Organization Development and Organizational Effectiveness: The Mediating Role of Strategic Orientation in Regional Government Agencies during Post-Earthquake Reconstruction in Cianjur, Indonesia
DOI:
https://doi.org/10.15575/jpan.v18i2.55931Keywords:
Organization Development, Strategic Orientation, Organizational, Effectiveness, public organization, PLS-SEMAbstract
This study aims to examine how Organization Development interventions are theoretically posited to relate to public Organizational Effectiveness through the intervening role of Strategic Orientation. Despite growing research on post-disaster governance and public organization management, empirical evidence examining how Organization Development interventions relate to public Organizational Effectiveness through Strategic Orientation remains limited. A nonexperimental cross-sectional survey was conducted among regional government agencies responsible for post-earthquake housing and settlement infrastructure reconstruction in Cianjur, West Java, Indonesia. Data were collected from 223 civil servants through purposive sampling and analyzed using Partial Least Squares Structural Equation Modeling (PLS-SEM). The empirical results indicate that Organization Development is strongly positively associated with Strategic Orientation (β = 0.9437, p < 0.001), while Strategic Orientation is strongly positively associated with Organizational Effectiveness (β = 0.9355, p < 0.001). Furthermore, the results indicate a statistically significant indirect relationship between Organization Development and Organizational Effectiveness through Strategic Orientation (indirect effect = 0.8828, p < 0.001). These findings suggest that Strategic Orientation represents the organizational mechanism specified in this study through which Organization Development is related to Organizational Effectiveness under post-disaster conditions. Given the cross-sectional design and the high empirical proximity among the constructs, these relationships are interpreted within the methodological boundaries of a single-source perceptual setting. This study contributes to the Organization Development literature by providing empirical evidence on the role of Strategic Orientation as an intervening organizational mechanism in the relationship between Organization Development and Organizational Effectiveness in a post-disaster public-sector setting.
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