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Advances in Social Sciences Research Journal – Vol. 9, No. 7

Publication Date: July 25, 2022

DOI:10.14738/assrj.97.12587. Suyatno. (2022). Strategy for Developing Organisational Culture in the Public Organisation of Research and Development in

Indonesia. Advances in Social Sciences Research Journal, 9(7). 1-17.

Services for Science and Education – United Kingdom

Strategy for Developing Organisational Culture in the Public

Organisation of Research and Development in Indonesia

Suyatno

Management Department, Faculty of Economic

Social and Humanity, University of Aisyiyah Yogyakarta

ABSTRACT

This Paper focuses on the strategy of developing organizational culture in the public

Research and Development Organization. The aim of the research is to know the

strategy for developing organisational culture in R & D organisation in Indonesia.

The study uses qualitative approach. It starts exploring the topic of organisational

culture, collecting the data, then describes the phenomenon occurs in the

organisations, analyses based on the theory and makes conclussion. Informants of

this study were the stakeholders involved in the organization of R & D in the

Ministry, University, Pure Research and Development Organization, and Local

Government Research and Development. The primary data were obtained through

observation, interviews to the informants and discussion with the stake holders

involved in the organisation of Research and Development. Secondary data were

obtained from written documents of the organisations. The data is collected from 2

prominent Higher Education Research and Development, 2 Local Government

Research and Development, 2 Ministry Research and Development, and 2 Pure

Research and Development organisations in Indonesia. The Strategy for developing

the value, norm and belief of the organization is developing, instilling and sharing

to the members through the activities of the main business of the organization to

obtain the realization of the organization vision and mission. The process of

instilling and making habit working culture in the public R and D in Indonesia is

based on regulation.

Key Words: Strategy, Developing, organizational culture, research, and development.

INTRODUCTION

The Indonesian Research and Development (R &D) organizations have several types consisting

of Higher Education Research and Development, Research and Development of the Ministry,

non-Ministry Research and Development, Local Government Research and Development, and

pure Research and Development Organisation. Each of the organisation has different

orientations and characteristics that influences organizational culture types.

The R & D organizations have four key activities consisting of (1) Research, (2) Development

(3) Innovation and (4) Supporting to reduce product costs, to solve process and to make

product modifications (Nu Angle, 2014 ). To obtain the target of the R & D organizations, they

should develop effective culture. The culture of R & D organisation which is formed by members

in the organization is a set of shared values and norms those control organizational member’s

interactions with each other inside and outside people of the organization (Gareth Jones, 2004).

Organizational culture is shared values, beliefs and norms which influence the members of the

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Advances in Social Sciences Research Journal (ASSRJ) Vol. 9, Issue 7, July-2022

Services for Science and Education – United Kingdom

organisation in thinking, feeling and acting towards others inside and outside the organization.

(David A. Buchanan and Andrzej A.Huczynski, 2017)

To enhance optimal performance in the research and development organisation, a strong and

positive organizational culture is needed so that all values within the organisation can support

obtaining the achievement and goals. The culture has a role to strengthen integration among

internal members and strengthen adaptation to the external environment. They worked well

enough to be considered and taught properly to new members of organization as a way of being

perceived, thought, and felt correctly in relation to the culture. (Schein, 1997).

R & D Organizational culture plays an important role in achieving the organization's vision,

mission, goals, and targets. The culture is developed based on the vision, mission, product and

target of the organisation. To maintain and instill strong and effective culture, an organisation

of R & D needs a strategy. Strategy is needed to determine the activities those should be done

and how to do the activities so that the targets and purposes of instilling organizational culture

can be reached.

The strategy should be in accordance to the characteristics of the culture those are innovation

and risk taking, attention to detail, outcome orientation, people orientation, team orientation,

aggressiveness, stability and collaboration (Robbins, 2007).

R & D organizational culture can be developed, influenced, and controlled on deeply rooted

beliefs by the top management. The organizational culture should be in accordance to each

institutions’ characteristics, vision, and mission. This research is focused on the organisation of

Research and Development in University, Ministry, Local Government Organisation and Pure

Research Development Organisation.

