Conducting turn around actvities in a challenging transformational change: A case of a public transportation firm, indonesia

• Autores: Mahmuddin Yasin, Zahara Tussoleha Rony
• Localización: International Journal of Professional Business Review: Int. J. Prof.Bus. Rev., ISSN 2525-3654, ISSN-e 2525-3654, Vol. 10, Nº. 5, 2025 (Ejemplar dedicado a: Continuous publication; e05512)
• Idioma: inglés
• DOI: 10.26668/businessreview/2025.v10i5.5496
• Enlaces
  • Texto completo (pdf)
• Resumen

  • Purpose: The purpose of this study is to discuss and analyze transformation activities in a transportation company (PT. Z) in Indonesia, aiming at figuring out how transformation with turn around activities is conducted and lead to turn around results and performances. The analyses involve documents study and literatures review on transformational leadership, culture, and transformation.

      Theoretical Framework: Comprises transformational change that include people, technology and culture (Anderson and Anderson, 2010), leadership, competencies, and challenges in general (HBR on leadership, 211), transformational or transformative leadership (Goosen & Stevens, 2013, Jerab & Mabruk, 2022, Gupta, MacMillan, and Surie, 2004, Raghuvanshi, 2016, Mattone, 2012), and cultures and transformation (Jerab and Mabrouk, 2022, HBR on leadership, 2011, some other related articles). Transformational/transformative leadership influences positive change and pursuing opportunities supported by all company resource and leads transformational change of the company in an effort to continually adapt to rapid and intensely competing business environment. Transformational/transformative leadership also shapes/creates necessary culture along the transformational change.

      Method: The study is a qualitative one with a case and inductive tendency using secondary data that is collected from PT. Z and from many sources and supported also by related and relevant articles/papers and books on transformation, change management, culture, and leadership that are reviewed comprehensively.

      Findings and its Implication: The results show that sustainable-transformation activities may provide large impact on organization outcomes or performances. The continual transformation activities should be put in place by a transformational or transformative leader by shaping necessary change culture to conduct and drive people to involve in a continual transformational change. This implies that leader’s characters and competencies do matters, and that any business transformation should involve culture transformation (Yasin, 2014). Culture transformation follows organizational transformation.

      Originality: The originality of this study lies in the discussion of a relatively successful continual transformation in a public transportation company in which governance and sound management practices are long put aside or left behind.

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