







































 

 

 

EDUCATIO : Journal Of Education 
Volume 8 , Number 1, May 2023 

 ISSN : 2579-8383 (Print) ISSN : 2579-8405 (Online) 

 z 

  

Fostering Sustainable Creativity and Innovation in Islamic 

Creative Organizations  

  
Bachtiar Hariyadi1 , Agus Setyawanto2, Tontowi3  

Universitas Sunan Giri Surabaya 

bachtiar@unsuri.ac.id, agusdady9@gmail.com 
, 
towiton810@gmail.com

 

 

Accepted: 

Marc 8th 2023 

Reviewed: 

Apr 13th 2023 

Published: 

May 30th 2023 

 

Abstract :One of the prominent trends in modern creative organizations is involving organizational 

stakeholders in idea development, promoting cooperation, sharing knowledge, and fostering creative 

expression. Changes in the value writing process have become essential factors in creating innovation. This 

research aims to analyze how innovative organizations, such as publishers, utilize their ability to manage 

communication channels to foster stakeholder involvement in the value writing process collectively during 

innovation. Through a case study approach, this research involves 25 Islamic publishers of the Indonesian 

Publishers Association, utilizing websites and the social network Facebook as communication tools. The 

research findings indicate that idea and project development, networking, collaboration, knowledge sharing, 

opportunities for non-formal learning, discussion platform creation, and feedback are crucial factors driving 

stakeholder involvement in enhancing added value in the innovation process. 

 

Keywords : communication, creative organization, creativity, innovation, innovative knowledge. 

 

 

Introduction  

The increasing social-economic changes that have occurred significantly in the early 

21st century have highlighted the growing relationship between culture and economy. As a 

major source of innovation in the modern economy, the creative industry plays a crucial role 

in generating ideas that can be applied across various sectors1. The creative industry 

encompasses technology, media, and business, while creativity is closely related to the 

manifestation of knowledge and skills in an environment filled with technology and media-

oriented business 2. The creative industry is considered a sector with significant economic 

potential. It has been observed that by developing inter-sectoral innovations, the creative 

economy influences social development 3. These processes are multi-faceted, complex, and 

 
1 Leonid Melnyk et al., “CREATIVE ECONOMY AS THE MAIN DIRECTION OF FORMING A 

SOCIALLY ORIENTED ECONOMY,” Vìsnik Sumsʹkogo deržavnogo unìversitetu 2022, no. 4 (2022): 52–60, 
http://dx.doi.org/10.21272/1817-9215.2022.4-06. 

2 Podolchak Nazar et al., “Improving the Assessment of Personnel Security Level and Its Control Using 
Human Intellectual Activity Simulation Model,” 2022 12th International Conference on Advanced Computer Information 
Technologies (ACIT) (IEEE, 2022), http://dx.doi.org/10.1109/acit54803.2022.9912745; Rizwanul Islam, 
“Structural Transformation and Alternative Pathways to the Lewis Turning Point,” Rural Labour Mobility in 
Times of Structural Transformation: Dynamics and Perspectives from Asian Economies (2017): 15–34. 

3 Maryna Hrysenko, Olena Pryiatelchuk, and Liudmila Shvorak, “CORRELATION AND 
INTERACTION OF ECONOMIC CREATIVITY FACTORS AS A DETERMINANT OF 
SUSTAINABLE DEVELOPMENT (ON THE EXAMPLE OF THE EU COUNTRIES),” Baltic Journal of 
Economic Studies 8, no. 2 (2022): 59–67, http://dx.doi.org/10.30525/2256-0742/2022-8-2-59-67; Rowandhy 

mailto:bachtiar@unsuri.ac.id
mailto:agusdady9@gmail.com


  
 
 
 
 

  

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have specific characteristics. 

Various authors who analyze innovation activities emphasize important aspects, such 

as the strategic approach of organizations to innovation activities 4, the need for effective 

knowledge management 5 , the need for innovative leadership 6, the importance of 

organizational creativity 7, the significance of innovative organizational culture 8, and the 

crucial role of communication in the innovation writing and implementation process 9. All 

these aspects are essential, but it raises the question of how all the crucial components of 

these innovation activities can be activated, and how their interaction can be promoted to 

achieve sustainable and effective innovation activities for organizations. 

One of the most relevant issues faced by modern organizations is how to increase 

the scale and efficiency of innovation in modern organizations. One prominent modern 

trend that helps generate innovation is involving organizational stakeholders in the value 

writing process by promoting collaboration, knowledge sharing, and creative expressions 10. 

The creative industry is considered a highly active sector in innovation. Therefore, in the 

context of current relevant issues, a very significant research problem arises: enabling the 

interaction between communication, knowledge, and creativity in developing innovation in 

creative organizations and involving all stakeholder groups in the value writing process. 

This research aims to identify how communication management solutions determine 

the creativity of organizational stakeholder groups in creating sustainable knowledge-based 

 

Saleh, “Creative Economy Development Toward Stability of National Economy (Indonesia),” Journal Research 
of Social, Science, Economics, and Management 1, no. 7 (2022): 809–817, 
http://dx.doi.org/10.36418/jrssem.v1i7.110. 

4 Paolo Di Toma, “Business Model Innovation and the Board in Start-up Companies: A Dynamic 
Capabilities Perspective,” Contextual Heterogeneity in Entrepreneurship Research (Edward Elgar Publishing, 2021), 
http://dx.doi.org/10.4337/9781802200201.00010; Diéssica Oliveira-Dias et al., “Fostering Business Model 
Innovation for Sustainability: A Dynamic Capabilities Perspective,” Management Decision 60, no. 13 (2022): 105–
129, http://dx.doi.org/10.1108/md-05-2021-0590. 

5 T A Akimochkina, O Yu. Rudakova, and N M Abramov, “INTELLECTUAL PROPERTY 
MANAGEMENT SYSTEM AS A FACTOR OF THE EFFICIENCY OF INNOVATIVE ACTIVITIES 
AND ORGANIZATION SECURITY,” Economics Profession Business, no. 4 (2022): 5–12, 
http://dx.doi.org/10.14258/epb202250. 

