Managerial cognitive capabilities, organizational capacity for change, and performance: The moderating effect of social capital

Figures & data

Table 1. Respondents’ profile

Category	Criteria	Middle Manager		Lower Manager
		Frequency	%	Frequency	%
Gender	Male	64	85%	194	82%
	Female	11	15%	44	18%
	Total	75	100%	238	100%
Age	Less than 30 years	-	-	1	0%
	30–40 years	-	-	55	23%
	41–45 years	22	29%	156	66%
	46–50 years	22	29%	14	6%
	Above 50 years	31	42%	12	5%
	Total	75	100%	238	100%
Unit echelon III	Division	32	43%	79	33%
	Operational office	43	57%	159	67%
	Total	75	100%	238	100%
Title	Bachelor degree	20	27%	121	51%
	Master degree	54	72%	116	49%
	Post graduate degree	1	1%	1	0%
	Total	75	100%	238	100%
Zone	I	15	20%	56	24%
	II	21	28%	56	24%
	III	18	24%	66	27%
	IV	21	28%	60	25%
	Total	75	100%	238	100%
Work length	Less than 5 years	-	-	2	1%
	5–10 years	2	2%	17	7%
	11–15 years	11	15%	34	14%
	16–20 years	18	24%	94	39%
	More than 20 years	44	59%	91	38%
	Total	75	100%	238	100%
Length of echelon experience	Less than 10 years	56	75%	160	61%
	10–15 years	13	17%	65	27%
	16–20 years	6	8%	11	5%
	More than 20 years	-	-	2	1%
	Total	75	100%	238	100%
Length of current position	Less than 2 years	52	69%	113	47%
	2–4 years	21	29%	107	45%
	5–6 tahun	2	2%	16	7%
	More than 6 years	-	-	2	1%
	Total	75	100%	238	100%

Table 2. Questionnaire items, validity and reliability results

Code	Items	Factor Loadings	Cronbach’s Alpha
Managerial Cognitive Capabilities—Sensing (Sens)
Sens1	As a leader, you … Observe trending topic areas in magazines/newspapers	0.732	0.892
Sens2	… Observe changes in the value and lifestyle of people	0.833
Sens3	… Find new opportunities in the task environment	0.924
Sens4	… Seek new practices	0.916
Sens5	… Conceptualize new ways of working	0.758
Managerial Cognitive Capabilities—Seizing (Seiz)
Seiz1	… Respond/react to changes in the work environment	0.903	0.892
Seiz2	… Actively develop new ways of working	0.893
Seiz3	… Continue to build complementary knowledge	0.930
Seiz4	… Actively affect the direction in which you are working	0.797
Managerial Cognitive Capabilities—Reconfiguring (Recf)
Recf1	… Use knowledge gained with the organization of DGSA	0.935	0.949
Recf2	… Use existing resources in the new area	0.978
Recf3	… Use existing knowledge in new areas	0.950
Organizational Capacity for Change—Learning capacity (LeCap)
LeCap1	Change leaders know the interdependency between work units in change	0.880	0.919
LeCap2	Change leaders know the importance of institutionalizing change	0.899
LeCap3	Change leaders know the need to readjust incentives with desired changes	0.891
LeCap4	Change leaders know to assess causes and not symptoms of problems	0.927
Organizational Capacity for Change—Process capacity (ProCap)
ProCap1	The information flow is effective from the Director General to Echelon II, III, and IV officials in all work units	0.870	0.923
ProCap2	Information flow is effective; the information provided is always real-time	0.927
ProCap3	Information flow is effective; information is provided across work units	0.938
ProCap4	The information flow is effective; information is provided from stakeholders to work units	0.869
Organizational Capacity for Change—Context capacity (ConCap)
ConCap1	DGSA employees are open to considering changes to RBTK	0.838	0.928
ConCap2	DGSA employees have the opportunity to voice their concerns about change	0.911
ConCap3	DGSA employees know how changes will help DGSA’s performance as a whole	0.923
ConCap4	DGSA employees see the DGSA head office as trustworthy	0.828
ConCap5	DGSA has an organizational culture in providing value to innovation and change	0.804
ConCap6	DGSA has an organizational culture in providing resources to experiment with new ideas	0.777
ConCap7	DGSA employees are open to considering changes to RBTK	0.717
ConCap8	DGSA has an organizational culture that allows people to take risks and sometimes fail	0.787
Cognitive Social Capital (CogSC)
CogSC1	My direct supervisor shares the same wishes and visions for the DGSA organization	0.883	0.904
CogSC2	My direct supervisor and I enthusiastically pursue goals and missions together	0.881
CogSC3	There are common objectives among employees in DGSA organizations	0.836
CogSC4	My direct supervisor is committed to organizational objectives	0.843
CogSC5	My direct supervisor sees himself as a partner in mapping the organizational direction	0.761
CogSC6	My direct supervisor fully agrees with the vision of the DGSA organization	0.796
Organizational Performance—Task performance (TP)
TP1	The ratio of asset utilization to total assets increases	0.815	0.857
TP2	Percentage realization of value of economic benefits of State asset management has increased	0.908
TP3	The level of fulfillment of the work unit to Zona Integritas Wilayah Bebas Korupsi has increased	0.780
TP4	The percentage of information systems implementation that support business processes increases	0.857
Organizational Performance—Contextual performance (CP)
CP1	The State Asset Service Quality Management index (ISO 9001:2015) has increased	0.798	0.774
CP2	Percentage of officials who have fulfilled the job competency standard has increased	0.856
CP3	Percentage of implementation of RBTK initiatives has increased	0.839

