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This chapter examines how Pertamina’s CSR-driven development of the eco-friendly refrigerant Breezone MC-32 fostered interorganizational collaboration and customer performance. Drawing on resource-based view and stakeholder theory, this qualitative case study reveals a reversed innovation-collaboration sequence, where environmental innovation preceded partnerships rather than emerging from them. Semi-structured interviews, observations, and document analysis demonstrate that Breezone MC-32’s low Global Warming Potential (GWP = 2) catalyzed collaborations with Sub-District Offices, reducing electricity costs by 15–20% and enhancing reputational benefits. Environmental turbulence—regulatory shifts, market dynamics, and technological pressures—moderated these relationships. The study challenges conventional innovation models, demonstrating how CSR-driven innovations create shared value across organizational boundaries while addressing sustainability challenges. It offers a framework for leveraging environmental responsibility as a strategic asset in turbulent markets.

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Firm Innovativeness and Interorganizational Collaboration: A Case Study of Pertamina’s Eco-Friendly Refrigerant Initiative at the Plaju Refinery

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  • 发表日期：

    2026年

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  • Daniswara Krisna Prabatha,
  • Faraj Sungkar,
  • Yulianto Triwibowo,
  • Siti Rachmi Indahsari,
  • Ahmad Adi Suhendra

摘要

This chapter examines how Pertamina’s CSR-driven development of the eco-friendly refrigerant Breezone MC-32 fostered interorganizational collaboration and customer performance. Drawing on resource-based view and stakeholder theory, this qualitative case study reveals a reversed innovation-collaboration sequence, where environmental innovation preceded partnerships rather than emerging from them. Semi-structured interviews, observations, and document analysis demonstrate that Breezone MC-32’s low Global Warming Potential (GWP = 2) catalyzed collaborations with Sub-District Offices, reducing electricity costs by 15–20% and enhancing reputational benefits. Environmental turbulence—regulatory shifts, market dynamics, and technological pressures—moderated these relationships. The study challenges conventional innovation models, demonstrating how CSR-driven innovations create shared value across organizational boundaries while addressing sustainability challenges. It offers a framework for leveraging environmental responsibility as a strategic asset in turbulent markets.