Market Orientation, Transformational Leadership, Partnership Effects on Organizational Performance: Competitive Advantage as a Mediator

Indra Muis · Puji Isyanto

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Employee Performance and Leadership Leadership and Management in Organizations Management and Organizational Practices

Abstract

Market orientation, transformational leadership, and partnership strategy effects on organizational performance mediated by competitive advantage in non-profit private universities are not widely discussed and well understood. The research aimed to describe the implementation of market orientation, transformational leadership, and partnership strategy, competitive advantage, and organizational performance. The research also analyzed the effects of the independent variables (market orientation, transformational leadership, and partnership strategy) and intervening variable (competitive advantage) on the dependent variable (organizational performance). The research applied a quantitative method. The respondents were 38 rectors or vice-rectors from private universities using simple random sampling. The data were analyzed using the PLS technique. The results show that all independent variables have positive effects on competitive advantage, except partnership strategy. Competitive advantage also has a positive effect on organizational performance. The practical research implication is that human resources in universities must have excellent service-oriented. They need to communicate well and coordinate to deliver better service to the students to be competitive and achieve better performance. In conclusion, to increase the university performance, the university leaders need to encourage all employees and faculty members to deliver the best service to the stakeholders of the universities and coordinate well across units to discuss issues and share ideas to solve the problems they have in service delivery. Then, the employees and faculty members will know what to improve and provide, and private universities will be much more competitive because of their reliable resources and capabilities.

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References

2014METODE PENELITIAN Kuantitatif, Kualitatif dan R&D 1993Corporate Culture, Customer Orientation, and Innovativeness in Japanese Firms: A Quadrad Analysis 2018BUSINESS MODEL INNOVATION AND SMEs PERFORMANCE — DOES COMPETITIVE ADVANTAGE MEDIATE?2018Effect of market orientation, network capability and entrepreneurial orientation on international performance of small and medium enterprises (SMEs)2018Impact of Leadership Styles on Organizational Performance 2019The effects of market orientation and innovation on competitive advantage and business performance of textile SMEs 1995FORMS OF MARKET ORIENTATION IN UK COMPANIES 2016Effect of transformational-leadership style and management control system on managerial performance

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