Tawazun Social Innovation and Sustainable Organizational Performance

Abstract

Purpose: This study aims to develop the strategy of tawazun social innovation and examine a new model that fills the research gap and limitations
of previous studies between new learning organization that relies on the
conception of tawazun social innovation. This study presents several
new indicators, including organizational agility, institutional reflexivity,
learning leadership, innovation performance, and tawazun social innovation to realize sustainable organizational performance based on empirical
models.
Methodology: This study uses a mixed-methodology, with 206 quantitative respondents and 7 qualitative respondents in Central Java, Indonesia.
Data collection was carried out from July to October 2021.
Findings: The important results of this study show that: (1) the realization
of sustainable organizational performance is built through the tawazun
social innovation supported by new learning organizations, consisting
of three principles and practices: organizational agility, institutional
reflexivity, and learning leadership (2) the improvement of tawazun social
innovation is built by organizational agility, institutional reflexivity, and
learning leadership (3) the improvement of innovation performance is built
on learning leadership (4) the improvement of tawazun social innovation
is built on innovation performance and (5) sustainable organizational
performance is built by innovation performance.
Practical Implications: The tawazun social innovation drives sustainable organizational performance. Management is encouraged to develop
sustainable organizational strategic plans, instilling a tawazun social
innovation. This is reflected through the implementation of the values of
social responsibility balance, policy innovation balance, network balance,
and balance of soul.
KAUJIE Classification: H55
JEL Classification: D83, H11, O35