Search results

The purpose of this paper is to systematically review existing research on organizational change capabilities (OCC), which remains fragmented. This study aims to fill gaps in the literature by scientifically discussing contributions and highlighting the main issues with previous research findings regarding the dimensions that comprise them, as well as the antecedents and consequences of OCC.

This paper searched all research that studied OCC and published from 2005 to 2020. In total, 48 studies out of 249, found on Scopus and EBSCO-host, were included in the review.

This research found that OCC is a complex concept and that it has many definitions and dimensions. The findings also suggest that existing research has found that a number of organizational and individual factors are antecedents of OCC and have consequences for organizational outcomes.

This review was only conducted on scientific publications from two article databases. Future research should search other databases on OCC as the broad concept may provide additional insights.

Literature on OCC is limited, and there is still no generally accepted definition of OCC, the different perspectives and measurement dimensions. On the other hand, for academics and practitioners, this study provides a comprehensive, critical systematization of the limited OCC academic literature. This study also offers opportunities for further research to address the limitations of empirical testing of OCC constructs, antecedents and consequences of the various theories and methodologies.

Members' behaviour to support change is a critical factor in organisational change. Building on social cognitive theory, this research investigates how empowering leadership (EL) contributes to behavioural support for change in higher education. The paper argues that the relationship between EL and behavioural support for change is moderated by diversity climate.

To test the hypotheses, 107 colleges from the highest-ranking 11 universities in Indonesia, consisting of 1,634 faculties, participated in this study.

Members would experience higher support for change with EL. Furthermore, the positive relationship between EL and behavioural support for change was stronger in members who perceived a more diverse climate.

This study empirically tested how behaviour to support change was determined by leaders' empowering behaviour based on social cognitive theory in a high-power distance culture. In terms of its methodological contributions, this study used a multi-level analysis in order to test EL. Finally, the research on behavioural support for change has been expanded upon through a unit-level analysis.

This study aims to propose a multi-level (bottom-up) analysis to build an organizational change capability (OCC) development model by integrating paradox and social cognitive theories. Using these theories, OCC (Level 2) is influenced by the leader’s paradox mindset (Level 1) and collective PsyCap (Level 2). The study also examined the moderating effect of magnitude to change on the effect of leader’s paradox mindset on OCC.

The proposed hypotheses were tested empirically using data from 327 respondents and 48 work teams from 21 leading private higher education institutions in Indonesia. To analyze the data, a multi-level analysis was conducted with Mplus software.

The results showed that, in a cross-level relationship, leader’s paradox mindset had a positive effect on OCC, whereas OCC mediated the effect of leader’s paradox mindset on organizational change performance. On an organizational level, collective PsyCap affected OCC, and OCC significantly mediated the relationship between collective PsyCap and organizational change performance. Moreover, the authors found a moderating effect of magnitude on change of leader’s paradox mindset to OCC.

This study used a multi-level analysis to evaluate the mechanisms of influence of leader’s paradox mindset (bottom-up) on OCC and the moderation effect of magnitude to change in an Indonesian context.

In recent years, though a growing body of research has emerged on world-class universities (WCUs), studies in this field remain limited. The purpose of this study is to identify and describe the research gap and provide a future direction for WCU research. This paper highlights the key theoretical approaches, methods, journals, unit analyses, authors, themes, countries and papers in this field. It also outlines the antecedents and consequences of WCU status.

This study collected all research related to WCUs published from 2004 to 2020. In total, 47 studies of the 435 found on Scopus and Web-of-Science are included in the review.

The results show that though the body of WCU literature is growing, it is fragmented in terms of theoretical frameworks, methodology, countries studied and unit analyses. This study also found that national, organisational and individual factors are among the antecedents and organisational and individual consequences of WCUs.

This study investigates existing gaps in the WCU literature and identifies new research directions for future research. Further, this study scrutinises existing studies to determine how universities have used a variety of methods and theories to achieve WCU status across numerous countries and settings. Finally, this study develops an antecedents and consequences WCU framework to synthesise existing studies.

The aim of this study is to explore dynamic managerial capabilities (DMCs) and their effect on public organisational performance. While the previous research has focused on how leadership style impacts on organisational performance, the authors have investigated how the dynamic managerial capabilities of middle managers and their organisational capacity for change as well as their attitude towards the change are linked to organisational performance.

The dataset was gathered during the field research carried out in a large public Indonesian government institution. In total, 313 managers and their direct followers participated in this study. The authors have employed structural equation modelling to test the hypotheses.

The results of this study demonstrate the role of the dynamic capabilities of the middle managers associated with organisational performance. The results show that dynamic managerial capabilities and organisational performance are mediated by the organisational capacity for change.

Middle managers should equip and develop their capabilities in order to embrace change in the organisation through the communication between the different staff levels, uniting the vision and mission with the organisational members. Further, the organisation should empower the role of the middle managers by increasing their authority and participation in the policy-making that is part of the change process. In addition, the workplace could implement interventions to optimise the dynamic managerial capabilities held by the middle manager and employees through assessments and mentoring. Finally, particular training programmes could be implemented to boost the employees' skills and flexibility, thereby keeping them agile in the context of the changes in the work environment.

The role of the dynamic managerial capabilities of the middle manager is a prominent factor when facilitating a high level of organisational performance in a public organisation. However, the role of dynamic managerial capabilities does not have a direct effect on organisational performance if the organisation does not have the capacity to change, particularly in the Indonesian context.

