Digital Leadership, Management Information Systems, and Higher Education Performance: The Mediating Role of Organizational Culture in Indonesian Private Universities
DOI:
https://doi.org/10.1229/tecempresarialjournal.v21i2.868Keywords:
Digital Leadership, Management Information Systems, Organizational Culture, Higher Education Performance, Digital Transformation, Structural Equation Modeling.Abstract
Digital transformation has increasingly reshaped the governance and operational systems of higher education institutions, encouraging universities to strengthen institutional adaptability through leadership capability, digital infrastructure, and supportive organizational environments. Despite extensive discussion regarding digital leadership and management information systems, limited empirical evidence explains how these factors collectively influence institutional performance, particularly through organizational culture within developing-country higher education contexts. This research explores the relationships among digital leadership, management information systems, organizational culture, and higher education performance in private universities under the coordination of LLDIKTI Region II, Indonesia. Data were obtained from 327 academic and managerial respondents representing 160 private universities and analyzed using Structural Equation Modeling (SEM) with LISREL. The analysis demonstrates that management information systems contribute positively to institutional performance, whereas digital leadership does not produce a direct performance effect. However, digital leadership substantially strengthens organizational culture, which subsequently emerges as the most influential factor affecting higher education performance. The findings further reveal that organizational culture fully transmits the effect of digital leadership on institutional performance and partially channels the influence of management information systems. These results suggest that institutional performance improvement in higher education is shaped not only by technological capability and leadership practices but also by the ability of organizations to cultivate adaptive cultural environments that support digital transformation. This study offers empirical support for an integrated framework connecting leadership, information systems, and organizational culture within higher education management.
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