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Abstrak :
Seiring dinamika perubahan konstelasi politik yang dinamis dan tuntutan masyarakat terhadap kinerja Dewan Perwakilan Rakyat, maka diperlukan kesiapan dan dukungan jajaran staf dalam hal ini Sekretariat Jenderal DPR yang mempunyai skill, kapasitas dan integritas. Untuk memenuhi kebutuhan staf yang mempunyai keahlian, kemampuan dan responsiv terhadap perubahan, maka diperlukan adanya pembelajaran organisasi. Learning organization dibentuk atas lima aspek yaitu pembelajaran, organisasi, manusia, pengetahuan dan teknologi. Kelima aspek tersebut menjadi satu kesatuan yang tak dapat dipisahkan. Namun dalam pelaksanaannya proses learning organization sering mengalami kendala. Salah satu kendadala klasik dalam pembelajaran organisasi adalah budaya organisasi yang tidak kondusif. Penelitian ini bertujuan untuk mengetahui tingkat penerapan learning organization di lingkungan Biro Administrasi & Kepegawaian dan Biro Kesekretariatan Pimpinan Setjen DPR RI ditinjau dari 5 aspek sistem pembelajaran yaitu dinamika pembelajaran, transformasi organisasi, pemberdayaan manusia, pengelolaan pengetahuan dan penerapan teknologi. Disamping itu penelitian ini juga bertujuan untuk mengetahui sejauhmana budaya organisasi (culture of learning) telah mendukung diterapkannya learning organization di lingkungan Biro Administrasi & Kepegawaian dan Biro Kesekretariatan Pimpinan Setjen DPR RI. Model penelitian menggunakan pendekatan deskriftif korelasional dengan metode studi kasus dan analisis deskriftif kualitatif. Penelitian dilakukan dengan metode kuisioner dengan jumlah responden masing-masing biro sebanyak 30 orang yang terdiri dari pejabat eselon II, eselon III eselon IV dan staff. Alasan mengambil Biro Administrasi & Kepegawaian karena Biro ini berhubungan langsung dengan pengembangan sumberdaya manusia dan kebijakan pembelajaran sedangkan Biro Kesekretariatan Pimpinan karena biro tersebut berhubungan langsung dengan pelayanan agenda agenda kegiatan Pimpinan dan Anggota Dewan Perwakilan Rakyat. Instrumen yang digunakan adalah Learning Organization Profile untuk mengukur tingkat penerapan learning organization dan instrument culture of learning untuk mengukur tingkat dukungan budaya terhadap penerapan learning organization. Untuk mengukur variable-variabel tersebut digunakan kuisioner dengan model skala Likert. Sedangkan analisis yang dipakai menggunakan LOP (learning organization profile) dari M.Marquardt untuk mencari nilai rata rata penerapan learning organization Setjen DPR RI kemudian dibandingkan dengan hasil penelitian Marquardt atas 500 organisasi di dunia. Untuk menganalisis budaya organisasi (culture of learning) dilihat dari prosentase jawaban responden terhadap pertanyaan sejauhmana dukungan budaya terhadap penerapan learning organization. Dari analisis atas hasil penelitian menunjukkan bahwa sebagian besar responden berpendapat penerapan learning organization di Biro Administrasi & Kepegawaian dan Biro Kesekretariatan Pimpinan sudah diterapkan pada bagian - bagian tertentu dengan hasil nilai rata-rata adalah 20.08 dan berada pada range katagori cukup/fair walaupun masih dibawah rata-rata hasil penelitian Marquardt yaitu 22.00. Sedangkan untuk hasil analisis budaya menunjukkan bahwa sebagian besar responden setuju bahwa budaya belajar sudah cukup baik/kondusif untuk penerapan learning organization.

