International Journal of Law and Management

The influence of organizational culture on the performance of employees at University of Mercu Buana
Suharno Pawirosumarto, Antonius Setyadi, Evawati Khumaedi,
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Suharno Pawirosumarto, Antonius Setyadi, Evawati Khumaedi, "The influence of organizational culture on the performance
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 The Influence of Organizational Culture on the Performance of Employees at University of
Mercu Buana

INTRODUCTION
University of Mercu Buana (hence called UMB) is one of established colleges in Indonesia
despite the vast and rigorous higher education competition in today’s global era. The establishment
in this competition has not been easy as the university is attempting hard to follow the rapid
development of technology. Nevertheless, all members of the university have made a celebration
towards the latest development of technology in the university that make them all proud. As a
consequence, accreditation has been achieved by all study programs within the university (see Table
1).

Table 1
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The performance of the employees at UMB based on data in 2013/2014 was divided into four
zones: excellent or green zone: amounted to 87 people (31%), good or blue zone: amounted to 57
people (20%), standard or yellow zone: amounted to 97 people (34%), and the red zone or the
employees, implying that these people need improvement: amounted to 42 employees (14%). Of the
four criteria, it is vividly shown that most employees were lying between the standard and red
zones, meaning as many as 48% of employees need improvement.

LITERARY REVIEW
Organizational Culture
According to Robbins and Coulter (2004: 58), organizational culture is a system of shared
meanings in one company or organization that is kept by the members of the organization that
determine most of the way they act. Moeljono (2005: 2) points out: “the culture of the organization
in general is a philosophical statement that can be used as a binding demand on the employees as it
can be formulated formally in the various rules and regulations of the company”. Thus, the
organizational culture is a collective agreement within the members in one organization or company
that facilitate the initiation of a broader agreement to their personal advantage. The virtue of the
organizational culture is to control over and direct as well as shaping the attitudes and behavior of
humans who involve themselves in the organization’s activities. Individually and collectively, a
person will not be separated from the culture in the organization. Members in an organization will
be influenced by a diversity of resources that exist within the organization as a stimulus; thus,
someone in the organization has a specific behavior when compared with group organization or
company. The culture equips people with a sense of identity and a sense of acceptable behavior in
the society. Some of the behaviors heavily influenced by culture are as follows: (1) a sense of self
and space, (2) communication and language, (3) clothes or uniform and appearance, (4) food and
eating habits, (5) the time and the sense of time, (6) the relationship (family, organization,
government, etc.), (7) the values and norms, (8) beliefs and attitudes, (9) the mental processes and
learning, and (10) work habits and practices

Involvement
Employee’s involvement according to Tjiptono (in Indayati, 2011) is a process of involving
employees at all levels at the decision making and problem solving process within the organization.
 Involving employees means that the employees can identify themselves psychologically with their
work and consider that their performance is important to themselves as well as to the organization.
Work involvement has become an appropriate term to express various techniques.
The signals of low work involvement are indicated by certain characteristics, such as
unwilling to try and not care about the company, not satisfied with their work, not having
commitment, having high rate of absence, unmotivated as proven by high resignation rate, and
feeling less proud of their job and the company. The underlying logic is that the involvement of the
employees in decision-making process will affect the employees in that it will increase the
employee’s autonomy and control over their working life. This way, the employees will be more
motivated, more loyal to the organization, more productive and more satisfied with their jobs. The
characteristics of the employees with high level of involvement are those who spend more time to
work, who increase their interest to the job and the company, who are satisfied with their work, who
give their best effort for the company with low absenteeism, who have low motivation, and who
have a high commitment to their career, profession, and organization. There are some aspects that
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may affect job involvement, such as: a) there is a very high expectation of the job; b) employees
have great sense of responsibility to their work; c) there is emotional involvement in the job; d)
employees feel proud with their work, possessing a common ambition and the desire for upward
mobility, e) employees are ready to face the task.
Participation and involvement of employees that create a sense of ownership and
responsibility may improve their commitment to the organization as well as to the larger
organization and to the lower control system. The dimension of variable involvement includes
empowerment by granting authority to the employees in terms of planning, controlling and making
decisions on the job responsibilty without having to obtain explicit authorization from top
managers.

