MARKET ORIENTATION, ORGANIZATIONAL CAPACITY TO CHANGE, AND HIGHER PERFORMANCE: THE MODERATE EFFECT OF RESISTANCE TO CHANGE
Amount: MARKET ORIENTATION, ORGANIZATIONAL CAPACITY TO CHANGE, AND HIGHER PERFORMANCE: THE MODERATE EFFECT OF RESISTANCE TO CHANGE
Author: ZUYYINNA CHOIRUNNISA
Item Type: Thesis
Memberships: Master of Management Science Study Program, Faculty of Economics and Business, Airlangga University, Surabaya, Indonesia
Publisher: Airlangga University
Abstract
Change is an unavoidable phenomenon and organizations must develop their capacity for change in order to survive in the competition. The aim of this study was to examine the determinants and effects of organizational capacity for change (OCC). In addition, the moderating effect of resistance to change was also tested for the effect of organizational capacity for change on performance. The proposed hypothesis is tested using data from the survey. In total, 36 questionnaires have been filled out by the head of the study program as respondents and used for data analysis in this study using the survey method. The results showed that market orientation had a positive effect on OCC. So is the effect of OCC on performance. To increase the capacity for change, managers in higher education can increase their market orientation so that universities can improve their performance. However, although resistance to change was found not to significantly moderate the effect of OCC on performance, managers should pay attention to reducing resistance to change in higher education. This study empirically examines OCC in the context of higher education shaped by market orientation. Furthermore, OCC has a mediating role from the effect of market orientation on higher education performance. In addition, OCC in this study was tested with 3 dimensions (learning, process, and context) which were previously only proposed as concepts.
Keywords : Market orientation, organizational capacity for change, performance, and resistance to change
