Purpose: This study aims to analyze the interconnection between organizational theory, power, and politics in the context of digital transformation, focusing on identifying new patterns in organizational power dynamics and their implications for management effectiveness Research Methodology: This study adopts a qualitative meta-analysis of 150 academic articles from reputable journals (2000-2024) using Scopus, Web of Science, and JSTOR databases. The analysis used ATLAS.ti software for thematic coding and content analysis, with validation through expert panel reviews from 12 senior academics in the field of organizational theory. Results: This study identifies five transformative patterns in organizational power: the digitization of authority, hybridization of power structures, emergence of virtual politics, reconfiguration of the influence base, and evolution of control mechanisms. The developed analytical framework integrates digital, structural, and relational dimensions in the analysis of an organization’s power. Conclusions: Digital transformation reshapes processes and power, requiring managers to adapt their strategies to balance authority, relationships, and virtual influence arenas. Limitations: The major limitations include a focus on the formal organization of the technology and financial sectors and the dominance of literature from advanced economies. The research does not include a direct empirical analysis of power dynamics in purely virtual organizations. Contribution: This study contributes to the development of contemporary organizational theory through the integration of digital perspectives in power analysis and provides a practical framework for organizational political management in the digital era.

Purpose: This study examined the influence of organizational diversity on safety culture and performance in PT. UVW is a global chemical company based in Indonesia. Utilizing the Cultural Intelligence (CQ) framework, Social Identity Theory, and Resource-Based View (RBV), this study investigates how different employee backgrounds affect safety outcomes. Method: By employing an approach that integrates qualitative interviews with quantitative KPI analysis, this study demonstrates that diversity improves safety culture through various perspectives and innovative solutions. Nonetheless, to maximize these benefits, it is essential to address challenges, such as communication barriers and conflicts. Result: The findings highlight that effective diversity management, inclusive communication, comprehensive training, and strong leadership within a diverse organizational demography of gender, age, work tenure, and educational background are vital for cultivating a positive safety culture. The research emphasizes that when strategically managed, organizational diversity can be a significant asset, enhancing safety performance and creating a safer and more efficient workplace. This research offers practical insights for multinational companies seeking to leverage diversity while overcoming the associated challenges to boost safety culture and performance. Conclusions: Organizational diversity, when managed strategically with inclusive leadership and comprehensive training, serves as a valuable asset that strengthens safety culture and enhances organizational performance. Limitations: This study was limited to PT. UVW’s manufacturing site in Indonesia and relied on self-reported data, which may restrict the generalizability of results. Contribution: The study provides practical insights for multinational companies on leveraging diversity to improve safety outcomes and theoretical contributions by applying CQ, Social Identity Theory, and RBV to workplace safety research.

Purpose: This study aims to analyze the development of the tourism sector and the creative economy in the Bima district and the extent to which the tourism and creative economy sectors have contributed to economic growth at both the regional and national levels. Research Methodology: A descriptive qualitative approach was applied using SWOT analysis to identify internal strengths and weaknesses, as well as external opportunities and threats. Data were obtained through field observations, stakeholder interviews, and document reviews. Results: The analysis shows that Bima Regency possesses diverse tourism resources and creative economy products, but their development is uneven. Only destinations with large capital investments have progressed, while many potential attractions remain underdeveloped. Key weaknesses include limited certified tourism human resources, insufficient culinary training, low innovation among MSMEs, and weak collaboration. Conclusions: Tourism and creative economy development in Bima requires an aggressive S–O strategy that leverages strengths and opportunities by improving human resource capacity, enhancing MSME innovation, expanding culinary programs, and strengthening partnerships. Limitations: This study focused only on Bima Regency, limiting the generalizability of its findings to other regions. The qualitative nature of the research also restricts the quantitative measurement of economic impacts. Contribution: This study contributes to the regional development discourse by offering strategic insights for sustainable tourism and creative economy growth, aligning local initiatives with national policies to increase competitiveness and economic resilience.