Intrapreneurial Strategic Renewal in an Indonesian State-Owned Shipyard: An Integrated Resource and Industry Analysis
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Abstract
State-owned industrial enterprises must renew their established operations while dealing with public-sector governance, high levels of capital investment, and fluctuating demand from business to business. This study aims to examine how an Indonesian state-owned shipyard transforms its existing resources into intrapreneurial strategic renewal in the face of pressures from both the industry and the governance structure. A qualitative descriptive case study method was carried out, the data being gathered between January and June 2025 via semi-structured interviews with nine managerial informants, direct observation, and the use of company documents. The evidence was coded and gradually sorted into three categories: internal resource conditions, external pressures, and strategic options. The results show a three-layer configuration relating resources to renewal: differentiating resources generate strategic potential; enabling routines bring those resources into play and link them to customers and implementation; and renewal constraints decide whether the deployment can be repeated at an acceptable level of risk. In the case of the shipyard in question, the graving-dock capacity, the expertise in propulsion, and the CNC capability offer differentiation potential, while the outdated equipment, the gaps in certification and in succession, and the centralized arrangements for working capital hinder the transformation into a repeatable advantage. This study extends the RBV framework by specifying the organizational mechanism for conversion, supplements dynamic-capability theory by identifying reconfiguration within operating and governance arrangements, and refines the concept of public-sector corporate entrepreneurship by demonstrating how limited managerial discretion can support renewal without giving up accountability.
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