Encouragement and Contracting Factors for Implementation of Dynamic Village Institutional Program and Adaptive Culture in Minahasa Tenggara District

One of the programs of the Ministry of Villages, Development of Disadvantaged Regions and Transmigration of the Republic of Indonesia based on sustainable development (Sustainable Development Goals) globally which consists of 17 goals which are then added one point as a foothold for the community, namely a dynamic village institutional program and adaptive culture that involves the local government as a working partner. The program of dynamic village institutions and adaptive culture aims at village development that is based on the cultural roots of the local community with the intention that everything built on a cultural basis will have extraordinary resilience and have good deterrence. This study uses Edwards III theory by considering four indicators as a factor in implementing public policies consisting of: Communication, Resources, Implementing Disposition, and Bureaucratic Structure. Factors that are considered as supporting factors in the implementation of the dynamic village institutional program and adaptive culture in Southeast Minahasa Regency are communication and the disposition of the implementer. Factors that are considered as inhibiting factors in the implementation of dynamic village institutional programs and adaptive culture in Southeast Minahasa Regency are resources and bureaucratic structure. Human and financial resources need to be improved. It is necessary to make standard operating procedures specifically for dynamic village institutional programs and an adaptive culture that has a clear position base in carrying out the program.

Transformational leadership and non-family employee intrapreneurial behaviour in family-owned firms: the mediating role of adaptive culture and psychological empowerment

PurposeThe purpose of the present study is to examine the direct impact of transformational leadership on non-family employee intrapreneurial behaviour and through a mediating role of corporate adaptive culture and psychological empowerment in family-owned firms.Design/methodology/approachThe study’s sample consisted of 368 key role non-family employees at 109 family export and import firms in the Ho Chi Minh City of Vietnam. The data is analysed using a partial least square–structural equation model (PLS-SEM).FindingsThis paper shows that transformational leadership had a positive and significant influence on non-family employee intrapreneurial behaviour directly and via adaptive corporate culture and psychological empowerment as a mediating influence mechanism.Practical implicationsFamily-owned firms might balance the need to maintain traditional core values and requires innovation through the development of human capital with non-family employee intrapreneurship.Originality/valueThis paper grants a unique approach to studying intrapreneurial behaviour in the context of the family-owned business.

The transformational leadership role in achieving organizational resilience through adaptive cultures: the case of Dubai service sector

PurposeThis empirical research draws on the existing theory of transformational leadership, adaptive culture and organizational resilience, and investigates the effect of the elected TQM leadership style “transformational leadership” through the mediating effect of adaptive culture on organizational resilience, that is the key of survival during crises like the recent COVID-19 pandemic, which has severely impacted the business globally.Design/methodology/approachThis study exploited a cross-sectional online questionnaire of a random sample of Dubai service firms, with the unit of analysis being at the firm level. In total, 379 usable responses were received. Regression analysis was conducted to test hypotheses.FindingsThe overall findings of this study supported that transformational leadership is positively associated with both adaptive culture and firm's resilience and significantly impacts them. Adaptive culture was found partially mediating the effect of transformational leadership on organizational resilience.Practical implicationsThe research findings provide important insights to practitioners (managers and leaders) to better improve their transformational qualities, as these qualities are expected to improve the organizational adaptive cultures and capacity of resilience.Originality/valueTo the best of the authors' knowledge, this is one of the first studies to examine the transformational leadership effect on organizational adaptive culture and firm's resilience. This investigation expands the boundaries of leadership style theory into new arenas, attempting to partially address the identified knowledge gap in this vein.

Approach of McGregor's X and Y Theory Associated with the Adaptive or Non-Adaptive Culture Construct of Kotter and Heskett

This empirical research aimed to identify if there is an association between the organizational management model based on McGregor 's X and Y Theory with the construct of the adaptive and non-adaptive culture approach of Kotter and Heskett. The methodology of the research is exploratory and descriptive, based on bibliography and field research. The bibliographical revision was structured from classic compendia of the administration, with the objective of recovering the theoretical basis of the conceptualization of Theory X and Y, and the contemporary literature for the understanding of the current scenario of organizational culture. The survey was applied in satellite companies of the fashion, food and service segment in a Shopping Center established in the city of Anápolis-Goiás. To measure the data collected, the following statistical tools were applied: Alpha Cronbach, to evaluate the density of the questionnaire data; the Pearson Correlation Coefficient, to verify, through analysis of the correlation and linear regression between the data surveyed, if there is an association relationship between the adaptive and non-adaptive organizational culture approach and the McGregor X and Y Theory approach; and the F statistic to obtain the significance test of the hypotheses and make the decision to accept or reject the null hypothesis. The results of this investigation point to the existence of evidence that associates the management model based on McGregor 's X and Y Theory to the Kotter' s Construct and Heskett 's approach to non-adaptive and adaptive culture.

EVALUASI PELAKSANAAN CORPORATE SOCIAL RESPONSIBILITY PADA PT UNILEVER INDONESIA, TBK.

<p>Corporate Social Responsibility is a must for companies, especially for a limited<br />liability company. It is attested in chapter V Social and Environmental Responsibility in<br />sections 74 subsection (1) until subsection (3) of law No. 40 year 2007 on limited liability<br />company. This study uses secondary data and qualitative shape that is from the website of<br />PT Unilever Indonesia, Tbk. regarding the activities of Corporate Social Responsibility<br />the company has done and using research on Corporate Social Responsibility that has<br />been done by researchers previously associated laws-an invitation about Corporate<br />Social Responsibility. Corporate Social Responsibility is also always associated with<br />Green Economy. The management of PT Unilever Indonesia, Tbk. was successfully<br />implementing Corporate Social Responsibility as part of a strong organizational culture<br />and also PT Unilever Indonesia, Tbk. has been successfully implementing adaptive culture.</p>

Modelling drivers of adapt for effective strategy execution

Purpose – The purpose of this study is to develop a framework for “Adapt” in the context of strategy execution. Design/methodology/approach – Both exploratory and confirmatory modes of research using Confirmatory Factor Analysis, Interpretive Structure Modeling, Total Interpretive Structural Modeling and t-test methods have been conducted. Findings – The conceptualization of learning and learning organization can only be possible when organization develops adaptive culture. When an organization becomes learning organization, it starts becoming vital by adopting flexibility wherever and whenever it is required. This vitalization process helps organization use successfully the frameworks of strategy execution. Research limitations/implications – In many cases the Balance Score Card could not succeed. Our study suggests that the adaptive culture gives impetus for learning and growth suggested in balanced scorecard (BSC) and adapt suggested in Management System. This study is more an exploratory effort with limited sample size. The findings can be consolidated and enriched with significantly large sample from varied contexts. Practical implications – There is clear relative importance and sequence of corrective actions required to improve the hit rate of strategy execution. Organization can use the proposed framework to handle the issues of adapt in strategy execution. Originality/value – Many scholars have pointed out that there is lack of strategy execution framework, and more specifically, in the case of adapt. The study contributes by providing a conceptual framework to address different aspects of adapt and change management for effective strategy execution. Additionally, this study adds methodological value to traditional model building.