6 Frank Lattuch, “Building Innovation Capabilities through Human Resources Practices,” Strategic HR Review 
20, no. 5 (2021): 162–167, http://dx.doi.org/10.1108/shr-05-2021-0021; Barid Nizarudin Wajdi, “The 

Differences Between Management And Leadership,” Sinergi : Jurnal Ilmiah Ilmu Manajemen 7, no. 1 (July 21, 
2017), accessed October 21, 2017, http://ejournal.unitomo.ac.id/index.php/feb/article/view/31. 

7 Alexander Brem, Volker Bilgram, and Anna Marchuk, “How Crowdfunding Platforms Change the Nature 
of User Innovation – from Problem Solving to Entrepreneurship,” Technological Forecasting and Social Change 144 
(2019): 348–360, http://dx.doi.org/10.1016/j.techfore.2017.11.020. 

8 Yongxin Liao et al., “The Impact of the Fourth Industrial Revolution: A Cross-Country/Region 
Comparison,” Production 28 (2018); Camelia Delia Voicu et al., “STEAM Implementation in Preschool and 
Primary School Education: Experiences from Six Countries,” Early Childhood Education - Innovative Pedagogical 
Approaches in the Post-Modern Era (IntechOpen, 2023), http://dx.doi.org/10.5772/intechopen.107886. 

9 O M Novak, “INNOVATIVE TECHNOLOGIES POTENTIAL IN INCLUSIVE EDUCATION OF 
CHILDREN OF SENIOR PRESCHOOL AGE,” Innovate Pedagogy 2, no. 31 (2021): 101–104, 
http://dx.doi.org/10.32843/2663-6085/2021/31-2.19. 

10 Andreas Hein et al., “Value Co-Creation Practices in Business-to-Business Platform Ecosystems,” 
Electronic Markets 29, no. 3 (2019): 503–518, http://dx.doi.org/10.1007/s12525-019-00337-y; Sanna Ketonen-
Oksi and Katri Valkokari, “Innovation Ecosystems as Structures for Value Co-Creation,” Technology Innovation 
Management Review 9, no. 2 (2019): 25–35, http://dx.doi.org/10.22215/timreview/1216. 



  
 
 
 
 

  

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innovations in the Islamic creative industry. To achieve this goal, the following research 

objectives are formulated: to reveal the importance of communication management as a core 

organizational activity in creating innovation in the context of changes in a dynamic 

environment; to analyze the manifestations of creativity and knowledge management as 

potential factors driving innovation; to uncover the relationship between communication, 

knowledge, and creativity in the process of innovation development in Islamic creative 

organizations; to investigate the possibility of applying the website and social network 

Facebook owned by Islamic publishing organizations in the effort to involve stakeholder 

groups in innovation activities. 

 

Transformation of innovation in creative organizations 

In the era of change and the industrial revolution 4.0, organizations must anticipate 

new directions to achieve progress and competitive advantage in the increasingly intense 

global competition. The industrial era was characterized by mass production, standardization, 

and process planning, while flexibility, choices, and personal responsibility marked the post-

industrial period. Hierarchical structures and vertical relationships have been replaced by 

networks of power, influence, and horizontal connections11 . It is emphasized that modern 

organizations must change to survive in the market 12 . Organizations need to change their 

ways of organizing work and seek new niches to gain a competitive advantage in the global 

space by developing new industry branches, markets, products, and services13. The need for 

innovation becomes even more apparent during economic downturns, as the ability to 

introduce new things is a key driver of economic growth and social welfare. Innovation is a 

source of competitive advantage for every organization14 , the foundation of long-term 

economic growth15,  and a driver of profitability and development16 . 

In the context of global changes, innovation is seen as part of strategic management 

and investments in innovation in various areas of activity enhance operational efficiency, 

 
11 David Kemethofer, “Der Alltag von Schulleitungen: Empirische Befunde Zu Tätigkeitsprofilen Und 

Führungsansätzen,” Gruppe. Interaktion. Organisation. Zeitschrift für Angewandte Organisationspsychologie (GIO) 53, no. 
4 (2022): 427–436, http://dx.doi.org/10.1007/s11612-022-00647-4. 

12 Nazar et al., “Improving the Assessment of Personnel Security Level and Its Control Using Human 
Intellectual Activity Simulation Model.” 

13 Rafael Palacios Bustamente, Xochitl Margarita Cruz Pérez, and María Del Pilar Escott Mota, 
“KNOWLEDGE DOMAIN CAPABILITIES AS A BUSINESS MINDSET IN THE CONTEXT OF 
DIGITAL TRANSFORMATION,” 30th Annual Conference of the International Association for Management of 
Technology (IAMOT 2021) (Curran Associates, Inc., 2021), http://dx.doi.org/10.52202/060557-0022; Khairul 
Islam et al., “Crisis Communication and Learning: The US Higher Education’s Response to a Global 
Pandemic,” The Learning Organization 29, no. 4 (2022): 357–376, http://dx.doi.org/10.1108/tlo-10-2021-0121. 

14 Gulin Idil S Bolatan, Abdulhakim Giadedi, and Tugrul U Daim, “Exploring Acquiring Technologies: 
Adoption, Adaptation, and Knowledge Management,” IEEE Transactions on Engineering Management (2023): 1–
9, http://dx.doi.org/10.1109/tem.2022.3168901; Gianluca Elia et al., “Strategic Business Value from Big Data 
Analytics: An Empirical Analysis of the Mediating Effects of Value Creation Mechanisms,” Information &amp; 
Management 59, no. 8 (2022): 103701, http://dx.doi.org/10.1016/j.im.2022.103701. 

15 A. Zhidebekkyzy, D. Kalmakova, and B. Amangeldiyeva, “IMPLEMENTATION OF CIRCULAR 
ECONOMY PRINCIPLES ACROSS COUNTRIES,” Central Asian Economic Review (2022). 