Note: ꭓ²(df) = 1565.339 (743), p = 0.034; CFI (RMSEA) = 0.765 (0.093).

Table 3. Descriptive and correlation analysis

Research Variables	Mean	S.D.	1	2	3	4	5	6	7	8	9
MCC Sensing	3.744	0.855	0.699	0.664	0.671	0.176	0.284	0.251	0.248	0.236	0.184
MCC Seizing	4.047	0.833	0.815	0.777	0.771	0.280	0.242	0.361	0.349	0.162	0.185
MCC Recon figuring	3.849	1.067	0.819	0.878	0.911	0.587	0.440	0.563	0.350	0.224	0.190
OCC Learning	4.003	0.848	0.420	0.529	0.766	0.809	0.584	0.669	0.298	0.293	0.181
OCC Process	4.070	0.786	0.533	0.492	0.663	0.764	0.813	0.508	0.260	0.213	0.237
OCC Context	3.790	0.890	0.501	0.601	0.750	0.818	0.713	0.682	0.426	0.235	0.222
Cognitive SC	4.111	0.742	0.498	0.591	0.592	0.546	0.510	0.653	0.696	0.269	0.261
OP Task	4.137	0.821	0.486	0.403	0.473	0.541	0.462	0.485	0.519	0.707	0.331
OP Contextual	4.111	0.649	0.429	0.430	0.436	0.425	0.487	0.471	0.511	0.575	0.691

Notes: Correlation values > 0.300 are significant at p < 0.01; Diagonal and bold values are AVE (average variance-extracted) scores; Values below diagonal are bi-correlational values; Values above diagonal are squared correlation values.

Figure 1. Research model and analysis results

Note: ⁺ refers to p < 0.10, * refers to p < 0.05, ** refers to p < 0.01, *** refers to p < 0.001, ꭓ²(df) = 29,699 (17),p= 0.029; GFI (RMR) = 0.923 (0.020).

Table 4. Moderating effect of social capital

Paths	High social capital	Low social capital
Baseline (unconstrained model: x^2(df) = 15.186 (4)
Constrained model: x^2(df) = 49.592 (8)
OCC → OP	γ (HSC) = 1.867^+	γ (LSC) = 0.387**
	t = 1.31, p = 0.18