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NAVIGATING INTERGENERATIONAL TENSIONS IN DIGITAL MARKETING ADOPTION AND IMPLEMENTATION: EVIDENCE FROM INDONESIAN FAMILY MICRO-ENTERPRISES

Journal of Business Studies and Management Review · Vol. 9 No. 1 (2025) · hlm. 22–30

DOI
10.22437/jbsmr.v9i1.50789
ISSN
2597-6265, 2597-369X
Terbit
2025-12-31
Penerbit
Management Department, Faculty of Economics and Business, Universitas Jambi
Bahasa
en
Lisensi
creativecommons.org/licenses/by/4.0

Abstrak

Family micro-enterprises (FMEs) constitute the majority of business entities in Indonesia. Despite their vital role as the backbone of regional economies, FMEs face challenges in innovation, including intergenerational tensions during the adoption and implementation of digital marketing. Using a qualitative approach, this study involves 24 informants from 12 FMEs in Sumatra, Indonesia. By applying a dynamic capabilities (DCs) perspective, this study explores how FME successors can navigate intergenerational tensions and turn them into opportunities to adopt and implement digital marketing. The findings identify four sources of intergenerational tensions: (1) founders’ control and comparisons, (2) identity and value preservation, (3) digital literacy gaps, and (4) emotional decency. When strategically managed, these tensions can become spaces for relational negotiations among founders and successors. These negotiations depend on the successors’ DCs, which involve (1) sensing opportunities to engage, (2) seizing opportunities for experimentation, and (3) reconfiguring traditional routines for digital transformation. Therefore, this study contributes to family business and digital marketing literature by showing that DCs, in the context of FMEs, are socially embedded and developed through daily negotiations.

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Sumber metadata: OAI-PMH (metadata jurnal) https://online-journal.unja.ac.id/index.php/jbsmr/oai, pertama di-harvest 6 Nov 2026, terakhir terlihat 8 Nov 2026.
Metadata asli (oai_dc) 
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	<dc:title xml:lang="en">NAVIGATING INTERGENERATIONAL TENSIONS IN DIGITAL MARKETING ADOPTION AND IMPLEMENTATION: EVIDENCE FROM INDONESIAN FAMILY MICRO-ENTERPRISES</dc:title>
	<dc:creator xml:lang="en">Fatricia, Raja Sharah</dc:creator>
	<dc:creator xml:lang="en">Ramadhan, Raihan Fajri</dc:creator>
	<dc:creator xml:lang="en">Sabrina, Hanan Laras</dc:creator>
	<dc:subject xml:lang="en">family business, intergenerational tensions, family micro-enterprises, digital marketing, dynamic capabilities</dc:subject>
	<dc:description xml:lang="en">Family micro-enterprises (FMEs) constitute the majority of business entities in Indonesia. Despite their vital role as the backbone of regional economies, FMEs face challenges in innovation, including intergenerational tensions during the adoption and implementation of digital marketing. Using a qualitative approach, this study involves 24 informants from 12 FMEs in Sumatra, Indonesia. By applying a dynamic capabilities (DCs) perspective, this study explores how FME successors can navigate intergenerational tensions and turn them into opportunities to adopt and implement digital marketing. The findings identify four sources of intergenerational tensions: (1) founders’ control and comparisons, (2) identity and value preservation, (3) digital literacy gaps, and (4) emotional decency. When strategically managed, these tensions can become spaces for relational negotiations among founders and successors. These negotiations depend on the successors’ DCs, which involve (1) sensing opportunities to engage, (2) seizing opportunities for experimentation, and (3) reconfiguring traditional routines for digital transformation. Therefore, this study contributes to family business and digital marketing literature by showing that DCs, in the context of FMEs, are socially embedded and developed through daily negotiations.</dc:description>
	<dc:publisher xml:lang="en">Management Department, Faculty of Economics and Business, Universitas Jambi</dc:publisher>
	<dc:date>2025-12-31</dc:date>
	<dc:type>info:eu-repo/semantics/article</dc:type>
	<dc:type>info:eu-repo/semantics/publishedVersion</dc:type>
	<dc:format>application/pdf</dc:format>
	<dc:identifier>https://online-journal.unja.ac.id/jbsmr/article/view/50789</dc:identifier>
	<dc:identifier>10.22437/jbsmr.v9i1.50789</dc:identifier>
	<dc:source xml:lang="en">Journal of Business Studies and Management Review; Vol. 9 No. 1 (2025): JBSMR, Vol 9 No.1 December 2025; 22-30</dc:source>
	<dc:source>2597-6265</dc:source>
	<dc:source>2597-369X</dc:source>
	<dc:language>en</dc:language>
	<dc:relation>https://online-journal.unja.ac.id/jbsmr/article/view/50789/23184</dc:relation>
	<dc:rights xml:lang="en">Copyright (c) 2025 Raja Sharah Fatricia, Raihan Fajri Ramadhan, Hanan Laras Sabrina</dc:rights>
	<dc:rights xml:lang="en">https://creativecommons.org/licenses/by/4.0</dc:rights>
</oai_dc:dc>