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Article
Publication date: 3 December 2020

Ely Susanto

This paper aims to test the impact of public service motivation (PSM) and love of money (LOM) on innovative work behavior (IWB) and the moderating role of love of money on the…

Abstract

Purpose

This paper aims to test the impact of public service motivation (PSM) and love of money (LOM) on innovative work behavior (IWB) and the moderating role of love of money on the relationship between PSM IWB in the public-sector environment.

Design/methodology/approach

A total of 400 sets of questionnaires were distributed to camat (district heads) and lurah (sub-district heads), civil servants in Yogyakarta municipality, Indonesia. The final sample selected for analysis was comprised of 241 paired data responses. Multiple hierarchical regression analysis was used to test the study's hypotheses.

Findings

This study found that PSM does not positively influence IWB, whereas LOM does. This study also confirmed the moderating role of LOM in the relationship between PSM and IWB.

Research limitations/implications

First, the sample size is limited to civil servants working at districts (kecamatan) and sub-districts (kelurahan) in Yogyakarta municipality. Such a limited amount of sample may have an impact on the findings. Second, causal inferences are difficult to achieve as this study employed cross-sectional data. Longitudinal studies should, thus, be considered for future studies. Third, most respondents are 46–50 years old.

Practical implications

Leaders in public organizations should consider the living conditions of their civil servants when drafting policies to encourage innovative behavior. Theoretically, intrinsic motivation is the dominant factor that encourages people to behave innovatively. This theory, however, may not be viable when applied in a condition where civil servants face a difficult life as a result of their relatively low level of salary. Under such conditions, monetary reward policy can subsequently be an alternative to encourage them to behave innovatively.

Social implications

Leaders should carefully pay attention to this policy and follow what Tang and Ciu (2003) and Frey and Jegen (2001) suggest. As an LOM attitude can lead to improper behaviors (Tang and Ciu, 2003), monetary rewards should be used as a support rather than as a control in reference to the civil servants. Moreover, leaders should consistently maintain the sustainability of their monetary policy to improve IWB. This is because they have changed their focus to monetary rewards rather than intrinsic motivation. When this policy is terminated, it may impact the diminishing IWB.

Originality/value

Scholars and practitioners agree that IWB can help public-sector organizations improve performance. While most existing research has been conducted in the context of the private sector, this study investigates IWB in the context of public sector organizations. Previous studies have also indicated that the battle between two approaches, utilitarianism and romanticism, continues. Therefore, this study is designed to enrich the debate about this struggle between the two approaches in order to uncover ideas that help explain IWB in a developing country.

Details

International Journal of Public Sector Management, vol. 34 no. 1
Type: Research Article
ISSN: 0951-3558

Keywords

Article
Publication date: 30 August 2022

I Putu Yoga Bumi Pradana, Ely Susanto and Wahyudi Kumorotomo

This study examines the critical factors contributing to the different conditions of innovation sustainability after a change in local political leadership.

Abstract

Purpose

This study examines the critical factors contributing to the different conditions of innovation sustainability after a change in local political leadership.

Design/methodology/approach

This study used a multiple case study approach and applied the critical incident technique (CIT) to collect and analyze data from four innovation cases in the two local governments of Indonesia.

Findings

The results highlight that the sustainability condition of each innovation after the political regime change is determined by multiple critical factors.

Research limitations/implications

First, the data collected through interviews may contain a memory bias. Second, this study was limited to local governments and did not consider innovation taxonomies.

Practical implications

The study implies that in order to sustain innovation, public leaders must support innovation legitimacy as a new organizational structure; thus, it can be more durable in the long term. In addition, public leaders need to minimize innovation politicization by authorizing bureaucrats to autonomously manage innovation operationalization.

Social implications

Public leaders need to pay careful attention to their innovation sustainability because a non-sustained policy can disappoint the individuals working for it, losing their trust and enthusiasm. This dissatisfaction could become a barrier to mobilizing support for the following policies.

