Comparative Case Study of Indonesian Firms Through the Dynamic Capabilities Lens (Kopi Tuku and Matahari Department Store)

Description

This dataset supports a qualitative comparative case study examining how dynamic capabilities shape the strategic adaptation of Indonesian firms under digital disruption. The study compares two firms with contrasting adaptation trajectories, namely Kopi Tuku as a local F&B brand that achieved digital-driven growth, and Matahari Department Store as an incumbent retailer that experienced decline amid intensifying digital market pressure. The dataset includes a cross-case comparison table that is structured around the three dynamic capabilities dimensions, namely sensing, seizing, and transforming, along with supporting evidence and source references for each case. In addition, the dataset contains a secondary data sources inventory that lists all documentary sources used in the analysis, categorized by firm and data type. Furthermore, the dataset provides a thematic coding summary that presents the open coding results mapped to dynamic capabilities dimensions and strategic adaptation indicators. All data were derived from publicly available secondary sources, such as academic publications, company annual reports, press releases, and credible media reports. No primary or confidential data were collected. This dataset is intended to support transparency, traceability, and replicability of the analytical process as described in the accompanying paper.

Steps to reproduce

This dataset was produced through the following analytical steps: 1. Case Selection: Two Indonesian firms were selected using purposive sampling based on four criteria: (a) operating within the Indonesian business context, (b) demonstrably impacted by digital disruption, (c) possessing a documented track record of digital adaptation responses, and (d) offering clear theoretical contrast in dynamic capabilities performance. 2. Data Collection: Secondary data were gathered from publicly available sources including academic publications, company annual reports, press releases, credible media reports, and official company communications. Each case was maintained as a separate database. 3. Within-Case Analysis: Data from each case were repeatedly reviewed and organized into strategic chronologies and thematic patterns across the three dynamic capabilities dimensions: sensing, seizing, and transforming. 4. Thematic Coding: Open coding was applied to identify recurring themes, which were then grouped into broader categories associated with strategic adaptation and organizational resilience. 5. Cross-Case Analysis: Patterns across both cases were compared to identify similarities, divergences, and theoretical explanations, following Miles et al. (2014). 6. Pattern Matching: Empirical observations were compared against theoretical expectations from Teece et al. (1997) dynamic capabilities framework. All steps and source references are documented in the accompanying Excel dataset file across Sheets 1–3.

Institutions

• Binus University

  Jakarta, Jakarta

Categories

Funders

• Binus University

  Jakarta

Licence