The Effect of Strategic Human Resources Competence, Organizational Commitment, and Organizational Culture on Organizational Performance of Military Sea Crossing Command Mediated By Strategic Change Management

Abstract

This study examines the direct and indirect effects of Strategic Human Resources Competence, Organizational Commitment, and Organizational Culture on Organizational Performance, with Strategic Change Management as a mediating variable, in the context of Military Sea Crossing Command Operations personnel. Using Partial Least Squares-Structural Equation Modeling (PLS-SEM) and data from 120 respondents in 2025, all ten proposed hypotheses proved significant. The results confirm that Strategic Change Management plays a significant role in enhancing the influence of internal factors on organizational performance.

This study provides theoretical contributions to the development of strategic management and HR science in the military environment and suggests managerial implications such as strengthening organizational culture and establishing tactical change management units. The main limitations lie in the study's limited scope to a single military unit and its single quantitative approach. This study is highly original in integrating risk management, logistics, quality, and strategic change perspectives into a single conceptual model relevant to Indonesian military organizations, particularly Kolinlamil.