Originality/value

Innovation sustainability is a new theme that is overlooked in the public sector innovation literature. Therefore, investigations using different methods and contexts are required, as this study offers. This study also demonstrated the value of CIT in identifying critical factors affecting innovation sustainability in the context of political leadership change.

Details

International Journal of Public Sector Management, vol. 35 no. 7
Type: Research Article
ISSN: 0951-3558

Keywords

Article
Publication date: 8 July 2019

Hidajat Hendarsjah, Ely Susanto, Bambang Riyanto Lies Sugianto and Tarsisius Hani Handoko

This paper aims to identify the relationship pattern between intra-team trust and team innovation and the influence of moderating variable task complexity on the relationship. It…

Abstract

Purpose

This paper aims to identify the relationship pattern between intra-team trust and team innovation and the influence of moderating variable task complexity on the relationship. It also describes why and how intra-team trust is a unique antecedent for team innovation, as too much or too less influence of the variable can have detrimental effects on team innovation.

Design/methodology/approach

The paper uses survey research. The data were collected by distributing questionnaires to work teams. After the individual-level data were aggregated into team-level data, hierarchical linier regression was conducted to test the hypotheses.

Findings

The paper provides empirical findings that (1) intra-team trust and team innovation have a curvilinear relationship pattern, (2) task complexity does not influence curvilinear relationship (3) and the increase in task complexity improves the possibility of team innovation to occur.

Research limitations/implications

The paper has two limitations. First, as intra-team trust was also represented by aggregated perception of team members’ trust for outside parties (not only members’ perception for their teams), the future research is expected to include the representation in the instrument. Second, recent research studies have shown that contextual factor of task interdependence, instead of task complexity, also had an effect on the relationship pattern between intra-team trust and team performance (i.e. team innovation). Therefore, for future researchers, it is suggested that the use of task interdependence would be an alternative moderating variable on the relationship between intra-team trust and team innovation.

Practical implications

The paper discusses the strategy to enhance team innovation by revealing strategies to manage interplay among intra-team trust, team complexity and the desired team innovation.

Originality/value

The paper identifies the need to conduct empirical research on how an interplay among intra-team trust, task complexity and team innovation could be enabled.

Details

Journal of Asia Business Studies, vol. 13 no. 3
Type: Research Article
ISSN: 1558-7894

Keywords

Article
Publication date: 1 March 2022

Badri Munir Sukoco, Zuyyinna Choirunnisa, Mohammad Fakhruddin Mudzakkir, Ely Susanto, Reza Ashari Nasution, Sunu Widianto, Anas Miftah Fauzi and Wann-Yih Wu

Members' behaviour to support change is a critical factor in organisational change. Building on social cognitive theory, this research investigates how empowering leadership (EL…

1041

Abstract

Purpose

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.

Design/methodology/approach

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

Findings

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.

Originality/value

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.

Details

International Journal of Educational Management, vol. 36 no. 3
Type: Research Article
ISSN: 0951-354X

Keywords

Article
Publication date: 1 October 2024

Rahmad Hadi Nugroho, Ely Susanto and Samsubar Saleh

This study aims to enhance the current framework for decision-making regarding foreign direct investment (FDI) in developing countries, with consideration of the trend toward…

Abstract

Purpose

This study aims to enhance the current framework for decision-making regarding foreign direct investment (FDI) in developing countries, with consideration of the trend toward decentralized power.

Design/methodology/approach

The study uses static and dynamic panel data regression covering a period of 13 years (2010–2022) related to regencies and municipalities. The period includes the evolution of all 18 Indonesian Special Economic Zones (SEZs). This study integrates regional competitiveness factors such as local government capital expenditure, democratic, social welfare and economic fundamentals.

Findings

This paper argues that the level of government involvement should be decided according to the phase of SEZ development, the type of policy being implemented (countercyclical or procyclical), and the complexity of the FDI policy. These factors will determine the degree of interference, whether extensive or modest.

