PENGEMBANGAN MODEL HUBUNGAN LEARNING ORGANIZATION TERHADAP KELINCAHAN DAN KINERJA ORGANISASI BUMN (KASUS PADA 2 BUMN INDONESIA)

• Main Author: Ilma Khaerani, Amelia
• Format: Theses
• Language: Indonesia
• Online Access: https://digilib.itb.ac.id/gdl/view/70125
• Institution: Institut Teknologi Bandung

As the twenty-first century begins, Indonesia enters a disruptive era that requires all organizations to change, including State-Owned Enterprise (SOE) as a major contributor to Indonesia's global competitiveness. Most SOEs currently have less business strength, however the SOE’s products and services still have a high market attractiveness. SOE also faces tough competition from competitors in the private sector. This requires SOEs to have fast learning ability in order to improve their business performance. The organization's ability to learn quickly and have continuous learning, aligns with the learning organization (LO) concept. According to a literature review, there was limited research related to the LO in SOE and lack of fundamental research such as structural learning organization model. Due to a lack of research on LO in SOE, practitioners have difficulty to clearly identify the critical success factors of LO. Furthermore, most organizations, including SOEs fail to become LO because they only focus on several LO supporting components. According to the preliminary study's findings, in addition to ignoring several important components that support LO, most employees in organizations do not believe that the learning process has a direct impact on organizational performance. According to recent research, in a dynamic business environment, companies must be able to see change as an opportunity, be adaptive, and innovative. This ability aligns with organizational agility concept. This indicates that there is a connection between LO and organizational agility. Organizational learning ability improved organizational agility and, as a result, it also improved organizational performance. However, a literature review indicated that research on the relationship between LO and organizational agility on organizational performance was still limited and only focused on several LO support components. Based on this description, the purpose of this research is to investigate the critical success factors of LO in SOEs, to create a structural model of LO that includes all of its supporting components, and to explain the relationship between LO, organizational agility, and organizational performance. This study employs 55 indicators to assess the three main variables which are learning organization, organizational agility and organizational performance. A total of 118 data were collected using the homogeneous purposive sampling technique and analyzed using exploratory factor analysis (EFA) and PLS-SEM. The EFA method results in five components of LO support: learning support technology, systematic learning process, knowledge management process with adequate organizational support, leader support in collaborative learning, and human resource capabilities in the learning process. The results of data processing with PLS-SEM showed that the five components that support LO significantly build a learning organization, with technology components that support learning having the most influence in building LO. This study's findings also showed that LO had a positive and significant impact on organizational performance, either directly or indirectly through mediation of organizational agility. Organizational agility had a significant and positive impact on organizational performance. Furthermore, each group of LO supporting factors had a significant impact on organizational agility and performance. The study's results indicated that SOEs should increase the five LO support efforts simultaneously, which the priority component that must be improved sequentially are learning support technology, leader support collaborative learning, KM process with adequate organizational support, systematic learning process and human resources capabilities in the learning process. SOEs also need to do business process transformation into digital, therefore SOEs to become more agile and thus improve organizational performance. In addition to practical implications, the results of this study have theoretical implications, researchers can use and adjust the 45 critical success factors of LO as indicators of measuring LO in other SOEs in the next research.