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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.

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.

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.