The Approach of Social Innovation Agility: A Dynamic Capability Strategy

This study used a purposive sampling technique, with a sample size of 119 respondents, using the smart-Partial Least Square analysis technique. To synthesize a new conceptual model that can improve sustainable organizational performance based on the social innovation agility concept. The results suggest that new learning organizations can increase social innovation agility and sustainable organizational performance. This research provides a better and broader perspective for social innovation agility. Two new learning organizational variables, namely high organization agility and learning leadership, have an influence on sustainable organizational performance, but institutional reflexivity has a negative correlation. The research problem proposed can be accounted for by testing the Structural Equation Model (SEM) which was built through this research that the relationship between variables is influential and influenced by a sustainable organizational performance from 6 constructs and has empirical data: institutional reflexivity, high organization agility, learning leadership, social innovation agility, innovative performance, and sustainable organizational performance.