16 Sebastiano Cupertino, Gianluca Vitale, and Paolo Taticchi, “Interdependencies between Financial and 
Non-Financial Performances: A Holistic and Short-Term Analytical Perspective,” International Journal of 
Productivity and Performance Management (2022), http://dx.doi.org/10.1108/ijppm-02-2022-0075. 



  
 
 
 
 

  

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develop and introduce new equipment, new technologies, management practices, and 

marketing practices17 . Innovation is something new, functional and fundamental, intended 

to replace the old with the new. Innovation doesn't always have to be technology-based; it 

can also occur through service reorganization, marketing and sales methods, financing 

models, and the organizational culture itself, enabling customer benefits and market share to 

increase, optimizing operational and management processes, and enhancing 

competitiveness18 . Special emphasis is given to aspects of rationality, applicability, and 

usefulness as essential in innovation activities19 . In the realm of innovation, creativity, 

knowledge, research activities, and entrepreneurship intersect, turning scientific knowledge 

into physical realities that transform society. It is appropriate to treat innovation activities as 

productive human activities oriented toward transitioning a system from a lower level to a 

higher level. The purpose of this transition is to meet the changing needs of society. 

Changes in the value creation process have become a critical factor in innovation 

development20 . Value creation has always been an essential foundation of any organizational 

activity, but the involvement of stakeholders in co-creating value is a relatively new 

phenomenon. Co-creation occurs when different groups of stakeholders work together to 

create mutually beneficial outcomes21 . The participation of multiple stakeholders in value 

creation enables an understanding of demands and assists in the implementation of 

organizational strategies22 , to respond to market changes, and share knowledge and 

capabilities23 . When looking at value co-creation from an innovation paradigm perspective, 

special emphasis is given to stakeholder collaboration and interaction, highlighting the 

importance of customer contributions to innovation development24 . According to Pfitzer et 

 
17 Marcel Bogers et al., “Strategic Management of Open Innovation: A Dynamic Capabilities Perspective,” 

California Management Review 62, no. 1 (2019): 77–94; Fajar Pasaribu et al., “IMPACT OF STRATEGIC 
LEADERSHIP AND ORGANIZATIONAL INNOVATION ON THE STRATEGIC MANAGEMENT: 
MEDIATIONAL ROLE OF IT CAPABILITY,” Polish Journal of Management Studies 24, no. 2 (2021): 354–369, 
http://dx.doi.org/10.17512/pjms.2021.24.2.22; Leonie Schulte, “Integrating Immediate Gains with 
Sustainable Performance: Systematic Review of Paradox at the Intersection of Strategic Management and 
Innovation,” Management Review Quarterly 72, no. 4 (2021): 1209–1247, http://dx.doi.org/10.1007/s11301-021-
00225-w. 

18 Steven Cavaleri and Kareem Shabana, “Rethinking Sustainability Strategies,” Journal of Strategy and 
Management 11, no. 1 (2018): 2–17, http://dx.doi.org/10.1108/jsma-08-2016-0050. 

19 Muhammad Talhah Ajmain, Nurul Istiqamah Mohamad Zaki, and Siti Nur Hadis A Rahman, “Society 
Values Based On Islamic Education,” AL-WIJDÃN Journal of Islamic Education Studies 7, no. 2 (2022): 291–303, 
http://dx.doi.org/10.58788/alwijdn.v7i2.1833. 

20 Yasir Rashid et al., “Value Co-Creation and Social Media,” European Business Review 31, no. 5 (2019): 761–
784, http://dx.doi.org/10.1108/ebr-05-2018-0106. 

21 Junic Kim and Hwanho Choi, “VALUE CO-CREATION THROUGH SOCIAL MEDIA: A CASE 
STUDY OF A START-UP COMPANY,” Journal of Business Economics and Management 20, no. 1 (2019): 1–19, 
http://dx.doi.org/10.3846/jbem.2019.6262. 

22 Ji Wu et al., “Creating Shared Value and Sport Employees’ Job Performance: The Mediating Effect of 
Work Engagement,” European Sport Management Quarterly 22, no. 2 (2020): 272–291, 
http://dx.doi.org/10.1080/16184742.2020.1779327. 

23 Setyo Riyanto, Endri Endri, and Novita Herlisha, “Effect of Work Motivation and Job Satisfaction on 
Employee Performance: Mediating Role of Employee Engagement,” Problems and Perspectives in Management 19, 
no. 3 (2021): 162–174, http://dx.doi.org/10.21511/ppm.19(3).2021.14. 

24 Mohamad Amir Merhabi, Panagiotis Petridis, and Rushana Khusainova, “Gamification for Brand Value 
Co-Creation: A Systematic Literature Review,” Information 12, no. 9 (2021): 345, 
http://dx.doi.org/10.3390/info12090345; Hanief Saha Ghafur, “Analysis of ICT Development Supporting the 



  
 
 
 
 

  

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al. 25, co-creating value is an open innovation that involves knowledge, information, and 

related skills in various institutional settings and encourages the involvement of multiple 

actors, which is a critical foundation for companies to gain sustainable competitive 

advantage. The digital environment provides opportunities for more active interaction with 

customers and other stakeholders and to leverage their insights in innovation development26  

and enables the development of new digital business models27 . 

Innovation activities in the co-creation of value become more efficient when 

organizations involve a greater number of actors from various settings in their activities28 , 

utilize strategic contacts and partnerships29 , allowing for quicker identification of stakeholder 

needs and issues, listening to and considering various proposals, understanding the value 

dimensions from different group perspectives, enabling the emergence of stakeholder 

creativity and knowledge, promoting knowledge sharing30 , utilizing internal and external 

resources31 , accelerating organizational learning32 , developing new ideas more consistently, 

and ensuring implementation and dissemination33 . The need to foster creative collaboration 

among various stakeholders, generate new ideas, and share knowledge and experiences is 

becoming increasingly important in innovation activities and the value co-creation process; 

therefore, strategic communication management solutions need to be designed. This is 

emphasized by the statement of Ali bin Abi Thollib: 

 

ُمْوا ْيشُْ فَإِّن ُهمْْ اَْوالَدَُكمْْ َعل ِّ مْْ فِّى َسيَعِّ مْْ َخلَقَْ فَإِّنَُّهمْْ َزَمانُِّكمْْ َغْيرَْ َزَمانِّهِّ َونَحنْْ لَِّزَمانِّهِّ  

لَِّزَمانِّنَْا َخلَْقنَا ُْ  

"Teach your children according to their time, for they live in their time, not in yours. 