Consistency
The success of the implementation of consistency relies heavily on the role of top
management in implementing the vision, mission, goals and programs of the organization.
Consistent support from the top management as well as in conditioning the behavior within the unit
leaders and employees is meaningful; it might be in the form of the implementation of the
organizational culture, workplace culture, enforcing discipline in the form of reward and
punishment, openness in career management, attractive compensation, training and development,
and performance management (Denison, in Darayanti, 2011). According to Wajiran (2013),
consistency is an effort to continue and keep doing something until the final destination is reached.
Moreover, Sobirin (2002) asserts that consistency is the level of agreement of members of the
organization to the underlying assumptions and core values of the organization. Consistency in the
context of organization is characterized by the condition when the staffs feel bound with the
organization; there are key values and clarity about what one can do and cannot do. Denison (in
Zwan, 2009) states that consistency in the organization is the dimension that maintains the strength
and stability in the organization.
There are certain dimensions of variable of consistency. First, the core value is a permanent
guideline or belief about something right or not that may direct the actions and behavior of the
staffs in achieving organizational goals (Wirawan, 2007). The indicators of these core values are
direct action to behave in workplace, maintaining and directing the values of the organization, and
behaviors of employees in business actions.
 Second, agreement is a process when the staffs in the organization are able to reach common
ground on particular issues as well as they are able to resolve disagreements that occur within the
members in the organization (Denison, 2006). The indicators of agreement are the following:
creating a consensus of opinion on the progress of the organization, improving the quality of the
organization, creating a conducive work culture, and carrying out duties in accordance with a full of
responsibility. Finally, coordination and integration are variety of functions and units within the
organization that work together to achieve organizational goals without infringing the rights within
the members of the organization (Denison, in Zwan, 2009).

Adaptability
The ability to be responsive towards external environment, internal customers (employees)
and external customers by understanding the business demand environment into actions may give a
chance to be resilient, growing, and expanding (Denison, in Hartijasti, 2002). The ability to
recognize and react to the external environment and internal environment should be in line with the
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ability to react to internal and external customers. According to Clark (in Ahmad, 2012), the
organization is able to adjust its program to the existing environment outside the organization as
well as the adjustment of the group against the rules or norms in the group or organization, as well
as the adaptation of the organization or company to environmental changes. Tjiptono et al (in
Indayati, 2011) asserts that a high level of adaptability is a necessity for any organizations as the
environment is really unconditioned. Thus, skills and competencies mastered by the students are
expected to be the provision of their lives in the future with a great deal of demands and
development.
There are some dimensions of variable of adaptability. The first is the ability to create change.
The organization should be able to change and adapt to environmental changes or adapt to potential
changes that may occur in the future. The second is the ability to focus on the customer. In the
context of education world is aimed at learners’ achievements, this requires constant sensitivity to
the emerging demands of the customers and the measurement of the factors that drive customer’s
satisfaction. The last is the organization’s ability to learn. Organizations must be responsive and
adaptive to keep learning in every strategic decision in order to anticipate the internal environment
in order to face the competition. Organizations are required to continue to develop and enhance
their capabilities through learning, so as products and services provision will give satisfaction to the
customers.

Mission
A clear mission should be in accordance with the culture and needs of the company and the
needs of the market. All this should foster employees’ commitment to their jobs and foster their
morale, sense of harmony in the working lives of employees, and excellent working standards
(Doloksaribu, 2001). The appreciation to the mission gives two big influences on the functioning of
the company, namely, determining the benefits and meaning by defining social roles and external
goals for the institution as well as defining the role of individuals with regards to the role of the
institutions. Through this process, the behavior of intrinsic meaning or even spiritual may exceed
the functional role of the bureaucracy, providing clarity and direction or rules. Awareness of the
organization’s mission gives a clear direction and objectives that serve to define a series of
appropriate measures for the organization and its members.
There are some dimensions of variable of mission. The first is strategic directions and
intentions. A successful organization has a clear direction and goal that are clearly defined in the
 organization’s goals and strategic objectives, and these are reflected in how the organization’s
vision to the future. The second is goals and objectives. The mission provides direction to the
managers (top management) in making an appropriate strategy to achieve and communicate the
organization’s goals and objectives, creating a common feeling towards the jobs being done. The
last is vision. Vision is the expected aspiration of the state to be realized in the future. To achieve
these ideals goals, of course, should move all resources starting at the top to the bottom levels.