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Application of Learning Organization by Cultural Approach, Case study at the Bureau of Administration and Personnel and the Bureau of Leadership secretariat of the Secretariat General of the House of Representatives Along with the dynamic changes of political constellation and people's demand to good performance of the House of Representatives, it is needed readiness and support from the employee line of the Secretariat General of the House of Representatives with a certain exent of skills, capacity and integrity. In order to fulfill the needs of providing employees who are skillful, capable and responsive to the changes, it should conduct learning organization. Learning organization is formed by five aspects, namely learning, organization, human being, knowledge and technology. The five aspects assemble as a unity which is inseparable. In its implementation, the process of learning organization is hindered. One of the classic obstacles to the learning organization is an unconducive culture of organization. The research intends to analyze what extent of application of learning organization at the Bureau of Administration and Personnel and the Bureau of Leadership secretariat of the Secretariat General of the House of Representatives by implementing the five aspects of learning system, i.e. dynamic of learning, transformation of organization, human empowerment, knowledge management and application of technology. The research is also aimed at comprehending to what extent of culture of learning has supported the application of learning organization at the Bureau of Administration and Personnel and the Bureau of Leadership secretariat of the Secretariat General of the House of Representatives. The research utilized a model of correlational-descriptive approach accompanied by a method of case study and a qualitative descriptive analysis. The research was carried out by disseminating questionnaires to a number of respondents at the two Bureaus. From each Bureau, 30 employees were treated as a sample, comprising the officials of Second, Third and Forth levels and the staffs. The reason why the Bureau of Administration and Personnel was chosen as an area of sample because the Bureau performed the works related directly to the human resources development services and the learning policies. While the Bureau of Leadership secretariat performed the works related directly to the services of setting up the Agenda of activities to the Leadership of the House and to the members of the House of Representatives. The instrument used by the research was Learning Organization Profile which was applied as tools to measure the level of application of learning organization and the instrument of culture of learning was used as tools to measure the level of cultural support to the application of learning organization. To measure the variables, it used the questionnaires of the Likert scale model. The analysis of LOP (learning organization profile) of M. Marquardt was used as tools to seek the median of learning organization applied at the Secretariat general of the House of Representatives, then it was compared to the result of research conducted by Marquardt to 500 organizations in the world. While the culture of learning was analyzed through the percentage of response conveyed by the respondents to the questions of what extent of the cultural may support the application of learning organization. Based on the analysis to the results of the research, it showed that most of respondents were of the opinion that the Bureau of Administration and Personnel and at the Bureau of Leadership secretariat have applied learning organization at certain sections, with median of 20.08 and it stayed at the "fair" range category. It is below the average median of 22.00 resulted by the research conducted by Marquardt. While the analysis to the culture showed that most of respondents agreed to the opinion that the culture of learning at the two Bureaus has been good/conducive to the application of learning organization.

Abstrak :
