Peran Administrasi Digital dalam Pengelolaan Startup Mahasiswa pada Era Transformasi Teknologi

Authors

  • Yulianti Toralawe Universitas Negeri Gorontalo
  • Neva Lionitha Ibrahim Universitas Negeri Gorontalo
  • Imam Prawiranegara Gani Universitas Negeri Gorontalo

DOI:

https://doi.org/10.30640/jmcbus.v4i2.6976

Keywords:

Digital Administration, Digital Entrepreneurship, Digital Transformation, Management Effectiveness, Student Startups

Abstract

Digital transformation has encouraged the emergence of student startups that utilize technology to support business operations and service delivery. However, studies specifically examining the role of digital administration in managing student startups remain limited, as previous research has primarily focused on business innovation and digital marketing. This study aims to analyze the role of digital administration in the management of student startups in the era of technological transformation. A descriptive qualitative approach was employed through structured interviews with five student startup managers. The findings reveal that digital administration contributes significantly to data management efficiency, administrative service speed, information accuracy, information accessibility, and work productivity. The use of websites, social media, and cloud-based services enables startups to manage information systematically, improve service quality, and enhance operational effectiveness. The study implies that universities should strengthen students’ digital administration competencies through training, mentoring, and digital infrastructure support to foster innovative, sustainable, and competitive student startups.

References

Bharadwaj, A., El Sawy, O. A., Pavlou, P. A., & Venkatraman, N. (2013). Digital business strategy and value creation. MIS Quarterly, 37(2), 471–482. https://doi.org/10.25300/MISQ/2013/37.2.03

Bresciani, S., Ferraris, A., Romano, M., & Santoro, G. (2021). Digital transformation management for agile organizations. Management Decision, 59(8), 1730–1744. https://doi.org/10.1108/MD-09-2020-1237

Correani, A., De Massis, A., Frattini, F., Petruzzelli, A. M., & Natalicchio, A. (2020). Implementing a digital strategy: Learning from the experience of three digital transformation projects. California Management Review, 62(4), 37–56. https://doi.org/10.1177/0008125620934864

Ellström, D., Holtström, J., Berg, E., & Josefsson, C. (2022). Dynamic capabilities for digital transformation. Journal of Strategy and Management, 15(2), 272–286. https://doi.org/10.1108/JSMA-04-2021-0089

Fitzgerald, M., Kruschwitz, N., Bonnet, D., & Welch, M. (2014). Embracing digital technology: A new strategic imperative. MIT Sloan Management Review, 55(2), 1–12. https://doi.org/10.7551/mitpress/9780262042406.003.0012

Gong, C., & Ribiere, V. (2021). Developing a unified definition of digital transformation. Technovation, 102, 102217. https://doi.org/10.1016/j.technovation.2020.102217

Hanelt, A., Bohnsack, R., Marz, D., & Antunes Marante, C. (2021). A systematic review of digital transformation. Journal of Management Studies, 58(5), 1159–1197. https://doi.org/10.1111/joms.12690

Jonathan, G., & Haron, H. (2016). Digital administration and organizational effectiveness. International Journal of Business and Management, 11(5), 185–194.

Kraus, S., Durst, S., Ferreira, J. J., Veiga, P., Kailer, N., & Weinmann, A. (2022). Digital transformation in business and management research. Management Decision, 60(13), 1–27. https://doi.org/10.1108/MD-09-2021-1232

Li, F. (2020). The digital transformation of business models in the creative industries: A holistic framework and emerging trends. Technovation, 92–93, 102012. https://doi.org/10.1016/j.technovation.2017.12.004

Matt, C., Hess, T., & Benlian, A. (2015). Digital transformation strategies. Business & Information Systems Engineering, 57(5), 339–343. https://doi.org/10.1007/s12599-015-0401-5

Nambisan, S., Wright, M., & Feldman, M. (2019). The digital transformation of innovation and entrepreneurship. Research Policy, 48(8), 103773. https://doi.org/10.1016/j.respol.2019.103773

Reis, J., Amorim, M., Melão, N., & Cohen, Y. (2018). Digital transformation: A literature review and guidelines for future research. In Á. Rocha, H. Adeli, L. P. Reis, & S. Costanzo (Eds.), World Conference on Information Systems and Technologies (pp. 411–421). Springer. https://doi.org/10.1007/978-3-319-77703-0_41

Sahut, J. M., Iandoli, L., & Teulon, F. (2021). The age of digital entrepreneurship. Small Business Economics, 56(3), 1159–1169. https://doi.org/10.1007/s11187-019-00260-8

Sebastian, I. M., Ross, J. W., Beath, C. M., Mocker, M., Moloney, K. G., & Fonstad, N. O. (2017). How big old companies navigate digital transformation. MIS Quarterly Executive, 16(3), 197–213. https://doi.org/10.4324/9780429286797-10

Spender, J. C., Corvello, V., Grimaldi, M., & Rippa, P. (2017). Startups and open innovation: A review of the literature. European Journal of Innovation Management, 20(1), 4–30. https://doi.org/10.1108/EJIM-12-2015-0131

Verhoef, P. C., Broekhuizen, T., Bart, Y., Bhattacharya, A., Dong, J., Fabian, N., & Haenlein, M. (2021). Digital transformation: A multidisciplinary reflection and research agenda. Journal of Business Research, 122, 889–901. https://doi.org/10.1016/j.jbusres.2019.09.022

Vial, G. (2019). Understanding digital transformation: A review and a research agenda. The Journal of Strategic Information Systems, 28(2), 118–144. https://doi.org/10.1016/j.jsis.2019.01.003

Warner, K. S. R., & Wäger, M. (2019). Building dynamic capabilities for digital transformation. Long Range Planning, 52(3), 326–349. https://doi.org/10.1016/j.lrp.2018.12.001

Westerman, G., Bonnet, D., & McAfee, A. (2014). Leading digital: Turning technology into business transformation. Harvard Business Review Press.

Downloads

Published

2026-04-30

How to Cite

Yulianti Toralawe, Neva Lionitha Ibrahim, & Imam Prawiranegara Gani. (2026). Peran Administrasi Digital dalam Pengelolaan Startup Mahasiswa pada Era Transformasi Teknologi. Journal of Management and Creative Business, 4(2), 459–475. https://doi.org/10.30640/jmcbus.v4i2.6976