PurposeThis study aims to investigate the mechanism that transforms middle manager capabilities (MMCs) into organisational performance (OP). This study proposes that organisational capacity for change (OCC) might mediate the relationship between MMCs and OP.Design/methodology/approachThe proposed hypotheses were tested using data derived from a survey distributed to 89 heads of department of 34 subjects from the 11 top universities in Indonesia.FindingsThe findings indicate that MMCs positively influence OCC and OP and that OCC positively influences the OP. Furthermore, the authors found that OCC mediates the positive effect of MMCs on OP.Originality/valueThe authors empirically investigated the hypothesis that MMCs, in the context of higher education, play a crucial role in determining OCC and OP. Furthermore, the capacity of organisations to adapt to the changing environment mediates the capabilities of the middle managers in relation to OP. In addition, the authors empirically investigated OCC in three dimensions (learning, process and context) that were previously only proposed and discussed conceptually.

PurposeThe 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/approachThe 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.FindingsThe 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 implicationsMiddle 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/valueThe 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.

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The aims of this study to identify the attributes of existing service quality on B Campus Library of Airlangga University as well as determine the level of priority level of each need by integrating models and Kano methods, Importance Performance Analysis, furthermore, it also identyifying the root causes of the three attributes of service quality on B Campus Library of Airlangga University were entered into the forth kuadrant by using Cause and Effect Diagram, and give recommendation for improvement based on problems identification by Cause and Effect Diagram. The approach used in this research  is a qualitative approach with the kind of descriptive research. Data used are primary and secondary data. Analysisi data used descriptive analysis with the help of IBM SPSS Statistics 20 and Microsoft Office Excel.This research used 23 atributes of service quality. The result of the classification of data qith kano’s mode; stated that 22 atributes   of service quality. The results of the classification of data with Kano's model stated that 22 atributes are included into attractive category. Because none of attributes were included into the indifferent category, all of the attributes can be used in the integration of Kano's model and IPA methods. From the integration, comes three attributes of service quality that included into concentrate here area; the availbility of fast connection wifi and internet facilities, friendly, polite, orderly, and neat in officer services, and the availability of clean toilet facilities.The root of the problem cause the lack of quality in three attributes identified by Cause and Effect Diagram based on interviews with the B Campus Library of Airlangga University and also based on the author's observation results. Based on the identification of the three atributes with the quality of service, proposed recommendation to fix problem on each attributes. The recommendation includes several root of the problem, such as man, methods, equipment, and environment