Analysis of the Effect of Renewal Capital on Competitive Advantage Through Heptahelix Managerial Performance in Indonesian Navy in Riau Islands Province

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Imam Makmur Saragih Sidabutar
Setyo Widagdo
Fadillah Putra
Setyo Tri Wahyudi

Abstract

This study aims to determine how the analysis of the influence of Renewal Capital on competitive advantage through Heptahelix managerial performance in the Indonesian Navy in the districts and cities of Riau Islands province. Research methods used descriptive and causal explanatory methods. The Data were analyzed using Structural Equation Modeling (SEM). The research uses an explanatory research approach that is a research approach predicting causal relationships over several variables, while the paradigm used is positivism research based on quantitative research for measuring constructs that form conceptual models and analyzing the influence of one construct with another (Creswell, 2013).  Based on the results of the study showed that Renewal Capital does not significantly affect the Competitive Advantage. This finding shows that the hypothesis proposed that Renewal Capital has a significant effect on Competitive Advantage is unacceptable. This is because the technology of the main tool of the weapon system is mostly imported and does not have the ability to create domestic alutista technology products to replace obsolete alutista technology so that most of the existing alutista is old enough. So the expected implication is that the Navy should be able to create its own alutista technology using local products so that renewal opportunities that create innovation and can also develop the domestic alutista technology industry in achieving the manufacture of alutista technology and more sophisticated marine technology.

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How to Cite
Sidabutar, I. M. S., Widagdo, S., Putra, F., & Wahyudi, S. T. (2025). Analysis of the Effect of Renewal Capital on Competitive Advantage Through Heptahelix Managerial Performance in Indonesian Navy in Riau Islands Province. Journal of Cultural Analysis and Social Change, 10(2), 1527–1537. https://doi.org/10.64753/jcasc.v10i2.1852
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