Effect of Strategic Planning, Budgeting, and Resource-Based Viewon Performance Mediated by Organizational Commitment in TNI Units
Purpose: This study aimed to examine the effect of strategic planning, budgeting, and resource-based view on organizational performance, mediated by organizational commitment to the Army Unit Title in the land border areas.
Research Methodology: This study used hypothetical testing of causality using cross-sectional data. Hypothesis testing is a decision-making method based on data analysis of controlled and uncontrolled experiments on the Army Unit Title in the Border Area. Data were collected using questionnaires and analyzed using Path Analysis and PLS.
Results: The model proposed in this study shows the direct and indirect effects of Strategic Planning and Budgeting and Resource-Based View on Organizational Performance Mediated by Organizational Commitment.
Conclusions: The conclusion of the research is that Strategic Planning, Budgeting, and the Resource-Based View influence Organizational Performance through Organizational Commitment in the Army Unit Title in the Land Border Area, with all seven proposed hypotheses being supported.
Limitations: This study is limited by the use of questionnaires without interviews. In addition, respondents’ perceptions may not fully reflect actual conditions.
Contributions: This research is a useful tool for improving Organizational Performance by enhancing strategic planning, budgeting, resource-based views, and organizational commitments. This research model refines the overall understanding that there are direct and indirect effects of strategic planning, budgeting, and the resource-based view on organizational performance, as mediated by Organizational Commitment.
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