Indeed, they were created for their time, while you were created for your time." 

 

The dimensions of knowledge management and creativity  

 

E-Learning Implementation on Nadhatul Ulama Universities in Indonesia,” Journal of Social Studies Education 
Research (2021). 

25 Veronica Wells et al., “Student Participation in a DEI Audit as High-Impact Practice,” Journal of Academic 
Librarianship (2023). 

26 Kim and Choi, “VALUE CO-CREATION THROUGH SOCIAL MEDIA: A CASE STUDY OF A 
START-UP COMPANY.” 

27 Salvatore Ammirato et al., “Digital Business Models in Cultural Tourism,” International Journal of 
Entrepreneurial Behavior &amp; Research 28, no. 8 (2021): 1940–1961, http://dx.doi.org/10.1108/ijebr-01-2021-
0070; Jose Ramon Saura, Pedro Palos-Sanchez, and Beatriz Rodríguez Herráez, “Digital Marketing for 
Sustainable Growth: Business Models and Online Campaigns Using Sustainable Strategies,” Sustainability 12, 
no. 3 (2020): 1003, http://dx.doi.org/10.3390/su12031003. 

28 Merhabi, Petridis, and Khusainova, “Gamification for Brand Value Co-Creation: A Systematic Literature 
Review”; Rashid et al., “Value Co-Creation and Social Media.” 

29 Hein et al., “Value Co-Creation Practices in Business-to-Business Platform Ecosystems.” 
30 Asad Mehmood et al., “Stakeholder Engagement and SDGs: The Role of Social Media in the European 

Context,” EuroMed Journal of Business 18, no. 1 (2022): 111–128, http://dx.doi.org/10.1108/emjb-11-2021-0173. 
31 Hein et al., “Value Co-Creation Practices in Business-to-Business Platform Ecosystems.” 
32 Simon Reese, “Taking the Learning Organization Mainstream and beyond the Organizational Level: An 

Interview with Peter Senge,” Learning Organization, 2020. 
33 Tim Weinert et al., “Does Context Matter for Value Co-Creation in Smart Learning Services?,” WI2020 

Zentrale Tracks (GITO Verlag, 2020), http://dx.doi.org/10.30844/wi_2020_d4-weinert. 



  
 
 
 
 

  

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The condition for the process of creating innovation is the utilization of knowledge 

and creative research. Gomes et al.34  note that an important competitive factor for 

organizations with limited resources, who strive to make their activities more efficient in a 

dynamic environment, is knowledge and its management processes - the generation of 

purposeful knowledge, its dissemination, and its application. It is important for organizations 

that the "lessons learned" and knowledge created by employees remain within the 

organization so that they can be adopted by other members of the organization. Knowledge 

management is related to innovation, relationships between peers, ideas, competencies and 

structure. This management supports individual or group learning, encourages the 

dissemination of experiences, distinguishes between unsuccessful practices and best 

practices, and helps in selecting optimal solutions. Effective knowledge management in 

organizations is considered an important engine of innovation35 . 

The conception of novelty is identified with knowledge-based businesses, where the 

most crucial condition for continuous improvement is collaboration by integrating 

specialized individual knowledge, applying it, and developing innovative products and 

services. The problem of practical applicability is distinguished by the fact that it is not always 

possible to obtain practical knowledge or its products in the knowledge market - usually, 

these are offered at the level of ideas or are difficult to evaluate in terms of their 

organizational fit goals and the return on acquired knowledge36 . Collaboration, sharing, and 

knowledge development in both internal and external environments must continuously occur 

in modern organizations aiming for open and radical innovation. 

Open formal and informal communication encourages employees to disseminate 

existing knowledge and generate ideas that can then be improved upon and utilized. 

Organizations should create networks and communities where employees can develop topics 

of interest to them, learn, and enhance themselves37 . An organization's ability to interact 

with various partners and acquire knowledge from external sources provides opportunities 

to enhance their capability in implementing innovation.  

Communication with other organizations enables the selection of more appropriate 

 
34 Oliveira-Dias et al., “Fostering Business Model Innovation for Sustainability: A Dynamic Capabilities 

Perspective.” 
35 Hima Bindu Sadashiva Reddy, Roopesh Reddy Sadashiva Reddy, and Ratnaditya Jonnalagadda, 

“Literature Review Process:Measuring the Effective Usage of Knowledge Management Systems in Customer 
Support Organizations,” International Journal of Research Publication and Reviews (2022): 3991–4009, 
http://dx.doi.org/10.55248/gengpi.2022.3.7.45; Adi Widiantono and Puteri Sejati, “Implementation of 
Knowledge Management on Customer Relationship Management System, A Literature Review,” Proceedings of 
the First Mandalika International Multi-Conference on Science and Engineering 2022, MIMSE 2022 (Informatics and 
Computer Science) (Atlantis Press International BV, 2022), http://dx.doi.org/10.2991/978-94-6463-084-8_7. 

36 John Mitchell and David Guile, “Fusion Skills and Industry 5.0: Conceptions and Challenges,” Insights 
Into Global Engineering Education After the Birth of Industry 5.0 (IntechOpen, 2022), 
http://dx.doi.org/10.5772/intechopen.100096. 

