Article Per Year (5 Year)
p-Index From 2021 - 2026
0.408
P-Index
This Author published in this journals
All Journal Journal of Center for Energy Policy and Human Resources Capacity Development
Ranthy Pancasasti
Universitas Boyolali, Jawa Tengah, Indonesia
Decision Sciences, Operations Research & Management Economics, Econometrics & Finance Electrical & Electronics Engineering Energy Environmental Science

Published : 2 Documents Claim Missing Document
Claim Missing Document
Check
Articles

Found 2 Documents
Search

 1 
Beyond Cultural Alignment: Exploring Organizational Development, Transformation, Adaptability, Stability, and Competitiveness Ranthy Pancasasti
Journal of Center for Energy Policy and Human Resources Capacity Development Vol. 1 No. 1 (2026): Policy Innovation and Collaboration for Sustainable Growth in Agribusiness and
Publisher : PT. Mega Mas Abadi Konsultan

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.66226/journalofcphrcd.v1i1.39

Abstract

Organizational culture is increasingly shaped by the capacity of organizations to maintain cultural alignment while responding to organizational change, transformation, and competitive pressures. Previous research has emphasized the importance of organizational values, value-based leadership, and strategic alignment in shaping cultural alignment and employee outcomes. However, several dimensions identified in prior framework development—including organizational development, organizational transformation, adaptability, stability, and competitiveness—remain insufficiently explored through empirical qualitative inquiry. This study aims to explore how these dimensions interact in organizational practice and how they contribute to the development and maintenance of cultural alignment. Building on the Gap in Organizational Culture framework developed in previous research, this study adopts a qualitative exploratory approach to investigate organizational experiences, practices, and perceptions related to cultural development and change. Data will be collected through semi-structured interviews with organizational leaders and employees and analyzed using thematic analysis supported by NVivo. The analysis will focus on identifying recurring themes, relationships, enabling conditions, tensions, and organizational mechanisms associated with development, transformation, adaptability, stability, and competitiveness. The study is expected to extend existing organizational culture research by moving beyond the identification of cultural alignment toward a deeper understanding of how organizations develop and sustain alignment while navigating transformation and environmental change. The findings will contribute to the refinement of the Gap in Organizational Culture framework and provide practical insights for organizational leaders seeking to strengthen cultural adaptability, organizational resilience, and sustainable competitiveness.
From Human Capital Priorities to Organizational Financial Efficiency: Linking Values, Leadership, Strategic Alignment, and Employee Performance Ngadiman Ngadiman; Ranthy Pancasasti
Journal of Center for Energy Policy and Human Resources Capacity Development Vol. 1 No. 1 (2026): Policy Innovation and Collaboration for Sustainable Growth in Agribusiness and
Publisher : PT. Mega Mas Abadi Konsultan

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.66226/journalofcphrcd.v1i1.40

Abstract

Purpose: This study examines how organizational actors prioritize human capital capabilities that can support organizational efficiency and financial sustainability. The study reframes organizational culture and alignment from a primarily cultural perspective toward a strategic human capital perspective in which values, value-based leadership, strategic alignment, and employee capability are treated as organizational resources. Design/Methodology/Approach: An exploratory survey design was used in which respondents assessed organizational indicators using a Likert scale. The responses were aggregated and ranked to identify the relative priority of human capital and organizational capability indicators. Descriptive analysis and thematic interpretation were used to connect employee-related capabilities with organizational efficiency and financial implications. Findings: The framework indicates that organizational values, leadership integrity, strategic alignment, cultural consistency, and employee performance represent interconnected human capital capabilities. Higher-priority capabilities can provide a basis for improving work quality, productivity, adaptability, resource utilization, and organizational efficiency. Conclusion: Financial sustainability should not be viewed solely as a finance function; it is also influenced by the quality and deployment of human capital. Practical Implications: Organizations can use employee-based priority assessments to identify capabilities requiring investment and to align human resource development with productivity, cost efficiency, and sustainable organizational performance.
Co-Authors Ngadiman Ngadiman