A Model of the Commitment to Change in Higher Education

Abstract

The purpose of this study was to find out the correlation between the theoretical model of the organization’s capability contribution, participation, and the climate of change to the commit-ment to change. Subjects were Islamic University lecturers in Indonesia who experienced the organizational change. Findings reveal (a) the theoretical model designed in this study fitted the empirical data; (b) the determination coefficient (R2) of the commitment to change was 15.1%, which showed that 15.1% of the commitment to change can be explained or predicted through the organization’s capability, participation, the climate of change and the open-mindedness to changes variables; (c) the model was acceptable based on the fit model test with 60.785 chi-square value and .275 (> .05) probability, the CFI value was .997 (almost 1), and the RMSEA value was .022 (< .08). This study has found out the determining theoretical model of the commitment to change based on the organization’s capability, participation, the climate of change, and the open-mindedness to changes’ roles in establishing the commitment to change. The open-mindedness to changes as a mediator is significant, because without the mediator, the organization’s capability, participation, and the climate of change have no effects to the commitment to change.

Positioning Indonesian Islamic Higher-Education Vis-a-Vis Globalisation: Organisational–resilience Dynamics

“…Any strategy at the level of institution to build a WCU needs strong leadership, a firm vision regarding the institution's mission and goals, and clear strategic-planning that is articulated to translate the vision into targets and concrete programs (Salmi, 2009). These values emphasise the importance of developing an individual's working competence in an organisation and helping them to get worksatisfaction (Kusumaputri et al, 2014). In this case, the academic community works together to appreciate their journals' publication.…”

“…As such, it includes the ability to facing current difficulties, survive recent, adaptation with the changes with all its difficulties, and then challenges of the past and future (Kendra & Wachtendorf, 2003;de Carvalho, Ribeiro, Cirani, & Cintra, 2016;Quendler, 2017). Challenges to be faced regarding problems of funding, participation from all humanresources in organisation, and cultural-change like the economic system and condition, globalisation, demand for particular standard for education, and invention, become important considerations for an organisation that is aware of risks, crisis management, planning continuity, organisational-leadership, and contingencybased management (Kusumaputri, Himam, Afiatin, & Meiyanto, 2014).…”