TY - JOUR
T1 - Dynamic managerial capabilities, organisational capacity for change and organisational performance
T2 - the moderating effect of attitude towards change in a public service organisation
AU - Widianto, Sunu
AU - Lestari, Yetty Dwi
AU - Adna, Beta Embriyono
AU - Sukoco, Badri Munir
AU - Nasih, Mohammad
N1 - Publisher Copyright:
© 2021, Emerald Publishing Limited.
PY - 2021/3/12
Y1 - 2021/3/12
N2 - Purpose: The aim of this study is to explore dynamic managerial capabilities (DMCs) and their effect on public organisational performance. While the previous research has focused on how leadership style impacts on organisational performance, the authors have investigated how the dynamic managerial capabilities of middle managers and their organisational capacity for change as well as their attitude towards the change are linked to organisational performance. Design/methodology/approach: The dataset was gathered during the field research carried out in a large public Indonesian government institution. In total, 313 managers and their direct followers participated in this study. The authors have employed structural equation modelling to test the hypotheses. Findings: The results of this study demonstrate the role of the dynamic capabilities of the middle managers associated with organisational performance. The results show that dynamic managerial capabilities and organisational performance are mediated by the organisational capacity for change. Practical implications: Middle managers should equip and develop their capabilities in order to embrace change in the organisation through the communication between the different staff levels, uniting the vision and mission with the organisational members. Further, the organisation should empower the role of the middle managers by increasing their authority and participation in the policy-making that is part of the change process. In addition, the workplace could implement interventions to optimise the dynamic managerial capabilities held by the middle manager and employees through assessments and mentoring. Finally, particular training programmes could be implemented to boost the employees' skills and flexibility, thereby keeping them agile in the context of the changes in the work environment. Originality/value: The role of the dynamic managerial capabilities of the middle manager is a prominent factor when facilitating a high level of organisational performance in a public organisation. However, the role of dynamic managerial capabilities does not have a direct effect on organisational performance if the organisation does not have the capacity to change, particularly in the Indonesian context.
AB - Purpose: The aim of this study is to explore dynamic managerial capabilities (DMCs) and their effect on public organisational performance. While the previous research has focused on how leadership style impacts on organisational performance, the authors have investigated how the dynamic managerial capabilities of middle managers and their organisational capacity for change as well as their attitude towards the change are linked to organisational performance. Design/methodology/approach: The dataset was gathered during the field research carried out in a large public Indonesian government institution. In total, 313 managers and their direct followers participated in this study. The authors have employed structural equation modelling to test the hypotheses. Findings: The results of this study demonstrate the role of the dynamic capabilities of the middle managers associated with organisational performance. The results show that dynamic managerial capabilities and organisational performance are mediated by the organisational capacity for change. Practical implications: Middle managers should equip and develop their capabilities in order to embrace change in the organisation through the communication between the different staff levels, uniting the vision and mission with the organisational members. Further, the organisation should empower the role of the middle managers by increasing their authority and participation in the policy-making that is part of the change process. In addition, the workplace could implement interventions to optimise the dynamic managerial capabilities held by the middle manager and employees through assessments and mentoring. Finally, particular training programmes could be implemented to boost the employees' skills and flexibility, thereby keeping them agile in the context of the changes in the work environment. Originality/value: The role of the dynamic managerial capabilities of the middle manager is a prominent factor when facilitating a high level of organisational performance in a public organisation. However, the role of dynamic managerial capabilities does not have a direct effect on organisational performance if the organisation does not have the capacity to change, particularly in the Indonesian context.
KW - Attitude towards change
KW - Capacity for change
KW - Dynamic managerial capabilities
KW - Indonesia
KW - Performance
KW - Public organisation
UR - http://www.scopus.com/inward/record.url?scp=85102204553&partnerID=8YFLogxK
U2 - 10.1108/JOEPP-02-2020-0028
DO - 10.1108/JOEPP-02-2020-0028
M3 - Article
AN - SCOPUS:85102204553
SN - 2051-6614
VL - 8
SP - 149
EP - 172
JO - Journal of Organizational Effectiveness
JF - Journal of Organizational Effectiveness
IS - 1
ER -