The Effect of Academic Culture and Collaborative Culture As Collaborative Academic Culture to Improve The Innovative Behavior in Universities

Abstract

Leaders in various universities design and participate in education by constructing and developing fresh and new ideas and innovations to create efficient teaching methods across all departments. Additionally, millennials are the technologyliterate generation, making this an exciting time for them as they try to meet market demand. This fact will serve as the foundation for determining whether the university's collaborative and academic culture impacts the lecturers' innovative behavior. The 101 samples of lecturers were taken from 5 universities in the Jakarta and Java area. The Structural Equation Model (SEM) of Smart PLS was used in this analysis. The results indicated whether Collaborative Culture and Academic Culture affect Innovative Behavior. From the results of this analysis, it is essential to develop and improve future methods of combining collaborative and academic culture to create a Collaborative Academic Culture. This method would in turn improve innovation in the university, as the country had set a goal to increase the collaboration between higher education stakeholders in society. It is also expected that the derivation of the two variables will further develop the effectiveness of quality teaching in higher education.

Modelling the importance of collaborative culture and its dimensions for supply chain collaboration: a necessary condition analysis

“…Organisational culture refers to the pattern of shared values and beliefs that help individuals understand how organisations function, which then becomes the foundation for the organisation’s norms and way of life (Kumar et al, 2017). Hence, it is the norms that organisations develop from their experiences in dealing with their environmental challenges (Nikol’chenko & Lebedeva, 2017; Acquah, 2020; Sihite et al, 2022). A firm’s collaborative culture comprises “collectivism, long-term orientation, uncertainty avoidance, and power symmetry – which denote firm-level equivalents of national cultural dimensions of Hofstede (1991)” (Cao & Zhang, 2013, p. 41).…”

“…It is “key to performance advances that result in sustainable competitive advantage, which subsequently leads to economic development” (Acquah, 2020, p. 1). Leveraging the resources and capabilities of both upstream and downstream supply chain partners is required for competitive advantage and success in a hypercompetitive and dynamic business environment (Acquah, 2020; Sihite, Poltak, Hidayat, & Sijabat, 2022; Fawcett et al, 2012). Successful supply chain collaborations are characterised by sharing resources, risk, information and joint decision-making for a robust response to changing customer requirements (Fawcett et al, 2015; Nauman et al, 2022).…”