This research locus on Dompet Dhuafa (DD) is a public organization dealing with the business of zakat management, which is at the moment implementing new institution structure is called Jejaring Multi Koridor (JMK)/ Multi Corridor Networking. JMK as a concept of organizational learning requires the ability for gaining and applying the knowledge properly in which the publicized strategies may be achieved as it is necessary to be supported by knowledge enablers application in optimal manner of JMK, the productivity of organizational knowledge therefore enables to be motivating in creating continuous innovation. This finally will create competitive advantages (Huseini, 1997). Such condition is necessary to plant for the staff to produce better performance from time to time. The main subject lifted up in this research is how extent to which the application of knowledge enablers in Jejaring Multi Koridor? Type of applied research is the survey of descriptive method. Data piled up with the questionnaire distributed to all DD employees. Analysis method adopted from assessment tool developed by Silberman (Morrison, 2001). Assessment tool previously provided for the framework and the reflection of learning organization application, in this research context has been adapted as framework and reflection of knowledge enablers application in JMK of DID. Knowledge enablers in this research referred to von Krogh et al. opinion (2000). According to their opinion there are at least 5 enablers are knowledge vision, conversation, mobilize knowledge activists, the right enabling context, and globalize local knowledge. Assessment criteria divided into 4 average score groups of comprehensive, i.e: 25-38= Application rate of knowledge enablers in JMK is not sufficient to create most favorable organizational learning; 39-63= Application rate of knowledge enablers in JMK is less sufficient to create optimum organizational learning; 64-88= Application rate of knowledge enablers in JMK is sufficient to create optimum organizational learning; and 89-100= Application rate of knowledge enablers in JMK is very sufficient to create most favorable organizational learning. Based on respondents' answers, application average score to each enablers in JMK as follow: the application of knowledge vision (15, 29), conversation (14, 37), mobilize knowledge activists (14, 04), the right enabling context (14,41), and globalize local knowledge (5). Respondents average answer on overall knowledge enabler application is 62, 5. The data shows that the application of knowledge enablers in JMK has not been applied sufficiently. According to collected data can be drawn a picture that there are some causes of the in sufficiency of knowledge enablers application in JMK: in sufficiency of top rank entanglement in facilitating the employees to create the knowledge vision or in conversation process; lack of employee commitment in taking initiative and focusing to the knowledge creation is still lower; the structure of the organization that has been set up does not enable to develop appropriate knowledge in, accordance with vision, mission, and developed strategy especially linked with the networking; no accomplishment of overseas networking as it has been planned. This research comes into conclusion that the institution of JMK t hat has been structured will find difficulties to create the proclaimed vision and mission due to the existing organizational learning is not supported by application of knowledge enablers sufficiently. In relation to this, proposed correction as follow: Firstly, top leader is necessary to became him/herself as enabling leaders so that the leader is worthy to be a guide for his/her subordinate; secondly, DD is necessary to facilitate the creation of intensively solid and collaboration relation between internal units of DD, between internal units and networking, or with same network; thirdly, DD is necessary to expand global networking remind them as very strategic opportunity; at least and most important is required immediately to redesign the structure of JMK which is more adaptive and flexible to enable the creation of continuous knowledge and innovation.

Abstrak :
