Kusumah, Yudhi Setiya Darma (2026) THE IMPACT OF HUMAN-CENTRIC ORGANIZATION, SUSTAINABILITY AWARENESS, AND LEAN-CONTINUOUS IMPROVEMENT ON ORGANIZATIONAL RESILIENCE: THE MEDIATING ROLE OF DYNAMIC OPERATIONAL AGILITY AT THE MULTINATIONAL PHARMACEUTICAL INDUSTRY IN INDONESIA. Masters thesis, IPMI Institute.
![[thumbnail of Yudhi Setiya Darma Kusumah.pdf]](https://repository.ipmi.ac.id/style/images/fileicons/text.png "Yudhi Setiya Darma Kusumah.pdf") |
Text
Yudhi Setiya Darma Kusumah.pdf Download (1MB) |
Abstract
The pharmaceutical manufacturing sector is increasingly vulnerable to rapid technological shifts, global supply chain unpredictability, and evolving regulatory standards. To maintain long-term competitiveness and operational continuity, these pressures necessitate a robust framework for organizational resilience. This research investigated how Human-Centric Organization (HCO), Sustainability Awareness (SA), and Lean-Continuous Improvement (LCI) influence Organizational Resilience (OR), specifically examining the mediating role of Dynamic Operational Agility (DOA). The research was grounded in the Resource-Based View (RBV) and the Dynamic Capabilities View (DCV), integrated into a proposed Pharmaceutical Excellence Framework (PEF) tailored to the BANI (Brittle, Anxious, Nonlinear, Incomprehensible) environment.
To achieve this, the research addressed one primary research question and five supporting questions through a quantitative, cross-sectional design. Data were collected from 175 experienced employees at the multinational pharmaceutical Cimanggis plant using stratified sampling and analyzed via Partial Least Squares Structural Equation Modeling (PLS-SEM) using SmartPLS 4. The empirical results demonstrated that the model collectively explained 67.7% of the variance in Organizational Resilience. While Sustainability Awareness and Lean-Continuous Improvement exhibited significant direct impacts on resilience, the direct relationship between Human-Centric Organization and resilience was not significant. However, the study confirmed that Dynamic Operational Agility significantly mediates the individual relationships for all three variables. Most importantly, the results validated the integrated mediation effect, proving that the collective impact of HCO, SA, and LCI on resilience is significantly channeled through the firm's agile capabilities.
The Importance-Performance Map Analysis (IPMA) further identified Sustainability Awareness and Dynamic Operational Agility as the highest strategic priorities for improvement. These findings suggest that building resilience requires a "Dual-Track Strategy" that balances operational stability through LCI with the cultivation of adaptive, human-centric, and sustainability-oriented capabilities. This study provides leaders with an evidence-based model to guide strategic resource allocation, emphasizing that while operational agility is the primary engine of resilience, it must be fueled by a foundation of human-centric practices and a deep awareness of sustainability
Keywords: organizational resilience, dynamic operational agility, human-centric organization, sustainability awareness, lean continuous improvement, BANI framework
| Item Type: | Thesis (Masters) |
|---|---|
| Subjects: | H Social Sciences > H Social Sciences (General) |
| Divisions: | Thesis > Master of Business Administration |
| Depositing User: | sandra margaretha |
| Date Deposited: | 28 Sep 2026 02:30 |
| Last Modified: | 28 Sep 2026 02:30 |
| URI: | http://repository.ipmi.ac.id/id/eprint/3030 |
Actions (login required)
 |
View Item |