Research limitations/implications

The paper analyses the application of New Keynesian and public expenditure theory to address the complex variables involved in local-level FDI decisions, which have been insufficiently studied in emerging countries.

Originality/value

The paper does not include a comprehensive explanation of the complex processes that lead to improvements in wages.

Details

Competitiveness Review: An International Business Journal , vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1059-5422

Keywords

Article
Publication date: 3 June 2024

Elisabeth Supriharyanti, Badri Munir Sukoco, Abdillah Ubaidi, Ely Susanto, Sunu Widianto, Reza Ashari Nasution, Anas Miftah Fauzi and Wann-Yih Wu

Based on Resource Conservation (COR) theory, this study explores the antecedent of team change capability, which consists of the dimensions of learning, process and context and…

Abstract

Purpose

Based on Resource Conservation (COR) theory, this study explores the antecedent of team change capability, which consists of the dimensions of learning, process and context and examines how, under the empowering leadership (EL) of middle managers, team change capability (TCC) may be built through team psychological capital (TPSyCap).

Design/methodology/approach

The study was conducted with 853 respondents and 55 teams from 11 leading autonomous higher education institutions (AHEIs) in Indonesia.

Findings

The results show that EL is positively related to TPsyCap, which mediates the relationship between EL and TCC, particularly for TCC learning capability. However, TPsyCap does not mediate the effect of EL on TCC process capability and TCC- context capability.

Originality/value

This study enriches existing leadership literature, which is considered relevant in building organizational change capabilities, particularly on a team level. Furthermore, the findings reveal TPsyCap is an important intervention mechanism in catalyzing the relationship between EL and TCC.

Details

Leadership & Organization Development Journal, vol. 45 no. 6
Type: Research Article
ISSN: 0143-7739

Keywords

Article
Publication date: 7 January 2021

Badri Munir Sukoco, Yetty Dwi Lestari, Ely Susanto, Reza Ashari Nasution and Indrianawati Usman

This study aims to investigate the mechanism that transforms middle manager capabilities (MMCs) into organisational performance (OP). This study proposes that organisational…

1584

Abstract

Purpose

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.

Design/methodology/approach

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.

Findings

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.

Originality/value

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.

Details

International Journal of Productivity and Performance Management, vol. 71 no. 4
Type: Research Article
ISSN: 1741-0401

Keywords

Article
Publication date: 22 April 2020

Fiona Niska Dinda Nadia, Badri Munir Sukoco, Ely Susanto, Ahmad Rizki Sridadi and Reza Ashari Nasution

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

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Abstract

Purpose

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

Design/methodology/approach

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.

Findings

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.

Originality/value

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.

Details

International Journal of Educational Management, vol. 34 no. 8
Type: Research Article
ISSN: 0951-354X

Keywords

Article
Publication date: 18 May 2022

Sabar, Badri Munir Sukoco, Robin Stanley Snell, Ely Susanto, Teofilus, Sunu Widianto, Reza Ashari Nasution and Anas Miftah Fauzi

This study investigates how, in the context of organizational change initiatives, the adoption of empowering leadership can foster positive social exchange relationships between…

Abstract

Purpose

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.

Design/methodology/approach

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.

Findings

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.

Research limitations/implications

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.

Practical implications

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.

Originality/value

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.

Details

Leadership & Organization Development Journal, vol. 43 no. 5
Type: Research Article
ISSN: 0143-7739

Keywords

Article
Publication date: 24 July 2021

Badri Munir Sukoco, Zuyyinna Choirunnisa, Mohammad Fakhruddin Mudzakkir, Reza Ashari Nasution, Ely Susanto and Indrianawati Usman

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…

Abstract

Purpose

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.

Design/methodology/approach

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

Findings

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.

Originality/value

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.

Details

Journal of Asia Business Studies, vol. 16 no. 1
Type: Research Article
ISSN: 1558-7894

Keywords

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