Based on the explanation above the researcher affords the question of “How is the strategy to

develop and instill organizational culture in R & D organisation? The aims of the research is to

know the strategy for developing organisational culture in R & D organisation in Indonesia.

THEORY AND HYPOTHESIS

Theory

Cultural Organization

Organisational culture is a system of shared meaning held by members that distinguishes the

organisation from other organisations (Robbins ,2007). Besides that, culture in R & D

organisation is also defined as a pattern of basic assumptions found and developed by the

members of the organisation. The culture of organisation was influenced externally for

adaptation and internally for integration, it will be properly considered and taught to new

members of organsation in such a way of being perceived, thought and felt correctly in relation

to the culture. (Schein, 1997).

Organisational culture is the shared values, beliefs, and norms, which influence the way

employees think, feel and act towards others inside and outside the organisation. (David A.

Buchanan and Andrzej A.Huczynski, 2017) (Schein, 2004). They have three levels, namely:

artefacts and behaviors level, espoused values level, and assumptions level.

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Suyatno. (2022). Strategy for Developing Organisational Culture in the Public Organisation of Research and Development in Indonesia. Advances in

Social Sciences Research Journal, 9(7). 1-17.

URL: http://dx.doi.org/10.14738/assrj.97.12587

Artefacts and behaviors consist of patterns of behavior and manifestations of outward culture,

which are observable, the people can see, hear, and feel such as dress codes, customs,

technological tools, and physical layout of the workspace. (David A. Buchanan and Andrzej

A.Huczynski, 2017) (Schein, 2004).

Espoused values or organisational values are the accumulated beliefs held about how work to

do, determine behavior, but not directly observable as existing behaviors, which represent

something explicitly or implicitly desirable to an individual or group in the organisation; Values

are said to provide a common direction for all employees, and to guide their behaviour. ‘People

way down the line knows what they are supposed to do in most situations because the handful

of guiding values is crystal clear’ (Peters and Waterman, 1982).(David A. Buchanan and Andrzej

A.Huczynski, 2017) (Schein, 2004). (Adler and Gundersen, 2008). Values distinguish one

organization from another, the source of values is the views of the original founder, as modified

by the company’s current senior management (Schein, 1983). The organizational values are

always the values of the current company elite (senior managers). This is similar to the way

that organizational goals actually represent the preferred aims of chief executives and their

management teams (David A. Buchanan and Andrzej A.Huczynski, 2017)

Basic assumptions derived from values, they occur automatically and are out of their

consciousness. People may be unconscious or unable to convey the beliefs and assumptions

that make up their deepest level of culture. They are all the alternatives those are still visible in

the culture, and any given member of the culture could behave from time to time according to

variant as well as dominant orientations. Basic assumptions have become so taken for granted

that one finds little variation within a social unit. This degree of consensus results from

repeated success in implementing certain beliefs and values, when a basic assumption comes

to be strongly held in a group, members will find behaviours based on any other premise

inconceivable. it is a taken-for-granted assumption that things should be safe. (Schein,Edger H,

2004) (Stanford, 2007)

R & D organisational culture can be developed by the reinforcement of the top management,

influenced on deeply rooted beliefs by the management, and controlled. It should be accordance

with institutions’ idea, or the reason to build the organisation. Organisational culture can be

thought of as the personality of an organisation. It is also often referred to as corporate culture.

Organisational culture affects not only task issues – how well or badly an organisation

performs, but also emotional issues – how workers feel about their work and their companies.

(David A. Buchanan and Andrzej A.Huczynski, 2017).

The R & D organisational culture has characteristics in line to the main business of the

organisation in achieving vision and mission of the organisation. It plays an important role in

achieving the achievement of the organisation's vision, mission, goals, and targets. In order that

R&D institutions become advanced institutions and have role in developing innovation,

technology, and welfare for the nation, it is necessarily to strengthen and develop the

organizational culture.

The R & D organisation’s members should have the characteristics of innovative, risk taking,

the accuracy of analysis and attention to details; while the management focusses on result

rather than technique and process to achieve result, management decisions take into account