37 Madeleine Ballard et al., “Lessons from an Eight-Country Community Health Data Harmonization 
Collaborative,” Global health action 15, no. 1 (December 31, 2022): 2015743, 
https://pubmed.ncbi.nlm.nih.gov/35114900; Marina Sergeyevna Yakushkina and Marina Rimantasovna 
Ilakavichus, “EVENT NETWORKS OF NON-FORMAL EDUCATION AS A RESULT OF SELF-
ORGANIZATION OF ALL AGE COMMUNITIES,” Education &amp; Pedagogy Journal, no. 1(3) (2022): 56–
63, http://dx.doi.org/10.23951/2782-2575-2022-1-56-63. 



  
 
 
 
 

  

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working methods, and the development of various technological and innovation capabilities, 

which create the prerequisites for organizational uniqueness. The proper application of newly 

acquired knowledge allows organizations to develop unique competencies, and select, 

introduce, and enhance technology in their activities38 . The success of innovation 

development depends on the selection of appropriate knowledge sources, how knowledge is 

acquired, the organization's readiness for knowledge (the ability to coordinate and integrate 

various internal and external knowledge), the ability to overcome innovation barriers (market 

barriers, financial barriers characterized by a lack of required financial resources), and 

overcoming market uncertainties. By effectively applying newly acquired knowledge, 

organizations have the opportunity to develop unique competencies, select, introduce and 

enhance technology in their activities. 

 

 

The role of Communication in innovation-oriented organizations 

A culture that supports innovation in an organization requires open and effective 

communication39  , and the lack of innovation communication is a cause of failure in 

innovation40 . The importance of communication in the innovation promotion process is one 

of the most relevant aspects of scientific research, as it not only provides an opportunity to 

achieve greater operational efficiency during the innovation development process but also 

creates conditions for further innovation dissemination. Innovation communication is 

considered part of strategic communication41  and corporate communication42 , 

encompassing all innovation development processes and ensuring the introduction and 

dissemination of innovation43 . Innovation communication can be defined as the symbolic 

interaction between the organization and stakeholders related to innovative products, 

services, technologies, and ideas44 . It is emphasized that ideas for innovation should be 
 

38 Jeandri Robertson, Albert Caruana, and Caitlin Ferreira, “Innovation Performance: The Effect of 
Knowledge-Based Dynamic Capabilities in Cross-Country Innovation Ecosystems,” International Business Review 
32, no. 2 (2023): 101866, http://dx.doi.org/10.1016/j.ibusrev.2021.101866. 

39 Vaida Žegunienė, “Intercultural Communication: A Factor in Career Management,” Regional Formation 
and Development Studies 35, no. 3 (2021): 37–46, http://dx.doi.org/10.15181/rfds.v35i3.2271. 

40 Nafiseh Nasirzadeh et al., “Evaluating the Airborne Asbestos Dispersion in Enclosed Parking Lots in 
Iran,” Archives of Environmental &amp; Occupational Health 77, no. 6 (2021): 437–445, 
http://dx.doi.org/10.1080/19338244.2021.1926213; Seni Soniansih, Yopi Kusmiati, and Bintan Humeira, 
“KOMUNIKASI, TEKNOLOGI INFORMASI DAN KETENAGA KERJAAN KAJIAN 
PERKEMBANGAN INKLUSI TEKNOLOGI DIGITAL DAN PENGANGGURAN DI INDONESIA,” 
Virtu: Jurnal Kajian Komunikasi, Budaya dan Islam 1, no. 2 (2021): 102–112, 
http://dx.doi.org/10.15408/virtu.v1i2.23400. 

41 Nihaiah Mahrakani et al., “Effectiveness Of Marketing Communication: A Social Marvel In The 
Contemporary Commercial Center,” Journal of Legal, Ethical and Regulatory Issues (2021). 

42 H H Thimm and K B Rasmussen, “Website Communication Capabilities and Content Related to 
Environmental Management—An Empirical Study of European Production Companies,” Sustainable Production, 
Life Cycle Engineering and Management (Springer International Publishing, 2022), http://dx.doi.org/10.1007/978-
3-030-90217-9_3. 

43 Mahrakani et al., “Effectiveness Of Marketing Communication: A Social Marvel In The Contemporary 
Commercial Center.” 

44 Faisal Iddris et al., “Student Innovation Capability in Virtual Team Projects: Lessons Learnt from 
COVID-19 Pandemic Era,” International Journal of Innovation Science 15, no. 1 (2022): 113–134, 
http://dx.doi.org/10.1108/ijis-08-2021-0149; María Jesús  Yáñez-Galdames, José A Alfaro-Tanco, and Elena 



  
 
 
 
 

  

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sought both within the internal and external settings of the organization, as new products 

and services will help meet the needs of clients, community members, and citizens. 

Communication among employees within an organization is also crucial in sharing 

experiences and knowledge related to tasks performed, while the use of information and 

communication systems can enhance both informal and formal communication and have a 

positive impact on the organizational process. Communication should be oriented towards 

promoting and fostering creativity within the organization, as creativity is the ability to 

generate new ideas or products based on observed patterns and relationships, and key factors 

in this process are domain-specific knowledge and motivation. 

It is known that in digital organizations, the company website becomes a crucial tool 

for implementing marketing activities. It is used to understand the expectations and needs of 

the target customers, build credibility and trust, attract and retain customers, showcase 

products and services, and ultimately drive successful sales45 . The company website plays a 

significant role in achieving the strategic goals of the organization, but its effectiveness is 

determined by various dimensions such as attractive design, navigation, user-friendliness, and 

valuable content46 , among others. 

In addition to websites, social networks also play a significant role as spaces for 

interaction and collaboration. The development of social networks has fundamentally 

transformed the way organizations communicate, as they provide greater opportunities for 

stakeholders to engage in communication and interaction with the organization. Social 

networks also facilitate resource acquisition, innovation diffusion, and the development of 

strategic partnerships for organizations47 , offering opportunities for dialogue with 

stakeholders and various collaboration opportunities48 , accelerating the process of 

knowledge sharing and promoting informal learning among peers49 , enabling relationship 

marketing development and market research 50 , shaping the organization's image and 

 

Gutiérrez-García, “The Role of Communication in Open Innovation Processes: An Action Research Study in 
the Automotive Industry,” Management Research: Journal of the Iberoamerican Academy of Management 21, no. 2 (2023): 
194–214, http://dx.doi.org/10.1108/mrjiam-01-2022-1259. 

