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FUTURE ORGANIZATIONAL CHANGE AND DEVELOPMENT STRATEGY: A SYSTEMIC LITERATURE REVIEW BASED ON BEHAVIORAL, VALUE, AND SUSTAINABILITY THEORIES Nasra; Anton Dody Rushendra; Siti Rabiah; Ameliya Bangun; Tetra Hidayati
International Journal of Educational Review, Law And Social Sciences (IJERLAS) Vol. 5 No. 6 (2025)
Publisher : CV. RADJA PUBLIKA

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.54443/ijerlas.v5i6.4517

Abstract

This article conducts a systematic literature review on prospective organizational change and development strategies, integrating behavioral theory, value-based approaches, and sustainability as foundational elements. The dynamics of global change and imperatives of sustainability necessitate that organizations undergo adaptive and transformative transformations, thereby reinforcing a collaborative work culture. The synthesis of findings indicates that the success of organizational change is significantly influenced by the synergy between individual behavioral transformation, value congruence, and the adoption of sustainable strategies underpinned by authentic leadership. This literature review also identifies research gaps, including the limited integration of individual behavioral theory with organizational change management practices, the scarcity of empirical studies on the relationship between values-based interventions and sustainability, and the need for cross-sector best practice research. This study offers new perspectives, maps key trends, and provides strategic recommendations for the development of resilient, inclusive, and competitive organizations in the future.
THE ROLE OF "BERAKHLAK" WORK CULTURE IN IMPROVING EMPLOYEE PERFORMANCE WITH THE ADAPTABILITY AFTER POSITION EQUALIZATION AS A MEDIATION VARIABLE IN BONTANG CITY GOVERNMENT Anton Dody Rushendra; Siti Maria; Ariesta Heksarini
International Journal of Social Science, Educational, Economics, Agriculture Research and Technology (IJSET) Vol. 5 No. 4 (2026): MARCH
Publisher : RADJA PUBLIKA

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.5281/zenodo.19362579

Abstract

Purpose: This study aims to analyze the role of BerAKHLAK work culture in accordance with the MENPAN-RB letter number 20 year 2021 on the employee performance with the adaptability after the equalization position from stuctrural to functional as a mediation variable within the Bontang City Government. Method: It is a quantitative research using a 5-point Likert scale questionnaire survey approach. A sample of 82 employees ASN who experienced equalization of positions was selected according to purposive sampling criteria. Data analysis using Structural Equation Modeling-Partial Least Square (SEM-PLS) with outer model, inner model, and bootstrapping testing. Result: The work culture did not have a big impact directly on performance (p-value 0.853), but it did have a big impact and significant effect on adaptability (p-value 0.001). Adaptability has a positive and significant effect on performance (p-value 0.000) and acts as a full mediator of the relationship between work culture and performance (p-value 0.000) with a contribution to explaining 81.3% of the variance in performance. Practical Implications for Economic Growth and Human Capital Development: Strengthening employee adaptation capacity with a training, coaching, mentoring, and a 360 degree feedback system is a key strategy for improving performance. This has an impact on the efficiency of public services, the optimization of professional human resources, the attractiveness of investment, and the growth of the MSME sector and creative industries in Bontang City as a partner area of the Ibu Kota Nusantara, the new capital city of Indonesia. Novelty: This study reveals the BerAKHLAK work culture does not have a direct impact on performance in the context of the Bontang City Government, because a strong local work culture has been embedded first (such as the slogan "extraordinary, professional, dignified"), so that adaptability is the only mechanism for channeling cultural influence on performance in the context of bureaucratic reform of equalization of positions.