Performance
Performance is the behavioral outcomes by members of the organization (Gibson, in Soedjono,
2005). Performance is a function of motivation and ability. To complete the task or job, a person
should have particular degree of willingness and a certain level of ability (Riva, 2008: 309). The
performance of one employee is very important point in the company’s efforts to achieve its
objectives. Based on the opinion of some experts about the notion of the performance of the
employees, it can be concluded that their performance is the result of work accomplished by the
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employees in performing their tasks and roles within one company.

Some indicators to measure the job performance of the employees individually are as follows
(Robbins, 2006:260):
1) Work quality is measured from the employees’ perception of the quality of works produced.
Indicators of work quality include trying to improve their skills, going on to improve their
ability to support their performance, being perfection of the task when it becomes requirement.
2) The quantity. The indicators of quantity cover the efforts to increase the numbers of units
produces, the result of work activities, rapid and precise in completing the assigned tasks.
3) Punctuality. Indicators of punctuality are maximizing the available time, completing the task
quickly and precisely, and being able to complete tasks according to the needs
4) Effectiveness. The indicators of effectiveness are able to use the organization’s resources, use
the available facilities, and maximize the completed job.
5) Independence. The indicators of independent performance are giving the service to the
customer, responsible for the completion of the work, committed and responsible for the work
and organization.

Figure 1. Research Framework

In this study, there were four independent variables, namely involvement (X1), consistency
(X2), adaptability (X3) and mission (mission) (X4) and the dependent variable is the performance
(Y).

RESEARCH METHOD
The data analysis method is descriptive statistical analysis and a statistical analysis using
multiple linear regression analysis in order to find, analyze, and explain the effect of the correlation
between the independent variables on the dependent variable either partially or simultaneously. The
descriptive statistical analysis as well as the validity and reliability are operated with SPSS 22
software.
This research is in the form of survey with a confirmatory research. The populations are 148
non-lecturer employees of UMB with the total samples chosen are 60 respondents through
proportional random sampling, calculated by using the Slovin’s formula.
 FINDINGS
Validity and Reliability Tests

Table 2

The results of validity and reliability tests show that the reliability point for statement of
involvement is 0.838, consistency 0.742, adaptability 0.738, the mission 0.855, and performance
0.912. All the scores are greater than 0.70, indicating that all variables are reliable.

Normality Test
The data of normality test are used to determine whether the data obtained belong to normal
distribution or not. The decision is obtained by looking at the normal probability plots, that is from
the points where the data points form a linear pattern, so that it can be considered as consistent with
a normal distribution.
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Figure 2. P-P Plot

Multicolinearity Test
Based on the results of the output data, it is obtained that the value of all VIF < 10. This
means that there is no multicoloniarity. It can be concluded that the test multicoloniarity is met.

Table 3

Heteroskedastisity Test
Based on Figure 3, it can be seen that heteroskedastisity does not occur due to unclear
pattern as well as the fact that the points are spread above and below the number 0 on the Y axis.
Thus, it can be concluded that there are no symptoms of heteroskedastisitas.

Figure 3. Scatterplot Graphic

Multiple Linear Regression Analysis

Regression analysis in this study is carried out to determine how much influence of the
independent variables—consisting of involvement (X1), consistency (X2), adaptability (X3) and
mission (X4)—are there on the dependent variable of employee performance (Y). The results of
multiple regression analysis in this research are shown in Table 4.

Table 4

The results of multiple regression tests in Table 4 can be formulated as follows:

Y = 1.076 + 0.442x1 + 0.054x2 – 0.004x3 + 0.256x4
According to the regression formula above, it can be interpreted as follows:
a. βo (constant) = 1.076, meaning that the value of variable of non-lecturer employee’s
performance (Y) is 1.076 if the variable of involvement (X1), consistency (X2), adaptability
(X3) and mission (X4) do not exist or equal to zero.
 b. Variable of involvement (X1) has a positive influence on the performance of non-lecturer
employees (Y). If there is an increase of 1% involvement, the performance of non-lecturer
employees will increase by 0.442.
c. Variable of consistency (X2) has a positive influence on the performance of non-lecturer
employees (Y). If there is an increase of 1% consistency, the performance of non-lecturer
employees will rise by 0.054.
d. Variable of adaptability (X3) negatively affects the performance of non-lecturer employees (Y).
When there is an increase of 1% adaptability, the performance of non-lecturer employees will
decline by 0.004.
e. Variable of mission (X4) has a positive influence on the performance of non-lecturer
employees (Y). Where there is an increase of 1% mission, the performance of non-lecturer
employees will raise by 0.256.
Based on the data above, it can be concluded that the involvement and mission have the
greatest impact on the performance of non-lecturer employees among the other studied variables.
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F-Test