45 PhD Snezana Obednikovska and PhD Karolina Ilieska, “DIGITAL TRANSFORMATION OF 
CONSUMERS’MINDSET FOR DECISION MAKING PROCESS,” FACULTY OF ECONOMICS-
PRILEP UNIVERSITY „St. KLIMENT OHRIDSKI “-BITOLA (2019). 

46 Ihor Ponomarenko and Alina Sapian, “Internet Marketing Tool – SEO-Optimization of the Enterprise 
Site,” Problems of Innovation and Investment Development, no. 25 (2021): 84–89, http://dx.doi.org/10.33813/2224-
1213.25.2021.9. 

47 Bin Miao, Yingjie Liang, and Yueyue Suo, “The Influence of Organizational Social Network on Enterprise 
Collaborative Innovation—Mediating Role of Knowledge Sharing and Moderating Effect of Digital 
Construction,” IEEE Access 11 (2023): 5110–5122, http://dx.doi.org/10.1109/access.2023.3236398. 

48 Khaled Saleh Al-Omoush, Antonio de Lucas, and Maria Teresa del Val, “The Role of E-Supply Chain 
Collaboration in Collaborative Innovation and Value-Co Creation,” Journal of Business Research 158 (2023): 
113647, http://dx.doi.org/10.1016/j.jbusres.2023.113647; Mohammad H Eslami et al., “The Effect of 
Knowledge Collaboration on Innovation Performance: The Moderating Role of Digital Technologies,” 
International Journal of Technology Management 91, no. 3/4 (2023): 162, 
http://dx.doi.org/10.1504/ijtm.2023.128800. 

49 Annabel Jenner, “How Can Individual Learning at the Workplace Contribute to Organisational 
Learning?,” Andragoška spoznanja 26, no. 3 (2020): 15–31, http://dx.doi.org/10.4312/as.26.3.15-31. 

50 Kim and Choi, “VALUE CO-CREATION THROUGH SOCIAL MEDIA: A CASE STUDY OF A 
START-UP COMPANY.” 



  
 
 
 
 

  

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reputation, enhancing awareness and visibility , engaging in social responsibility activities 51, 

and more. 

 

Method 

This study employs a qualitative analysis method using a case study approach on 25 

publishers who are members of the Indonesian Publishers Association (Ikatan Penerbit 

Indonesia). The scientific approach includes analysis of scientific literature, synthesis, analysis 

of secondary data, and semi-structured qualitative interviews with representatives from the 

book publishing industry. The authors conducted a qualitative content analysis of the 

publishers' websites and their entries on the social networking site Facebook during the year 

2022. Out of the 25 selected publishers, 24 of them communicate through websites they have 

created, and 15 of them use Facebook as their communication channel. The theoretical 

analysis resulted in the formulation of research categories that encompass the following 

topics: provision of innovative products and services, the role of websites and Facebook in 

publishers' activities, relationships with stakeholder groups and their development methods, 

stakeholder engagement and promotion of cooperation, forms of promotion for sharing 

stakeholder knowledge, forms and methods of promoting stakeholder creativity 

manifestation, and the role of stakeholders in creating innovation 

 

Result and Discussion 

Innovation in the publishing sector primarily occurs through the migration of many 

processes to the virtual space. It has been found that websites and social networks are 

increasingly crucial tools for developing modern organizational activities as the digital realm 

becomes a place for the emergence of new business models. This change is triggered by shifts 

in the market situation: it is not only essential for customers to find, order, and purchase the 

products they need, but also factors that influence their purchase decisions. Therefore, 

publishing houses are actively developing digital marketing strategies that involve attractive 

websites, the use of social networks to build customer relationships, and other digital 

technologies to enhance customer engagement and experience. 

Although the structure of publishers' websites remains relatively static and follows 

conventional patterns such as "About Us," "News," "Online Bookstore," and "Contact Us," 

these websites have been found to serve various functions and activities. Their functions 

include presenting the organization with activity profiles and contact information, sales and 

e-commerce functions, marketing support such as advertising and promotional sales, as well 

as showing new publications and competitions with opportunities to win. Websites are also 

used for public relations purposes, linking to media appearances, author acknowledgments, 

published books, author interviews, publication reviews, seminar and conference invitations, 

and more. Additionally, publishing houses engage in social actions by assisting educational 

institutions and communities in implementing distance learning, such as organizing free e-

 
51 Falah Muthiah, “Peran Social Networking Sites Dalam Meningkatkan Stakeholder Engagement: A 

Literature Review,” JURNAL LENSA MUTIARA KOMUNIKASI 5, no. 2 (2021): 86–104, 
http://dx.doi.org/10.51544/jlmk.v5i2.2161. 



  
 
 
 
 

  

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tests and e-seminars. Job offers can also be found on the publishers' websites. Overall, the 

sales activities of publishing houses have been digitized, and websites serve as platforms for 

online bookstores and electronic sales. 

The research findings indicate that the social network Facebook has similar functions 

to the website in the marketing activities of publishing houses. These functions include 

presenting new products, active promotions, activity support, enhancing the publisher's 

image and reputation, as well as increasing the popularity and awareness of the publisher 

through leading authors, award-winning books, and best-selling books. In addition to 

Facebook accounts, publishing houses also commonly use other social networks such as 

YouTube and Instagram; on average, each publisher communicates through two social 

networks. By effectively conducting marketing activities in the digital space, publishing 

houses can reduce the role of intermediaries in the sale of their products. They can sell 

directly both wholesale and retail, form virtual reader communities, better understand the 

needs, attitudes, and lifestyles of readers, and discover new activity opportunities. The 

developed communication also allows publishing houses to build long-term relationships 

with customers and provide a positive user experience. 

