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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.

The purpose of this paper is to test the efficacy of model of goal-directed behavior (MGB) to explain and predict savings at Islamic bank behavior. The importance of understanding consumer intention to develop good strategy to accelerate consumer saving at Islamic bank is inevitable. One of the most popular theories explaining behavioral intention was the MGB. Although it has been validated and tested in a variety of contexts, this theory has never been applied in behavior related to Islamic banks.

The present study used a combination of qualitative and quantitative data. Qualitative data obtained from 31 in-depth interviews were used to develop behavioral beliefs components and a control beliefs component, while quantitative data obtained from a survey of 316 respondents were used to test the model. Structural equation modeling was the main data analysis technique.

The result shows that MGB has good indicators of fit, which implies that it can be used to explain and predict intention to save at Islamic bank. This research also reveals several behavioral and control beliefs that positively contribute to intention.

This paper contributes to behavior prediction literature by exploring the possibility of the application of the MGB in the Islamic bank context. It also gives a deeper understanding of the Indonesian Islamic bank consumer market that has great potential for development in the future.

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.

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).

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

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.

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.

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.

Our research objective here is to contribute theoretically and empirically to providing a gap model of digital mastery development in a company. The gap model will be a reference for the companies to develop their digital mastery.

To gain deeper insights into the study, a mixed method of qualitative and quantitative was performed. The level of digital mastery of the organization was determined using quantitative techniques through a self-assessment questionnaire. Meanwhile, digital mastery at the individual level was measured by a qualitative method using an open-ended (essay format) survey questions.

The findings show a stark difference between the organization and individual regarding their digital mastery level. At the end of the paper, the authors suggest some remedies that will help those companies narrowing the gap and fulfill the agenda of their digital transformation.

Further research should analyze more industries or companies, conducting case studies to discover more detailed findings as to where the gaps are located or conducting digital readiness and leadership skills at the individual level to discover the direction of development of digital technology in a company. We expect this research can be replicated in other countries, so that wider general insights into the development of digital technology may be obtained.

Upper-area companies are indicated by their execution of partial digital initiative in the company which results in the lack of socialization of the ongoing digital activities into the individual level. Companies, especially Top Management, need to develop more knowledge about digital application and transformation to every individual in the company. Meanwhile, lower-area companies should improve their engagement across all organization members. The companies should be able to take advantage of their existing employees who possess knowledge in digital application and transformation and generated various artifacts to motivate other employees to jointly transform the organization into a Digital Master.

Our study compares the perception toward digital mastery at the organization and individual levels. Both levels are different and need to be compared, as suggested by Schuchmann and Seufert (2015) and Hinings et al. (2018). Comparison at both levels does not exist at the time of this study. Accordingly, what problems and challenges are faced by companies undergoing a digital transformation will largely remain unknown.

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.

There is a limited understanding of experience revelation in tourism. This study aims to fill the gap by investigating the influence of review platforms’ characteristics, i.e. time-dimension and interactivity, on this issue to generate a holistic view of customer experience.

This study analysed data from Google Reviews, TripAdvisors and Twitter, consisting of 41,914 records within a three-year span, about Komodo National Park, Indonesia. An explanatory sequential mixed method was performed, adopting quantitative sentiment analysis with a naïve algorithm, opinion lexicon and Latent Dirichlet Allocation for topic modelling, followed by a qualitative analysis.

The findings support the proposed interaction between the characteristics of the platforms and the extent of customer experience shared through the platforms. Further elaboration of the data brought up five propositions on the relationship between the time dimension and interactivity characteristics of the review platforms and experience sharing on the platforms.

This study presents an original and initial effort to gather a holistic view on customer experience. It brings valuable implications to the theory and practice of customer experience management, especially in the tourism sector.

目前文献对旅游体验启示的认识有限。 本研究通过调查评论平台的特征（即时间维度和交互性）对此问题的影响来填补空白, 以生成客户体验的整体视图。

本研究分析了来自谷歌评论、TripAdvisors 和 Twitter 的数据, 包括三年内关于印度尼西亚科莫多国家公园的 41,914 条记录。 运用了解释性顺序混合方法, 采用朴素算法、意见词典和隐含狄利克雷分布进行主题建模的定量情感分析, 然后进行定性分析。

调查结果支持所提出的平台特征与通过平台共享的客户体验程度之间的相互作用。 对数据的进一步阐述, 提出了评论平台的时间维度和交互特征与平台经验分享之间关系的五个命题。

本研究通过一项原创和初步的努力收集了关于客户体验的整体观点。 它为客户体验管理的理论和实践带来了宝贵的启示, 尤其是在旅游领域。

The present research aims to investigate the influence of organizational positioning by drawing upon moral foundations theory in relation to driving charitable giving, and the moderating role of recognition in this regard.

Two experimental studies were conducted to examine the interactive effect of organizational positioning emphasizing a binding (vs an individualizing) moral foundation and donation recognition on charitable giving. Study 1 was conducted in Indonesia, while Study 2 was conducted in the US.

This research demonstrates that individuals will give higher donations to an organization with a binding (vs an individualizing) moral foundation that provides donation recognition. Further, this effect is mediated by social identity signaling.

The findings of this research provide a novel perspective on how organizational positioning can influence whether donation recognition increases charitable giving. Moreover, the findings offer managerial implications to non-profit organizations developing effective charitable campaigns in terms of combining appropriate organizational positioning and donation recognition strategies.