Perubahan lingkungan bisnis di abad 21 sangat dinamis dan sulit diprediksi baik dalam bidang ekonomi, sosial dan politik, menuntut organisasi untuk selalu rnenyesuaikan diri pada perubahan lingkungan, baik lingkungan internal maupun lingkungan eksternal. Untuk itu, sebuah organisasi harus lebih progresif, inovatif dan mampu melakukan integrasi secara terus-menerus. Penopang keunggulan bersaing sebuah organisasi adalah keunggulannya dalam belajar, yang merupakan proses yang mendasari dan melahirkan perubahan. Dengan demikian sebuah organisasi harus dikembangkan sedemikian rupa sehingga menjadi organisasi pembelajar (learning organization). Penelitian ini bertujuan untuk mendeskripsikan seberapa besar tingkat penerapan learning organization di Akaderni Pimpinan Perusahaan dan menjelaskan apakah Akademi Pimpinan Perusahaan termasuk dalam kategori learning organization? kemudian mendeskripsikan upaya-upaya apa yang harus dilakukan oleh Akademi Pimpinan Perusahaan agar menjadi learning organization? Desain penelitian yang digunakan adalah penelitian tingkat eksplanasi deskriptif, sedangkan metode penelitian yang dipakai adalah metode survey yang diperkuat dengan wawancara dan studi dokumentasi. Populasi dalam penelitian ini berjumlah 147 orang dan teknik sampel yang digunakan adalah purposive sampling diperoleh sampel sebanyak 65 responden dengan kriteria yang ditentukan yaitu karyawan tetap Akademi Pimpinan Perusahaan yang terdiri dari tenaga pengajar tetap baik yang memiliki jabatan struktural maupun tidak dan tenaga administratif, memiliki tugas yang erat keterkaitannya dengan dimensi-dimensi dari lima sub sistem, dan memiliki jenjang pendidikan SLTA ke atas. Instrumen yang digunakan dalam melakukan penelitian ini adalah kuesioner learning organization profile yang diambil dari buku karangan Marquardt berjudul Building The Learning Organization; A System Approach to Quantum Improvement and Global Success". Kuesioner ini digunakan untuk mengukur variabel tingkat penerapan learning organization. Kuesioner disusun berdasarkan kisi-kisi instrumen penelitian, komponen yang diukur, sub komponen yang diukur dan nomor item instrumen dapat dengan jelas diurut keterkaitannya satu dengan lainnya dan hasil analisis data dan deskripsi data hasil penelitian dapat diketahui bahwa tight penerapan learning organization di Akademi Pimpinan Perusahaan adalah bernilai rata-rata 19,24 dan berada pada range result 16-23 = fair (cukup) 1 Nilai ini lebih rendah 2,76 dari tidak rata-rata learning organization 500 organisasi dunia hasil penelitian Marquardt. Untuk masing-masing sub sistem nilai rata-ratanya adalah sebagai berikut: pertama, Dinamika Pembelajaran 19.05, kedua, Transformasi Organisasi 20.11, ketiga, Pemberdayaan Manusia 19.98, ke-empat, Pengelolaan Pengetahuan 19.45, dan kelima, Pemberdayaan Teknologi 17.58. Secara keseluruhan tingkat penerapan learning organization, menurut penilaian responden berada pada tingkat diterapkan pada bagian tertentu (39.75%), dan belum/sedikit diterapkan (37:23%). Jadi dapat disimpulkan bahwa nilai akhir maupun nilai masing-masing sub sistem learning organization di Akademi Pimpinan Perusahaan lebih rendah dibandingkan nilai rata-rata yang dicapai oleh 500 organisasi di dunia hasil penelitian Marquardt, dan tingkat penerapannya baru pada tahap diterapkan pada bagian tertentu organisasi (skala 2) dan belum/masih sedikit diterapkan (skala 1), artinya tingkat penerapan learning organization di Akademi Pimpinan Perusahaan belum cukup baik, sehingga Akademi Pimpinan Perusahaan belum dapat disebut sebagai learning organization. Untuk dapat disebut sebagai learning organization menurut Marquardt, penerapan ke lima sub sistem learning organization harus berada pada skala 3 (diterapkan pada sebagian besar organisasi) dan skala 4 (diterapkan secara penuh/menyeluruh dalam organisasi). Upaya-upaya yang perlu dilakukan agar Akademi Pimpinan Perusahaan dapat meningkat ke tahap menjadi learning organization adalah membangun komitmen bersama antara pimpinan dan seluruh karyawan untuk menjadi organisasi pembelajar, dalam perekrutan pegawai dijaring dengan sister recruitment yang baik sehingga menghasilkan orang-orang yang berkualitas dan memiliki kemampuan dan kemauan untuk terus belajar, untuk membangun pembelajaran yang efektif semua anggota organisasi harus memiliki persamaan persepsi dan pandangan atas kegiatan, tujuan dan arah organisasi di masa depan melalui adanya visi yang jelas, budaya yang mendukung, dan strategi-strategi yang inovatif untuk mendorong terjadinya pembelajaran, mernberi kesempatan seluas-luasnya kepada karyawan untuk melanjutkan pendidikan ke jenjang yang lebih tinggi dengan pemberian beasiswa. Pimpinan harus bertindak sebagai instruktur dan mentor dalam aktivitas pembelajaran, pimpinan juga harus menjadi model dan asisten pembelajar. Menciptakan kesadaran bagi semua karyawan akan pentingnya mengumpulkan dan menyebarkan pengetahuan melalui workshop, simposium dan internal benchmarking. Dalam aplikasi teknologi APP perlu menyediakan dan membangun sistem informasi yang berbasis komputer, interne, sistem Online komputer, LAN, dan lain-lain.