The most significant development occurs in the marketing of publishing houses with 

the intensive use of their websites and social networks. Efforts are made to involve users in 

communication, inviting them to participate in the production, promotion, and distribution 

of new products. Publishing houses particularly develop closer relationships with 

stakeholders through the Facebook social network, with the goal of not only conveying 

information but also creating opportunities for their participation and engagement in the 

communication and activities of the publishing house. The research data concluded can be 

found in Tables 1 and 2, considering the similarities of home publishing activities on websites 

and the Facebook social network. 

  

Table 1. Implementation of Websites and Facebook  

in Marketing Activities of IKAPI Publishers (source: created by the author) 

Activity Goal The implementation of a website and the Facebook  

Pemasaran Product supply 

development 

Conventional publications: books, magazines, albums  

E-books, audiobooks, e-seminars, and e-learning. 

Cultural education programs. 

Games: board games, cards, digital video discs. 

Accessories: bracelets, badges, pendants, etc. 

Sales channel 

development 

Convenient online ordering and product procurement platform. 

Electronic catalog system and bulletins. 

Bookstores on e-commerce platforms. 

Pricing Flexible pricing policies and e-commerce promotions. 

Offering various product bundles at discounted prices. 

Sales activities 

supports and 

promotions 

Detailed product descriptions on online bookstores. 

Interactive product advertisements based on search history. 

Advertising other books written by popular authors. 

Subscribing to news updates, Publication of quotes from new books. 



  
 
 
 
 

  

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Activity Goal The implementation of a website and the Facebook  

Interviews with authors and virtual meetings. 

Themed events and product launches. 

  Celebrity endorsements and opinion leader recommendations in top books. 

Webcasts on relevant topics. 

Free shipping for certain purchase amounts. 

Budget product column. 

Getting to know 

customers better 

Customer surveys. 

Reader ratings and feedback. 

Sharing reading experiences by community members. 

Customer loyalty 

promotions 

Implementation of loyalty programs. 

Provision of discount codes. 

 

Table 2. Implementation of website and Facebook by IKAPI Publishers in public relations 

activities (source: created by the author) 

Activity Goal Interactive presentations and activities  

Public 

Relation 

Promotion of interest Interesting facts about the publisher. 

Publisher's awards and achievements. 

Positive feedback and reader ratings. 

Author and publisher meet-up events. 

Inspirational quotes from authors and other famous individuals on the 

website and social media. 

Publication of awards received by published books, award-winning authors, 

translators, illustrators, etc. 

Image and reputation  Presentation of ongoing literacy projects. 

Links to media publications. 

Donation space for published books to school communities. 

Presentation of innovative publisher solutions. 

Partnerships. 

Greetings for national/religious holidays and gifts. 

 Development of 

stakeholder 

relationships 

Reader feedback. 

Interactive experiences: puzzles and competitions. 

Publisher meet-up events. 

Presentation of useful and engaging content: enthusiastic reader photos, 

author interviews. 

Rewards for educational communities. 

Cultural education: reminders of important historical dates and quotes from 

books about significant events and unforgettable individuals. 

Personalized relationships: opportunities to initiate direct conversations with 

favorite authors. 

 

In developing relationships with stakeholders, a more diverse approach and 

intelligent solutions that have never existed before are needed. In the context of conventional 

organizations, the purpose of communication is to inform stakeholders about the 

organization's activities and establish a positive relationship with them. However, currently, 

the importance of positive media appearance has decreased, as the more crucial factor in 



  
 
 
 
 

  

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attracting and engaging audiences is the regular presentation of interesting and beneficial 

content through channels managed by the organization. 

Consistent communication helps build a community of readers on social networks, 

identify topics that are interesting to the audience, involve them in communication, 

encourage feedback, and adjust collaborative activities that are most suitable for the 

community. Therefore, organizations can form stronger relationships with stakeholders and 

create an active community. This is explained in the following verse from the Quran, Surah 

Al Imran, verse 103: 

َعلَيۡ   ِ نِۡعَمَت ٱَّلله َوٱۡذُكُرواْ   
قُوْاْۚ َجِميٗعا َوََل تَفَره  ِ بَِحۡبِل ٱَّلله فَأَلهَف بَۡيَن  َوٱۡعتَِصُمواْ  أَۡعَداٗٓء  ُكنتُۡم  ِإۡذ  ُكۡم 

ۡنَهۗا َكذََٰ  َن ٱلنهاِر فَأَنقَذَُكم م ِ ٗنا َوُكنتُۡم َعلَىَٰ َشفَا ُحۡفَرٖة م ِ إِۡخَوَٰ ُ  قُلُوبُِكۡم فَأَۡصبَۡحتُم بِنِۡعَمتِِهۦٓ  ِلَك يُبَي ُِن ٱَّلله

تِِهۦ َلعَلهُكۡم تَۡهتَُدوَن    ١٠٣َلُكۡم َءايََٰ
“And hold firmly to the rope of Allah all together and do not become divided. And remember the 

favor of Allah upon you - when you were enemies and He brought your hearts together and you 

became, by His favor, brothers. And you were on the edge of a pit of the Fire, and He saved you from 

it. Thus does Allah make clear to you His verses that you may be guided.” (kementrian agama republik 

indonesia, 2022) 

 

Publishing houses enhance their online activities by informing the audience about 

ongoing projects, authors featured by the publishing house, news, and updates, as well as 

providing opportunities to subscribe to the publisher's newsletter through their website. 

While the website provides contact information to interact with the publishing house, more 

active interactions with the community occur through the Facebook social network. Regular 

posts are published in a more informal language style, using warm greetings such as friends, 

buddies, and dear ones, as well as posing rhetorical questions. The content is also enriched 

with photos, videos and interactive graphic formats. Although book news, events and 

meetings are also communicated through this platform, event recordings and relevant topics 

are presented in real-time to encourage participation and feedback from the community. 

Publishing houses encourage feedback by discussing topics relevant to the 

community, inviting them to share opinions about publications and reader experiences, 

conducting evaluations, taking votes, answering mini-surveys, and so on. To enhance 

engagement, publishing houses adopt measures such as organizing seminars and meetings 

on topics relevant to the audience, facilitating discussions with authors, hosting competitions, 

creative workshops, and more. 

