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"Organizational learning culture is essential in every organization, including in a not-for-profit organization. Unfortunately, there is a lack of research investigating factors important to build learning culture in not-for-profit organization, especially in Indonesia. This paper is an empirical report of a research conducted in XYZ, a not-for-profit-organization working to improve the quality of education in Indonesia. The research aimed to examine factors to be addressed to improve the learning culture at XYZ. Adapting scales from previous studies, the research is a co­ relational study, measuring three key factors that potentially affect learning culture in this kindof organization: ( 1) psychological safety; (2) perceived behavioral control; and (3) tools andtechnology for knowledge sharing. Reliability analysis demonstrates that the scales have good to very good internal consistency. Using a survey design, we collected data from 32 employees comprising 20 staff members and 12 teachers from both genders (20 female, 12 male) and two age groups (26 being 30 years of age or below, and 6 being above 35 years old). The resultshows that 44.4 percent of learning culture in XYZ can be explained by tools and technology forknowledge sharing and that 40.5 percent by perceived behavioral control, both at a significant level of 0.01; while psychological safety factor is not statistically significant in the study. The study concludes that perceived behavioral control as well as tools of technology for knowledge sharing are the factors for which intervention measures should be crafted to improve learning culture in XYZ."

"The increasing diversity of organizational types involved in government action in many countries calls for the development of a comprehensive typology of such organizations...."

"Komunikasi mempunyai peranan cukup penting pada dunia industri terkait hal tersebut yaitu perusahaan, Seberapa baik seseorang dapat menyampaikan pesan atau informasi dengan cara yang mudah dipahami, manusiawi, dan efisien disebut kemampuan komunikasi.Tujuan dari penelitian yang dilakukan untuk (1) menganalisis pengaruh budaya organisasi terhadap komunikasi organisasi di Auto Honda Serang, (2) menganalisis pengaruh gaya komunikasi pimpinan terhadap komunikasi organisasi di Auto Honda Serang, (3) menganalisis pengaruh budaya organisasi terhadap sikap karyawan di Auto Honda Serang, (4) menganalisis pengaruh gaya komunikasi pimpinan terhadap sikap karyawan di Auto Honda Serang, (5) menganalisis pengaruh komunikasi organiasi terhadap sikap karyawan di Auto Honda Serang, (6) menganalisis pengaruh budaya organisasi terhadap sikap karyawan melalui komunikasi organisasi di Auto Honda Serang, dan (7) menganalisis pengaruh budaya organisasi terhadap sikap karyawan melalui komunikasi organisasi di Auto Honda Serang.Teknik pengumpulan data primer berupa survei dengan responden adalah karyawan Honda Auto Serang dengan sampel sebanyak 240 karyawan. Analisis data menggunakan teknik analisis Kuadrat Terkecil Parsial (PLS) dengan alat statistik SmartPLS versi 4.0.Hasil penelitian menyatakan bahwa budaya organisasi secara langsung berpengaruh positif dan signifikan pada komunikasi organisasi karyawan. Gaya komunikasi pimpinan secara langsung berpengaruh positif dan tidak signifikan pada komunikasi organisasi karyawan. Budaya organisasi secara langsung berpengaruh positif dan signifikan pada sikap karyawan. Gaya komunikasi pimpinan secara langsung berpengaruh positif dan signifikan pada sikap karyawan. Komunikasi organisasi secara langsung berpengaruh negatif dan tidak signifikan pada sikap karyawan. Budaya organisasi tidak berpengaruh signifikan pada sikap karyawan melalui komunikas organisasi dan gaya komunikasi pimpinan tidak berpengaruh signifikan pada sikap karyawan melalui komunikasi organisasi.

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Communication plays a very important role in the world of industry related to the company, how well a person can communicate messages or information in a way that is understandable, humane, and efficient called the communication ability.

The objectives of the research carried out to (1) analyze the impact of organizational culture on organizational communication in Auto Honda Attack, (2) analyse the influence of leadership communication style on organization communication in auto Honda Attacks, (3) analyze organization culture influence on employee attitude in auto honda Attacke, (4) analyze leadership style influence upon employee behavior in auto hondana Attacker, (5) analyze organizational communications influence over employee attack attitude, (6) analyze organisational culture impact on employees’ attitude through organization communications in auto Hondana Attacker, and (7) analyze organisation culture influences on employees' attitudes through organization communication at auto Honda attacke.

The primary data collection technique of the survey with respondents is Honda Auto Attack employees with a sample of 240 employees. Data analysis using the smallest partial square (PLS) analysis technique with the statistical tool SmartPLS version 4.0

The results of the study show that organizational culture directly has a positive and significant influence on the organization’s communication of employees. Leadership style of communication has a direct positive and insignificant impact on employee organization communication. Organizational culture directly has a positive and significant influence on employee attitudes. Leadership communication style directly has a positive and significant influence on employee attitudes. Organizational communication directly negatively and insignificantly affects the attitude of employees. Organizational culture has no significant influence on the attitude of employees through organizational communication and leadership communication styles have no significant impact on employee attitude through organization communication."

"VUCA dan kompleksitas persaingan global mendesak semua organisasi untuk siap berubah termasuk organisasi sektor publik. Penelitian ini bertujuan untuk mengetahui pengaruh involved communication dan perceived organizational support terhadap readiness for change di sektor publik. Penelitian ini juga menyelidiki peran mediasi organizational identification. Data sebanyak 437 responden dikumpulkan dari pegawai yang bekerja pada Otoritas Pajak Pusat melalui survei daring dan sebanyak 384 isian responden dianalisis lebih lanjut. Penelitian ini memberikan kontribusi pada prediktor yang mempengaruhi readiness for change pada sektor publik di Indonesia. Pengujian hipotesis menggunakan Structural Equation Modeling dengan Lisrel 8.8. Hasil penelitian menunjukkan bahwa terdapat pengaruh positif signifikan antara involved communication dengan readiness for change namun pengaruh perceived organizational support tidaklah signifikan terhadap readiness for change Organizational identification mampu memediasi secara parsial hubungan antara involved communication dengan readiness for change dan secara penuh antara perceived organizational support dengan readiness for change. Penelitian ini memberikan kontribusi di bidang manajemen sumber daya manusia melalui panduan praktis untuk meningkatkan readiness for change menghadapi perubahan organisasi di sektor publik khususnya pada pelayanan perpajakan.

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VUCA and the complexity of global competition urge all organizations to be ready for change including public sector organizations. This study aims to investigate the influence of involved communication and perceived organizational support on readiness for change in the public sector. The study also explores the mediating role of organizational identification. Data from 437 respondents working at the National Tax Authority were collected through an online survey and 384 respondents data were further analyzed. This research contributes to predictors that affect readiness for change in the public sector in Indonesia. Hypothesis testing was conducted using Structural Equation Modeling with Lisrel 8.8. The results show a significant positive effect of involved communication on readiness for change, while perceived organizational support has a nonsignificant effect on readiness for change. Organizational identification partially mediates the relationship between involved communication and readiness for change, and fully mediated perceived organizational support and readiness for change. This study contributes to the field of human resource management through practical guidelines to enhance readiness for change in facing organizational changes in the public sector especially in taxation service."