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The change of business environment in 2151 century which is very dynamic and difficult to be predicted in the field of economy, social and politic, makes the organization has to keep adjusting to the change of environment, both in internal environment and external environment. Therefore, an organization has to be more progressive, innovative, and be able to carry out the integration continuously. Support of the competition success of an organization is a superiority in learning which is a process that becomes the basis and produces the change. Thus, an organization has to be developed as could as possible to be able to become a learning organization. This research is aimed at describing of how is the learning organization applied at The Academy For Industrial Management, and explaining whether The Academy for Industrial Management is categorized as a learning organization, and then describing the efforts which have to be carried out by The Academy For Industrial Management to be able to become a learning organization. The research design utilized is a research with descriptive explanation level, while the research method utilized is a survey method supported by interview and documentation study. Population in this research is as many as 147 persons and the sample method utilized is a purposive sampling which has 65 respondents with determined criteria namely, the permanent employees of The Academy For Industrial Management which consist of lecturers both those who have a structural position or not and the administration staffs, who have the duty closely related to the dimensions of the five learning organization sub-systems, and have educational background of Senior High School and upper level. Instrument utilized in carrying out this research is a questionnaire of learning organization profile quoted from the book written by Marquardt with the title " Building The Learning Organization: A System Approach to Quantum Improvement and Global Success." This questionnaire is used to measure the application level variable of the learning organization. The questionnaire is arranged based on the centers of the research instrument, measured components, measured sub-components, then the item number of instrument can be clearly traced relating to the each other relationship. From the results of data analysis and the description of research result data, it can be known that the application level of learning organization at The Academy For Industrial Management has an average point of 19,24 and it means that it is in 16-23 result range - fair. This point is lower 2,76 point of the average point of the learning organization from 500 world organizations based on Marquardt's research results. The average point of each sub-system is as follows: first. Learning Dynamic is 19,05 point. second. Organization Transformation is 20,11 point. third. People Empowerment is 19,98 point. fourth. Knowledge Management is 19,45 point. Fifty. Technology Application is 17,58 point. In overall, application level of learning organization according to the respondents is in a certain determined level (39,75%) and haven't been applied yet (37,23%). So, it can be concluded that the final point and the point of each sub-system of learning organization is tower than the average point reached by 500 world organizations based on the results of Marquardt's research, and the application level of learning organization at The Academy For Industrial Management has just been applied at a certain part of the organization (scale-2) and has not been applied yet or has just been little applied (scale-1), it means that the application level of learning organization at the Academy For Industrial Management has not well enough done, so that the Academy For Industrial Management hasn't been able yet to be categorized as the learning organization. To be able to be considered as a learning organization according to Marquardt, the application of the five sub-systems of learning organization has to be in scale-3 (applied at the most part of the organization) and scale-4 (fully/comprehensively applied in the organization). Efforts required to be carried out in order that the Academy For Industrial Management can be in the level to become a learning organization is, by making the commitment together between the leader/head and all employees. The employee recruitment is carried out by a good recruitment system so that it can have the quality people who has ability and will to continuously learn to form an effective learning. All members of the organization have to have the same perception and opinion upon the activities, objectives and organization's direction in the future through a clear vision, supporting culture, and innovative strategies to support the learning. to give the opportunity as wide as possible for the employees to continue their study to the upper level education by giving scholarship. The Leader has to act as an instructor, trainer and mentor in learning activity; the leader has also to become the model and assistant of the learning. The leader has to build the awareness to all employees about the importance of pursuing and wide spreading knowledge through the workshop, symposium, and internal benchmarking. In the technological application, The Academy For Industrial Management has to provide and establish an information system with the basis of computer, internet, computer on-line system, and others.