Based on the information available on the website, stakeholder engagement and 

collaboration in the publishing house occurs at various levels and involves different forms 

of interaction. Partners listed on the website include various organizations and institutions 

such as magazine editorial boards, art galleries, support, and charity foundations, children 

and youth centers, kindergartens and schools, libraries, museums, cinemas, magazine and 

book distribution companies both domestically and internationally, publishers, distributors, 

an international book fair organizers, businesses, and others. 

The results of the research data analysis indicate that the most active collaboration 

occurs at the inter-institutional level, resulting in clear outcomes in terms of writing values. 



  
 
 
 
 

  

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Through the concentration of strengths from collaborating institutions and organizations, 

available resources on each side can be utilized, such as physical space, professionals with 

specific competencies, and managed communication channels when implementing and 

publishing various project activities. The outcomes of this collaboration aim to provide 

valuable experiences to users, such as publishing new works, organizing joint events, new 

meeting formats, or creative workshops (Table 3). 

 

Table 3. Forms and Collaborative Methods of IKAPI Publishers & Stakeholders 

(source: created by the author) 

Level of 

Interaction 

Forms and Methods of Collaboration 

Publisher and Stakeholders 

Information and 

promotion of 

stakeholder participation 

Announcement of information about new products, services, and events. 

Publication of articles and reviews about publications. 

Video creator stories about the creative process. 

Sharing media publications and reports on publisher achievements and ongoing projects. 

Book reviews. 

Feedback from 

stakeholders, 

consultation, and 

discussion 

Proposals and reader requests for new publications. 

Invitations to meetings with authors. 

Community invitations to share comments about books. 

Community invitations to vote on topics proposed by the publisher. 

Invitations for all stakeholders to share new ideas. 

Stakeholders 

Participation 

Selection of new book covers from multiple proposed versions. 

Publication of booklets with artwork produced by young readers. 

Organization of creative workshops for readers. 

Young book review competitions or for those who want to become book reviewers. 

Community member donations for the less fortunate. 

Co-writing & Shared 

values 

National Book Exhibitions organized by IKAPI. 

Collaborative projects between publishers and libraries. 

Collaboration between publishers and film representatives. 

Publication of content created by community members. 

Sharing recipes from favorite authors. 

Gallery and presentation space for new books. 

Photo competitions. 

 

 

 

In the pursuit of maintaining sustainable innovation, it is important for organizations 

to creatively apply their knowledge and competencies. Competence in innovation and 

creativity involves the ability to generate new ideas and implement new working methods 

within organizational activities. As innovation involves the search for new solutions and a 

positive response to change, it encourages the promotion of creativity among organizational 

stakeholders. Furthermore, it is crucial to develop networks, partnerships, and collaborations 

as the foundation for overall organizational success. 

Harnessing creative thinking to find unconventional and innovative solutions when 



  
 
 
 
 

  

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facing challenges provides opportunities to discover niches in the market. Creativity enables 

the creation of truly new ideas, services, or products through innovation. This process 

involves leveraging existing knowledge, collaboration, and harnessing the creative and 

intellectual potential of individuals. In modern society, the relationship between knowledge, 

creativity, and communication indicates that soft skills have become the foundation of the 

economy, replacing hard or financial capital. To achieve competitive advantage and foster 

innovation, organizations need to focus on strategically building knowledge through effective 

knowledge transfer and promotion occurring through communication processes involving 

stakeholders. 

Publishing communication through digital channels builds relationships with 

stakeholders, involving them as partners in the organizational process with equal decision-

making power. Innovation in publishing means seeking new solutions and responding 

positively to new developments, relying on the experience, knowledge, and creativity of 

stakeholders within the creative organization, and providing them with opportunities to be a 

source of the organization's overall competitive advantage. This research has found that 

product innovation in publishing is evolving in various directions, such as providing various 

formats, diverse illustrations, integrated service packages, and online activity development. 

Additionally, process innovation is evident in publishing, including the automation of 

ordering and delivery services, the use of electronic forms, and the development of online 

services. Publishers are becoming increasingly active in developing their activities directly, 

building direct relationships with readers, and implementing innovation in marketing, such 

as presenting in various formats, creative sales techniques, and promoting feedback and 

stakeholder discussions to understand social trends and reader preferences. 

Social networks facilitate personalized relationships between authors and readers 

while encouraging engagement and fostering a sense of community. Two-way 

communication plays a crucial role in the creative, collaborative, and decision-making 

processes involving the entire community. These interactions build trust and allow for 

experimentation and collaboration in publishing innovation. Through communication with 

stakeholders, publishing can understand important values, identify needs and issues, and 

generate innovative solutions. The most crucial stage is the co-creation of values, where 

stakeholders interact and implement innovative solutions. Thus, effective communication 

plays a central role in connecting, mobilizing, and empowering communities within the 

creative publishing industry. 

 

Conclusion 

In the publishing industry, innovation encompasses process improvements, changes 

in book formats or genres, interactive features, and new distribution methods. Factors such 

as flexibility, mobility, the ability to learn and share experiences, tolerance for innovation, 

and engagement in non-conventional or cross-sector activities significantly influence creative 

innovation within creative organizations. The relationship between knowledge and creativity 

is a key factor in driving innovation in the publishing sector. Unfortunately, only a third of 

publishers in Indonesia are committed to developing digital production. Publishers actively 



  
 
 
 
 

  

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utilize existing websites and their Facebook accounts to showcase, sell, and promote their 

produced works. Collaboration and resource allocation with organizational partners enable 

the creation and implementation of larger projects, leveraging existing contacts and expertise, 

and reaching a broader audience through available communication channels. 

Therefore, further research is expected to explore the potential use of other 

technologies, such as artificial intelligence and data analysis, in the publishing industry. Such 

research can evaluate how these technologies can be utilized to enhance efficiency, 

personalization, and innovation in book production and distribution. 

 

 

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