Table 5

The test results of F-test show sig 0.00 < 0.05, which means that the alternative hypothesis is
accepted, then the variable of involvement, consistency, adaptability and mission has a
simultaneously significant effect on the performance of non-lecturer employees.

t-Test

Table 6

The results of T-test show that variable of involvement and mission have sig 00.00 < 0.05,
which means that the alternative hypothesis is accepted and that the variable of involvement and the
mission has a significant effect on the employee’s performance. Furthermore, variable of
consistency and adaptability have the sig 0.584 and 0.965 respectively which are greater than 0.05.
This means that the alternative hypothesis is rejected and that variable of consistency and mission
have partially no significant effect on the performance of non-lecturer employees.

Coefficient of Determination (R2)

The coefficient of determination (R2) is basically used to measure the ability of the model in
explaining the dependent variable. R value (R square) approaching 1 means that the independent
variables provide almost all the information needed to predict the dependent variables.

Table 7

The result of the coefficient of determination test shows that the R or correlation between
independent variable of involvement (X1), consistency (X2), adaptability (X3) and mission (X4)
altogether on the dependent variable of the performance of non-lecturer (Y) is equal to 0.604 with
strong relationship level above 0.50.
 Adjusted R Square or determinant coefficient of 0.349 or 34.9% indicates that the
performance of non-lecturer employees is explained by the independent variable of involvement,
consistency, adaptability and mission amounted to 34.9%. There is still the influence of other
factors, i.e. 100% - 34.9% = 65.1% resulted by other factors.

Inter-dimensional Correlational Analysis

Inter-dimensional correlation matrix between independent and dependent variables is used to
examine on which part the most powerful influence on the dimensions of the independent variables
on the dependent variable lies.

Table 8

The results of inter-dimensional correlation show that:

1. For variable of involvement, the most powerful relationship lies on the dimension of
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empowerment (X1.1) to the dimension of effectiveness (Y4) on the variable performance of

non-lecturer employees as it has the coefficient = 0.510 (having “moderate” correlation).
2. For variable of consistency, the most powerful dimension lies on the agreement (X2. 2) to the
dimension of effectiveness (Y4) on the variable performance of non-lecturer employees
because it has the coefficient = 0.328 (having “low” correlation).
3. For variable of adaptability, the most powerful dimension is the focus on the customer
dimension (X3. 2) to the dimension of independence (Y5) on the variable performance of non-
lecturer employees because it has the coefficient = 0.312 (having “low” correlation).
4. For variable mission, the most powerful relationship lies on the dimension of vision (X4. 2) to
the dimension of quality of work (Y1) on the variable performance of non-lecturer employees
because it has the coefficient = 0.531 (having “moderate” correlation).

DISCUSSION
The Influence of Organizational Culture of Involvement on the Performance of Non-Lecturer
Employees
The results of this study show that the organizational culture of involvement has the t statistic
of 5,009 and sig 0.000 < 0.05, proving positive and significant influence of organizational culture of
involvement on the performance of non-lecturers employees. This fact implies that the higher the
degree of involvement in the organization, the higher the performance level of non-lecturer
employees, especially on the dimensions of empowerment that has a strong relationship with the
effectiveness as compared to the other dimensions. Teamwork and the ability to develop, however,
still need to be improved in order to increase the performance. The results of this study are
consistent with Ahmad’s study (2012) which concludes that involvement has a positive and
significant relationship to the performance. This is related to the organizational culture of
involvement at UMB where the employees tend to work or engage together to achieve the common
objectives of the organization.

The Influence of Organizational Culture of Consistency on the Performance of Non-Lecturer

Employees
The results of this study show that orhanizational culture of consistency has the t statistic of
0.547 and sig 0.965 > 0.000, proving that there is no significant effect between organizational
culture of consistency and the performance of non-lecturer employees. The results of this study are
 inconsistent with Ahmad’s study (2012) which concludes that consistency has a positive and
significant relationship to the performance of the employees. Based on the analysis, the dimensions
of core values, as well as the coordination and integration agreements, have a low correlation to the
performance. Yet, there needs an improvement for UMB on these dimensions. Organizational
culture of consistency at UMB as one of its core values needs to be improved and understood by
non-lecturers employees. This is to form measures that can be applied in the organization despite
having the characteristics of different culture within individuals, yet bearing the same goal in mind.
Coordination and integration among units or divisions at UMB is often difficult thing to implement
as each unit often is not concerned with the other units’ business. It means that the focurs of each
unit is on its own business, but still undermining the interests of the organization as a whole.

