Abstract
In the context of digital transformation within the bureaucratic system, namely in West Kalimantan, the effect of organizational change on innovative behavior in Indonesian Higher Education Institutions (HEIs) is investigated. A number of mediating elements, such as change management, employee competency, and digital culture, to examine the intricate processes behind corporate transformation. Data were gathered quantitatively through disproportional random sampling from 300 staff members at six public HEIs in West Kalimantan. The examination of both direct and indirect effects among variables was conducted utilizing partial least squares structural equation modeling, commonly referred to as PLS-SEM. With a Variance Accounted For (VAF) of 95.4%, the findings show that organizational change has a fully mediated effect on innovative behavior, with employee competency, digital culture, and change management acting as the primary mediators. Digital culture and change management are the next most important mediators, after employee competency. In order to achieve innovation outcomes, these studies emphasize the necessity of integrating cultural transformation, human resource capacity development, and an organized change management framework. By creating a thorough theoretical framework, this result fills the knowledge gap about the function of different mediators in the setting of bureaucratic higher education, this study contributes to the existing body of knowledge regarding organizational change. Practical implications suggest that to ensure the success of digital transformation and foster innovative behavior in public institutions, prioritizing competency development and cultural adaptation is essential in legislative reforms and strategic efforts.
Keywords: Change Management, Digital Culture, Employee Competence, Innovative Behavior, Organizational Change.