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This research is intended to investigate the effect of digital transformation, strategic partnerships, and service innovation on partnership performance. The population in this study is made up of 95 organizations that are partners of the Ministry of Finance in receiving state revenues. The research is explanatory research with a quantitative approach that collects data by distributing questionnaires to 95 managers from different organizations. The data was analyzed using structural equation modelling and partial least squares with SmartPLS software. The results show that digital transformation has an insignificant effect on partnership performance, while the other variables, namely strategic partnership and service innovation, have a significant effect on partnership performance. However, with the mediating variable service innovation, the effect of both digital transformation and strategic partnership becomes significant. The results of this study suggest that organizations must apply digital transformation to service innovation to obtain the desired partnership performance.

The Cultural and Creative Industries (CCI) thrive on innovation and creativity, necessitating robust cross-domain collaboration among diverse stakeholders. However, the current state of CCI co-creation mechanisms is marked by inadequacies. The primary objective is to provide practical and effective strategic guidance for co-creation endeavors within the dynamic CCI landscape. This study employs the Root Cause Analysis (RCA) method to identify and analyze critical elements for industrial co-creation, offering a comprehensive framework for understanding the intricacies of co-creation processes. The Cultural and Creative Industries Digital Business Ecosystem (CCI-DBE) model is then developed to encompass four foundational pillars: participation of multiple stakeholders, mechanism of co-creation, uniqueness of consumer experience, and output of co-created value. Participation of multiple stakeholders recognizes the importance of integrating perspectives from content creators, other companies, suppliers, and customers. The mechanism of co-creation delves into the necessity of a robust platform, supported by technological infrastructure, to facilitate seamless resource and knowledge exchange. The uniqueness of consumer experience emphasizes the need for tailoring offerings to meet consumers' unique experiential and meaningful needs. Output of co-created value focuses on enhancing product novelty, resource sharing, communication efficiency, information interaction, and cross-domain integration. This CCI-DBE model not only contributes to academic discourse but also provides actionable insights for practitioners seeking to navigate and enhance the co-creation process within the evolving CCI landscape. It stands as a valuable guide for fostering innovation, collaboration, and strategic alignment in the CCI sector.

The primary aim of this research is to investigate the impact of value co-creation utilizing the Service-Dominant Logic (SDL) approach on partner satisfaction, which subsequently fosters loyalty, commitment, and trust among B2B organizations. The present study examined petrogenic partners manufactured by PT Petrokimia Gresik, an Indonesian government-owned enterprise tasked with assisting in the production of organic fertilizers. The present study employed a survey methodology to gather data from 139 petrogenic supplier partners. As a form of SDL, value co-creation with supply partners through training, development programs, knowledge sharing, and standard-setting influences their satisfaction with the cooperative relationship, which ultimately increases their commitment and loyalty to PT Petrokimia Gresik and fosters trust. The findings of this research indicate that business-to-business (B2B) organizations must prioritize their relationships with business partners, particularly suppliers. By engaging suppliers in the value co-creation process, organizations can foster supplier loyalty and satisfaction, ultimately leading to the achievement of high-quality production outcomes.