Abstrak :
Organisasi pembelajar adalah sekelompok orang secara terus menerus memperluas kemampuannya untuk menciptakan hasil yang benar-benar mereka harapkan, dimana gambaran berpikir baru dan luas dipupuk, aspirasi kolektif disepakati secara bebas, dan terus-menerus belajar bersama. Terdiri dmi dinamika pembelajaran, transfonnasi organisasi, pemberdayaan manusia, manajemen pengetahuan, aplikasi teknologi, disiplin pembelajaran, dapat mempengaruhi pencapaian Penelitian ini bertujuan untuk menggambarkan hubungan antara organisasi pembelajar dengan pencapaian diri berdasarkan persepsi dan penilaian diri perawat pelaksana di RSUD J ombang. Dengan menggunakan desain deskriptif korelatif melalui pendckatan crossectional. Diiaksanakan di RSUD Jombang dengan total sampel yang memenuhi kriteria inkhxsi berjumlah 228 orang. Penelitian ini menggunakan instrumen lcuesioner meliputi organisasi pembelajar dan pcnilaian pencapaian diri perawat. Setelah dilakukan uji validitas dan reliabilitas dinyatakan valid (r 0,368-0,745) pada 70 butir pemyataan dan (abha cronbach 0,770). Analisis data menggunakan analisis univariat, bivariat dan multivadat. Hasil penelitian menxmjukkan perawat yang mempersepsikan organisasi pembelajar baik 56,6%, dan yang mempunyai pencapaian diri yang baik 62,7%. Disimpulkan ada hubungan antara organisasi pembelajar dengan pencapaian diri perawat pelaksana RSUD Jombang. Persepsi perawat pelaksana tentang organisasi pembelajar yang paling berhubungan adalah pemberdayaan manusia, dinamika pcmbclajaran dan manajemen pengetahuan, karakteristik perawat bukan merupakan variabel counjbunding. Disarankan untuk meningkatkan pemberdayaan dengan membentuk kclompok belaj ar, mengatur dinamika pembelajaran melalui pelatihan dan peran serta perawat pelaksana di RSUD 3ombang guna pencapaian diri yang baik. ......Learning organization is a group of people who expands their capability perpetually to create their desired outcome. The learning is able to Construct their new thinking model, establish an accord of collective aspiration unreservedly, and build a leaming process group repeatedly. The learning which comprises of learning dynamic, organization transformation, empowering human resources, managing knowledge, technology application, leaming discipline could influence self achievement of nurses. The aim of this study was to describe the relationship between learning organization and self improvement based on the perception and self evaluation of staff nurses in Jombang District General Hospital. The design was a descriptive correlation with crossectional approach. The total sample which correspond to inclusion criteria was 228 nurses. The instruments ware leaming organization and self improvement questionare. The Ending indicated that 56,6% of the nurses perception of learning organization were good, and 62,7% of their improvement were excellence. lt was concluded that there was a sign.i5cance correlation between learning organization and self improvement among staff nurses in .lombang District General Hospital. The learning organization perception of them had strong relationship with learning dynamic, empowering human resources, managing knowledge, and their characteristics were not variable confounding. According to the workforce powcrfiil in Jombang District General Hospital, the manager is supposed to set up a group of leaming, organize learning dynamic through training and increase staff nurses role in order to gets their self achievement.

Abstrak :
Industri telekomunikasi di Indonesia saat ini berkembang dengan sangat cepat dan kompetitif, terutama di era digital. Perkembangan teknologi dan preferensi pasar menggeser batas-batas industri sehingga pendekatan analisa pasar dianggap kurang relevan dan tidak memberikan landasan yang aman untuk merumuskan strategi jangka panjang. Pendekatan kapabilitas dinamik sebagai perpanjangan teori resource-based view merupakan orientasi perilaku organisasi untuk terus memperbaharui dan menciptakan kembali sumber daya dan kapabilitasnya dalam menanggapi lingkungan yang berubah cepat. Tujuan dari penelitian ini adalah untuk menganalisis pengaruh organization learning culture, organizational process alignment secara langsung terhadap kinerja organisasi, maupun dimediasi oleh kapabilitas dinamik. Penelitian ini adalah penelitian kuantitatif dengan menggunakan data primer melalui pembagian kuesioner dan diolah dengan teknik statistik SEM dengan metode PLS. Unit analisisnya adalah perusahaan-perusahaan dalam value chain industri telekomunikasi dengan responden yang berpartisipasi sebanyak 116 responden. Temuan penelitian ini menunjukkan bahwa walaupun organization learning culture dan organizational process alignment memiliki pengaruh yang positif terhadap kapabilitas