The Influence of Organizational Culture of Adaptability on the Performance of Non-lecturer

Employees
The results of this study show that the organizational culture of adaptability has the t statistic
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of -0.044 and sig of 0.585 > 0.000, proving there is no significant effect between the organizational
culture of adaptability and the performance of non-lecturer employees. The results of this study are
inconsistent with Ahmad’s study (2012) which concludes that adaptability has a positive and
significant relationship to the performance of employees. The results indicate that the higher the
degree of adaptability, the lower the levels of the performance of non-lecturer employees. If it is
analyzed on the dimension of change, focus on the customer and the organization’s ability to learn
have a low correlation to the performance; yet, there needs an improvement for UMB on these
dimensions. In connection with the organizational culture of adaptability at UMB, the
environmental changes require adaptation for non-lecturer employees with superior performance in
a long period of time, so they will take time to identify and exploit new opportunities ahead and be
ready to bear the risk.

The Influence of Organizational Culture of Mission on the Performance of Non-lecturer

Employees
The results of this study show that the organizational culture of mission has the t statictic of
2.973 and sig of 0.003 < 0.05, proving there is a positive and significant influence between the
organizational culture of mission and the performance of non-lecturer employees. The results of this
study are consistent with Ahmad’s study (2012) which concludes that the mission has a significant
and positive correlation to the performance. The higher the level of the mission, the higher the
performance of non-lecturer employees is likely to be. This is related to the organizational culture
of mission at UMB on the dimension of vision which has a strong correlation with the work quality
than with the other dimensions. The strategic direction and intention and objectives and goals,
however, still need to be improved in order to increase the performance of the employees. However,
the mission has not provided tangible purpose or specific targets and monitoring device to achieve
this. Thus, measurable efforts to achieve the mission of the organization are needed. The objectives
and targets of UMB should give a series of directions, tasks or activities that develop learning,
research, service, and some of the activities in the form of seminars or trainings, both inside and
outside the organization, in order to improve skills.

CONCLUSION
This research uses instruments that have been tested for their validity and reliability.
Moreover, multiple linear regression analysis is employed to measure the influence of
 organizational culture of involvement, consistency, adaptability and mission on the performance of
non-lecturer employees at UMB. The research can be concluded as follows.
1. The organizational culture of involvement has a positive and significant effect on the
performance of non-lecturer employees. The higher the level of the involvement, the higher the
level of the performance. Empowerment dimension has strong correlation to the effectiveness
compared to the other dimensions. It relates to the culture of the organizational culture of
involvement at UMB where the employees tend to work or engage together to achieve
organizational goals.
2. The organizational culture of consistency does not affect the performance of non-lecturer
employees. The dimention of core values, as well as the coordination and integration
agreements, have low correlation to the performance. It relates to the organizational culture of
consistency at UMB that trusted system and core values need to be improved and understood by
the employees.
3. The organizational culture of adaptability does not affect the performance of non-lecturer
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employees. The dimension of change, focus on the customer and the organization’s ability to
learn have a low correlation to the performance. This relates to the organizational culture of
adaptability at UMB that environmental changes require adaptation from the non-lecturer
employees with superior performance in a long period of time.
4. The organizational culture of mission has a positive and significant impact on the performance
of non-lecturer employees. The higher the level of the mission, the higher the performance level
of the employees. This relates to the organizational culture of mission at UMB that the
dimension of vision has strong correlation with the work quality.
5. The organizational cultures of involvement, consistency, adaptability and mission
simultaneously have significant effect on the performance of non-lecturer employees in that the
culture of the organization shows an important role on the performance of non-lecturer
employees.