This study investigates how, in the context of organizational change initiatives, the adoption of empowering leadership can foster positive social exchange relationships between leaders and subordinates, in turn, neutralizing cynicism about organizational change (CAOC) and allowing follower championing behavior (FCB) to emerge.

The authors analyzed data from 908 faculty members from 11 top-rated public universities in Indonesia. The data used in this research are multisource, so the data processing steps are rwg and ICC tests, data quality testing, and hypothesis testing.

The authors found that CAOC among these members had a negative effect on their FCB, but this negative effect was buffered by the presence of empowering leadership.

The authors' research captures perceptions at one point in time. Future research could adopt a longitudinal approach to simulate empowering leadership stimuli and investigate the impacts of FCB.

This study contributes to Indonesian business management, which exhibits a culture of high power distance. The findings suggest that managers should improve managers' interpersonal communication with subordinates and consider managers' feelings toward change in the organization so that managers' subordinates will provide feedback in the form of decreasing cynicism and will exhibit FCB.

This study contributes to the understanding of why CAOC may not be expressed explicitly in Asian countries due to Asian collectivist and high power-distance values that discourage subordinates from voicing their disagreement with change initiatives.

Changes are inevitable and organisations should develop their organisational capacity for change (OCC) to survive. This paper aims to test the effect of market orientation on OCC (learning, process and context), as well as the impact of OCC on organisational performance.

This research used a survey of 314 heads of study programmes in Indonesia’s highest-ranked universities to test the proposed hypotheses.

The results of this research demonstrate that OCC is determined by customer orientation and cross-functional coordination (market orientation), while competitor orientation influences the learning dimension of OCC. Moreover, only the context dimension of OCC positively influences organisational performance in addition to serving as a mediator between market orientation (customer orientation and cross-functional coordination) and organisational performance, whereas competitor orientation positively influences organisational performance.

This paper empirically tested the three dimensions of OCC (learning, process and context) that had previously been discussed only conceptually. Furthermore, the organisation should be market-oriented to possess the capacity for change. Finally, the paper proposes and demonstrates that organisational context (culture) plays a significant role in OCC in developing organisational performance.

This study examined organizational change in universities as it relates to discomfort among the organization's members.

Using the critical incident technique (CIT), data was collected from the informants in an Indonesian public university that had been mandated by the government to enter the top 500 world university ranking. This would make it a “World-Class” university.

The findings describe the causes, courses and consequences of the discomfort felt in response to the organizational change in the university context. The causes of discomfort were categorized as a fear of loss, organizational culture, systems and policies, work overload and a lack of resources. Discomfort can manifest through negative affective, cognition and behavioral tendencies. Meanwhile, the consequences result in active and passive participation in the process of the organizational change itself.

Discomfort with organizational change is a new variable that has rarely been explored, thus it requires testing and validation using different methods and contexts, as offered by this study. We have also shown that in the initial stage of organizational change (unfreezing), discomfort will always emerge that must be immediately managed in order not to trigger resistance to change. Furthermore, this study exhibits the use of the critical incident technique in the context of organizational change. Finally, we offer comprehensive views by exhibiting the causes, the reactions shown and the consequences of discomfort with the change.

This study aims to investigate the mechanism that transforms middle manager capabilities (MMCs) into organisational performance (OP). This study proposes that organisational capacity for change (OCC) might mediate the relationship between MMCs and OP.

The proposed hypotheses were tested using data derived from a survey distributed to 89 heads of department of 34 subjects from the 11 top universities in Indonesia.

The findings indicate that MMCs positively influence OCC and OP and that OCC positively influences the OP. Furthermore, the authors found that OCC mediates the positive effect of MMCs on OP.

The authors empirically investigated the hypothesis that MMCs, in the context of higher education, play a crucial role in determining OCC and OP. Furthermore, the capacity of organisations to adapt to the changing environment mediates the capabilities of the middle managers in relation to OP. In addition, the authors empirically investigated OCC in three dimensions (learning, process and context) that were previously only proposed and discussed conceptually.

Most available studies focus mainly on Islamic economics and finance with none conducted on Islamic marketing bibliometrics. The purpose of this paper is to commemorate the 11th anniversary of the Journal of Islamic Marketing (JIMA) in 2020 by evaluating the publication pattern and scientific advancement of JIMA between 2010 and 2020.

The paper used bibliometric analysis and visualization of similarities viewer software for the graphical conception of the bibliographic data, including bibliographic coupling, co-citation and co-occurrence of keywords.

There was an increase in the number of journal documents and this depicts a rising interest in the submission of articles. Moreover, the number of conceptual papers received has also increased and this shows JIMA’s support for knowledge development in Islamic marketing. Meanwhile, Halal is one of the currently trending topics, therefore, there is an opportunity for more exploration and research on the concept.

The bibliographical material applied in this study was only retrieved from the Scopus database. Therefore, more studies need to be conducted by incorporating other indexing and database in the scientific field of Islamic marketing.

The research is useful to understand queries related to scientific products such as the number of publications, contributors, keywords, countries and institutions often used in the articles of the journal.

It presented an exclusive bibliometrics analysis and identified the main trend of the publications in the journal from 2010 when it was established until the second issue of volume 11 in 2020.