dinamik. Namun, kapabilitas dinamik tidak memiliki pengaruh terhadap peningkatkan kinerja organisasi secara langsung. Hal ini disebabkan dalam lingkungan dinamis dimana perubahan terjadi dengan cepat dan sering tidak teratur, kapabilitas dinamik dianggap proses yang mahal dan manfaatnya secara ekonomis tidak dapat terlihat langsung. Selanjutnya, temuan lainnya adalah organization learning culture tidak berpengaruh terhadap kinerja organisasi, tetapi organizational process alignment memiliki pengaruh positif terhadap kinerja organisasi. Hal ini disebabkan bahwa tidak semua pembelajaran menghasilkan kinerja yang produktif secara langsung, tergantung tingkatan pembelajaran yang diterapkan dalam organisasi, sebaliknya penyelarasan dirancang untuk menata berbagai bagian dalam perusahaan sehingga dapat mencapai tujuan bersama. Temuan penting lainnya adalah organization learning culture memiliki pengaruh yang positif terhadap organizational process alignment. Hal ini disebabkan mekanisme pembelajaran dianggap penting untuk mengisi kesenjangan pengetahuan antar bagian dalam perusahaan Hasil temuan ini menegaskan bahwa kapabilitas dinamik merupakan konsep yang abstrak dan sukar dipahami sehingga memberi masukan kepada perusahaan di dalam implementasinya memerlukan sumber daya yang mendahuluinya yaitu organization learning culture dan organizational process alignment untuk membantu untuk mengevaluasi lingkungan eksternalnya sehingga memberikan kontribusi besar terhadap kinerja yang diharapkan. ......The telecommunication industry in Indonesia is currently growing rapid and competitively, especially in the digital era. Technological developments and market preferences shift industry boundaries so that market-based view are considered less relevant and do not provide a solid foundation for formulating long-term strategies. The dynamic capability approach, as an extension of the resource-based view theory, is an organizational behavioral orientation to continually renew and reconfigure its resources and capabilities in response to rapidly changing environments. The purpose of this research is to analyze the influence of organizational learning culture, organizational process alignment directly to organizational performance, or indirectly mediated by dynamic capability. This study is a quantitative research, using primary data through the distribution of questionnaires and processed by SEM with PLS method. The unit of analysis is the companies in the value chain of the telecommunications industry with 116 respondents participated. The finding indicates that notwithstanding organizational learning culture and organizational process alignment have a positive effect on dynamic capability. However, the dynamic capability has no effect on the improvement of organizational performance directly. This happens to the dynamic environment in which changes occur quickly and often irregularly, dynamic capabilities are considered costly processes and the economic rents cannot examine directly. Furthermore, other findings are that organizational learning culture has no effect on organizational performance, but organizational process alignment has a positive effect on organizational performance. This happens because not all learning leads to productive performance directly, depending on the level of learning applied in the organization, but alignment is designed to coordinate various parts of the company to achieve company goals. Another important finding is that organizational learning culture has a positive influence on organizational process alignment. This happens due to the mechanism of learning is considered important to fill the knowledge gap between various parts of the company. These findings confirm that dynamic capability is an abstract and elusive concept that provide advice to the company in order to its implementation requires antecedent variables the organization learning culture and organizational process alignment to help to sense its external environment to achieve superior performance.

Abstrak :
Perguruan tinggi vokasi di Indonesia merupakan organisasi pendidikan terapan sekaligus sebagai wadah penghasil sumber daya manusia yang berpengetahuan dan berketerampilan tinggi yang sesuai dengan kebutuhan industri/bisnis.Sebagai gambaran umum, jumlah pengangguran lulusan pendidikan tinggipada tahun2015 berjumlah 911.000 orang (BPS, 2015). Data ini menunjukkan lulusan perguruan tinggi di Indonesia belum memenuhi syarat kualifikasi tenaga kejra di sektor industri/bisnis. Politeknik Negeri Medan (Polmed) merupakan salah satu dari 6 (enam) politeknik yang berdiri pada tahun 1979 di Indonesia, telah menghasilkan lulusan berkompetensi tinggi yang terserap memenuhi permintaan industri/bisnis. Namun sejak program pelatihan dan