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All Journal J-MIND (Jurnal Manajemen Indonesia) Economics and Business Journal
Yeni Absah
Program Studi Magister Manajemen, Universitas Sumatera Utara
Decision Sciences, Operations Research & Management Economics, Econometrics & Finance Social Sciences

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The Role of Strategy Agility as a Mediation Variable is Reviewed with Human Capital and Absorptive Capacity in Influencing the Performance of PT Bank Sumut Kampung Lalang Branch Office Rudi Ardi Anugrah Simbolon; Yeni Absah; Prihatin Lumbanraja
Economics and Business Journal (ECBIS) Vol. 4 No. 3 (2026): March
Publisher : PT. Maju Malaqbi Makkarana

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.47353/ecbis.v4i3.302

Abstract

This study aims to analyze the role of strategy agility as a mediating variable in the relationship between human capital, absorptive capacity, and performance of PT Bank Sumut Kampung Lalang Branch Office. The method used was a quantitative approach with data collection through questionnaires distributed to 49 respondents. The results of the study show that human capital and absorptive capacity have a positive and significant effect on company performance. In addition, human capital and absorptive capacity also have a positive effect on strategic agility. Strategy agility has been proven to be able to mediate the relationship between human capital and absorptive capacity to company performance. These findings emphasize the importance of human resource management and the organization's ability to absorb new knowledge to improve performance in the competitive banking industry. This research is expected to provide insight for management in formulating more effective strategies to improve the Company's performance.
EVALUASI PENERAPAN MANAJEMEN PERUBAHAN PADA PENGGABUNGAN ORGANISASI PENYELENGGARA PELABUHAN Ramlan Syah; Harmein Nasution; Yeni Absah
J-MIND (Jurnal Manajemen Indonesia) Vol. 10 No. 3 (2025): J-MIND (Jurnal Manajemen Indonesia), December 2025
Publisher : LPPM Universitas Malikussaleh

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.29103/j-mind.v10i3.25174

Abstract

Port-sector reform has value only insofar as it results in measurable improvements in service performance. This study evaluates the application of change management in the merger of Harbormaster and Port Authority functions at one operational unit (UPT), where the intended integration goals have empirically not been consistently achieved. Using a constructivist qualitative approach with a single-case study design, data were collected through 30 semi-structured interviews, non-participant observation, and a review of 68 documents; analysis followed the Miles–Huberman interactive cycle with NVivo-assisted open–axial–selective coding, and validation through triangulation, member checking, and an audit trail. Core findings indicate a misalignment in the management of Ability-Motivation-Opportunity (AMO) improvements across Lewin’s stages: during unfreeze, policy urgency was established but communication remained largely one-way and passive resistance persisted; during change, procedure harmonization via bridge SOPs, competence-based redeployment, and digital quick wins progressed, yet participation was not well structured, competency mismatches persisted, and complaint handling lacked standardization; during refreeze, work began on a unified SOP and cross-agency KPIs, but standardization and cultural internalization were not yet stable. We conclude that the absence of a systematic change architecture and the lack of formal change agents have stalled integration at administrative unification. The study recommends an “integrated change framework” comprising a guiding coalition, finalization of a unified SOP linked to KPI–reward systems, competency certification for critical roles, high-involvement work practices, and a closed-loop feedback cycle to ensure the sustainable institutionalization of new practices.
Co-Authors Harmein Nasution Prihatin Lumbanraja Ramlan Syah Rudi Ardi Anugrah Simbolon