Dynamic Capability of Private Universities: The Role of Middle Managers

Abstract

Achieving the quality of tertiary institutions as part of continuous quality improvement, the role of managers, especially at the middle level manager in business processes in higher education becomes very crucial in orchestrating the dynamic capabilities of the organization, because in this implementation the middle manager becomes the technical executor of the intended achievement process. The purpose of this study is to examine the effect of the elements consisting of sensing, seizing and reconfiguring the middle manager for continuous improvement growth. The results of the study confirm that the middle manager Sensing variable has a significant positive effect on continuous improvement growth, the variable middle manager does not affect continuous improvement growth, and the reconfiguring middle manager variable does not significantly influence continuous improvement growth. Research in the future can be re-implemented the seizing and reconfiguring variable on continuous improvement growth in different research objects, for example in manufacturing companies or at least samples in research, in further research can add a wider object of research, not only one institution but can use many institutions similar

Human Resource Skill Adjustment in Service Sector: Predicting Dynamic Capability in Post COVID-19 Work Environment

“…Dynamic capability has dominated business literature as a leveraging factor against negative adversaries (Ugboego et al 2022;Akpan et al 2021;Ezenwakwelu et al 2021;Matwiejczuk et al 2020;Sukaris et al 2019;Ofoegbu and Onuoha 2018). From the word "dynamic", it could be deduced to mean an unstable measure or something that changes overtime.…”