pendidikan calon pengajar maupun tenaga pendidikan politeknik di Pusat Pendidikan Politeknik di Bandung dihentikan pada tahun 1995, terlihat adanya penuruan serapan lulusan Polmed. Bahkan sejak tahun 1997, para pengajar yang direkrut di Polmed tidak lagi mendapatkan pendidikan dan pelatihan. Sehingga program pendidikan dan pelatihan untuk meningkatkan kapabilitas tenaga pengajar yang terkonsentrasi dalam bidang keahlian di Polmed tidak ada lagi. Penelitian ini bertujuan untuk mengetahui karakteristik dan faktorfaktor pendorong Praktik Organisasi Pembelajar di Politeknik Negeri Medan sesuai visi dan misi serta meningkatkan kapabilitas Politeknik Negeri Medan untuk mencapai keunggulan daya saing. Penelitian ini menggunakan konsep The Fifth Discipline, Learning Organization Senge, yaitu Shared Vision, Mental Model, Systems Thinking, Team Learning dan Personal Mastery dengan indikatornya menjadi variabel penelitian ini. Penelitian ini menggunakan pendekatan metode kuantitatif dan kualitatif (mixed method) dengan 2 jenis populasi yaitu tenaga pendidik (dosen) dan tenaga kependidikan. Penelitian ini menggunakan analisis frekuensi dan analisis faktor untuk menganalisis data. Penelitian ini menemukan bahwa karakteristik Praktik Organisasi Pembelajar di Politeknik Negeri Medan adalah a) Keunggulan Kompetensi Keahlian; 2) Filosofi Organisasi ; 3) Kemampuan adaptasi dan inovasi; 4) Komitmen danInisiatif yang tinggi; 5)Kesiapan Sistem Jaringan Organisasi yang baik. Faktor bentukan ditemukan sebagai pendorong Praktik Organisasi Pembelajar untuk meningkatkan kapabilitas Politeknik Negeri Medan adalah faktor Disiplin, Pemahaman Filosofis, Motivasi Pimpinan, Kompetensi Anggota. Faktor Disiplin dan Pemahaman Filosofis merupakan faktor yang kuat sebagai budaya organisasi yang kuat. Namun, peningkatan kapasitas dosen yang ditunjukkan dengan pendidikan lanjut dosen masih sangat rendah menjadi hal yang krusial untuk melaksanakan UU PT No. 12 tahun 2012 dengan segera.

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Vocational Higher Education in Indonesia is an organisation of applied education organization at once as place to produce high-ability and knowledgeable human resources and in accordance with the needs of the industry and business. As general description, the amount of unemployment higher education graduates in 2015 were 911 000 people (BPS, 2015). This data shows the graduates of higher education have not met the requirement of worker in industrial and business field. Politeknik Negeri Medan (Polmed), is one of the 6 (six) polytechnics which established since 1979 in Indonesia, has delivered highly competent graduates which absorbed and meet the demands of industry and business. But since the education and training programs for prospective teachers and educators in the Polytechnic Education Development Center in Bandung was stopped in 1995, it appears the decreasing of uptake of Polmed graduates. Even since 1997, the teacher which are recruited in Polmed do not get training and education anymore. So that education and training program to improve the capability of education which concentrated in the areas of expertise in Polmed are no longer exist. This research intends to know the supportive characteristics and factors of Learning Organization practice in Politeknik Negeri Medan to improve organizational capability of Politeknik Negeri Medan to achieve the competitive advantage. This research use the concepts of the Fifth Discipline Learning Organization Senge, which are Shared Vision, Mental Models, Systems Thinking, Team Learning and Personal Mastery with indicators become the variables in this research. This research use quantitative and qualitative method (mix method) with 2 (two) population which are lectures and administrative employees. This research use frequency and factor analysis to analyze the data. The result of this research found that characteristics of Learning Organization Practice in Politeknik Negeri Medan is in 1) Competence Skill Excellence 2) High Philosophical Organization, 3) Good adaptability and inovation; 4) High Commitment and Initiative; 5) Readiness network system organization is good. Factor formation found as the supporter of Learning Organization Practice to improve the capability of Vocational Higher Education in Politeknik Negeri Medan are: a) Discipline, b) Philosophical understanding, c) Leadership motivation, and d) Members? Competencies. Discipline and Philosophical understanding are strong factors to be able to create a strong organization culture. But, from the side of lecture's futher education are still low, it becomes a crucial thing to be payed attention by Polmed to improve the capabiltiy of the lecturer to be able to implement UU PT No. 12 in year of 2012 immediately.