SUGGESTIONS
According to the results of this research and the conclusion, the following are some
suggestions:
1. The organizational culture of involvement on the dimensions of empowerment has a strong
correlation with the effectiveness as compared to the other dimensions. The dimension of team
work and ability to develop need be improved in order to improve the performance of non-
lecturer employees.
2. The organizational culture of mission on the dimension of vision has a strong correlation to the
work quality as compared to the other dimensions. The dimension of strategic directions and
intentions and objectives and targets need to be improved in order to improve the performance
of the employees. The mission has not provided tangible goal or a specific goal and supervision
as measurable efforts to achieve the organization’s mission. The objectives and targets are used
by UMB to provide a series of directions and tasks or activities to establish effective and
efficient performance.
3. The organizational culture of consistency on the dimensions of the core values as well as the
agreement, coordination and integration have low correlation to the performance. The
organizational culture of adaptability to the dimensions of change, focusing on the customer
and the organization’s ability to learn have low correlation to the performance of the
employees. There should be an improvement regarding these dimensions.
 4. In further research, the organizational culture of consistency and adaptability should be added
with cultural dimensions that can be applied to the organization for the sake of achieving its
objectives and adjusting to the state of the organization’s internal and external environment.

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 Table 1. Accreditation of Study Programs
Levels
Accreditation Status
Master’s Bachelor’s Diploma
A 1 3 1
B 4 11 1
Source: Academic Bureau of Teaching and Accreditation (2014)
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 Table 2. Test of Reliability
Variables Cronbach’s Alpha N of Items
Involvement 0.838 Realiable
Consistency 0.742 Realiable
Adaptability 0.738 Realiable
Mission 0.855 Realiable
Employee’s performance 0.912 Realiable
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 Table 3. Results of Multicolinearity
Coefficientsa
Collinearity Statistics
Model Tolerance VIF
1 (Constant)
Involvement_X1 .635 1.574
Consistency_X2 .461 2.169
Adaptability_X3 .490 2.042
Mission_X4 .494 2.025
a. Dependent Variable: Performance_Y
Source: primary processed data (2015)
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 Table 4. Regression Test: Coefficientsa
Unstandardized Standardized
Coefficients Coefficients
Model B Std. Error Beta t Sig.
1 (Constants) 1.076 .339 3.177 .002
Involvement .442 .088 .390 5.008 .000
Consistency .054 .098 .050 .549 .584
Adaptability -.004 .102 -.004 -.044 .965
Mission .256 .086 .263 2.973 .003
Source : Primary processed data (2015)
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 Table 5. Simultaneous F-Test
ANOVAb
Sum of
Model Squares df Mean Square F Sig.
1 Regression 8.785 4 2.196 23.647 .000a
Residual 15.325 165 .093
Total 24.111 169
a. Predictors: (Constants), Mission, Involvement, Adaptability, Consistency
b. Dependent Variable: Performance
Source : primary processed data (2015)
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 Table 6. Partial T-Test
Unstandardized Standardized
Coefficients Coefficients
Model B Std. Error Beta t Sig.
1 (Constants) 1.076 .339 3.177 .002
Involvement .442 .088 .390 5.008 .000
Consistency .054 .098 .050 .549 .584
Adaptability -.004 .102 -.004 -.044 .965
Mission .256 .086 .263 2.973 .003
a. Dependent Variable: Performance_Y
Source: Primary processed data, 2015
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 Table 7. Result of Test of Determination Coefficient (R2)

Adjusted R Std. Error of the

Model R R Square Square Estimate

1 .604a .364 .349 .30476

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 Table 8. Inter-dimensional Correlation Matrix
Employee’s Performance
Work Work Punctualit
Effectiven Independe
Variable / Dimension Quality Quantity y
ess (y4) nce (y5)
(y1) (y2) (y3)
Involvement Culture (X1)
Empowerment (x1.1) 0.488 0.399 0.397 0.510 0.440
Team work (x1.2) 0.382 0.226 0.287 0.460 0.292
Ability to develop (x1.3) 0.346 0.333 0.427 0.448 0.378
Consistency Culture (X2)
Core values (x2.1) 0.263 0.253 0.184 0.290 0.255
Agreement (x2.2) 0.269 0.256 0.258 0.328 0.192
Coordination and
0.246 0.310 0.276 0.120 0.251
integration (x2.3)
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Adaptability Culture (X3)

Changes (x3.1) 0.252 0.221 0.271 0.283 0.260
Focus on customers (x3.2) 0.191 0.209 0.248 0.226 0.312
Ability to learn (x3.3) 0.217 0.253 0.293 0.216 0.229
Mission Culture (X4)
Strategic direction and
0.329 0.328 0.371 0.311 0286
intention (x4.1)
Goal and objective (x4.2) 0.388 0.357 0.292 0.324 0.331
Visi (x4.3) 0.531 0.371 0.342 0.346 0.358
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Research Framework
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P-P Plot
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Scatterplot Graphic