Does Learning Culture Impact Directly or Indirectly on Work Engagement in the Indonesia Oil Palm Industry?


  • Nopriadi Saputra
  • . .





learning culture, agility, work engagement.


Indonesia oil palm industry (IOPI) has become rapid growth industry and plays strategic role in global and domestic socio-economy. IOPI is facing many social, environmental and managerial issues. The employees with high score on learning agility and work engagement become the requirement. And developing organizational culture that promotes and supports learning process is a must for palm oil company in Indonesia. This study aims to explore the impact of learning culture on learning agility and work engagement. Does learning culture impact directly or indirectly on work engagement? The study was conducted on 73 respondents who are senior staffs, supervisors and junior managers from 28 companies in IOPI.   Smart-PLS application was used for statistical data analysis in this study. The result explained that learning culture impacts indirectly (with path coefficient 0.142) and directly  (with path coefficient 0.248) on  work engagement. The development of organizational learning culture also impact directly on learning agility (with path coefficient 0.276). It is a strategic initiative for dealing with current and future business challenges.




[1] Saragih B. Indonesia Oil Palm Industry - Recent Development and Socio-Economic and Environmental Issues. 2015.

[2] PASPI TR. Kemitraan Sawit Rakyat dengan Korporasi Pilar Penting Revolusi Sawit Indonesia. Monit PASPI. 2016;II(49):609–16.

[3] PASPI TR. Revolusi Perkebunan Sawit. Monit PASPI. 2016;II(48):599–608.

[4] Saputra N. Inquiring the Best-Fit Model of Work Engagement for Digital Talent in the Palm Oil Industry. In: International Conference on Economics and Business 2016 (ISSN 2548-8066). 2016. p. 898–910.

[5] Sipayung T. Mitos vs Fakta - Industri Minyak Sawit Indonesia dalam Isu Sosial, Ekonomi dan Lingkungan Global. Sipayung T, editor. Bogor - Jawa Barat: PASPI - Palm Oil Agribusiness Strategic Policy Institute; 2016.

[6] Kemendag RI. Analisis Kebijakan Bea Keluar ( BK ) CPO Dan Produk Turunannya. 2013.

[7] PASPI TR. Industri Minyak Sawit Merupakan Industri Strategis Nasional. Monitor PASPI. 2015;1(36):1–12.

[8] Brodjonegoro BPS. Laporan Keuangan Pemerintah Pusat Tahun 2014 (Audited). Vol. Audited. 2015.

[9] Widjaya FO, Bangun D, Sinaga SM. Peluang & Tantangan Industri Minyak Sawit Indonesia. In: Palm Oil Development Conference. Jakarta; 2013. p. 1–25.

[10] Erwidodo. Prospek dan tantangan perdagangan minyak sawit di pasar global. 2015.

[11] PASPI TR. Prospek Industri Sawit 2017 Akankah Makin Berkilau ? Monit PASPI. 2016;II(50):617–24.

[12] Lee JH (Jay), Ok C “Michael.†Drivers of work engagement: An examination of core self-evaluations and psychological climate among hotel employees. Int J Hosp Manag. 2015;44:84–98.

[13] Tymon A, Mackay M. Developing business buccaneers: employer expectations of emergent leaders. Hum Resour Dev Int. 2016;8868(June):1–18.

[14] Nold H, Michel L. The performance triangle: a model for corporate agility. Leadersh Organ Dev J. 2016;37(3):341–56.

[15] Lepak DP, Snell SA. Examining the human resource architecture: The relationships among human capital, employment, and human resource configurations. J Manage. 2002;28(4):517–43.

[16] Gravett LS, Caldwell SA. Learning Agility - The Impact on Recruitment and Retention. Cincinnati Ohio: Palgrave MacMillan; 2016.

[17] Swisher V. Learning agility: The “X†factor in identifying and developing future leaders. Ind Commer Train. 2013;45(3):139–42.

[18] Robertson-Smith G, Markwick C. Employee engagement : A review of current thinking. Institute for Employement StudiesUniversity of Sussex UK. 2009.

[19] Imperatori B. Engagement and Disengagement : Drivers and Organizational Practices to Sustain Employee Passion and Performance. Springer; 2017.

[20] Schaufeli W. Work Engagement : What do we know ? 2011;(December).

[21] Russell JA. Emotion, core affect, and psychological construction. Psychol Rev. 2003;110(1):145–72.

[22] Schaufeli WB, Leiter MP, Maslach C. Burnout: 35 years of research and practice. Career Dev Int. 2009;14(3):204–20.

[23] Schaufeli WB, Salanova M, Gonzalez-Roma V, Bakker AB. The measurement of engagement and burnout: A two sample confirmatory factor analytic approach. J Happiness Stud. 2002;3:71–92.

[24] Schaufeli WB. Work engagement: what do we know and where do we go? Rom J Appl Psychol. 2012;14(1):3.10.

[25] Shuck MB. Employee Engagement : An Examination of Antecedent and Outcome Variables. 2010;

[26] Ponsignon F, Klaus P, Maull RS, Ponsignon F, Klaus P, Maull RS. Linking high involvement human resource practices to employee proactivity: The role of work engagement and learning goal orientation. Pers Rev. 2015;44(5):720–38.

[27] Wollard KK, Shuck B. Antecedents to employee engagement: A structured review of the literature. Adv Dev Hum Resour. 2011;13(4):429–46.

[28] Miles A. Agile learning: living with the speed of change. Dev Learn Organ. 2013;27(2):20–2.

[29] Swisher V. The agility imperative: How busineses of the future will leverage agile talent to win. In: ATD 2016 International Conference & Exposition. 2016.

[30] De Meuse KP, Dai G, Hallenbeck GS. Learning agility: A construct whose time has come. Consult Psychol J Pract Res. 2010;62(2):119–30.

[31] Lombardo MM, Eichinger RW. High potentials as high learners. Hum Resour Manage. 2000;39(4):321–9.

[32] Derue DS, Ashford SJ, Myers CG. Learning Agility: In Search of Conceptual Clarity and Theoretical Grounding. Ind Organ Psychol. 2012;5(3):258–79.

[33] DeRue DS, Ashford SJ, Myers CG. Learning Agility: In Search of Conceptual Clarity and Theoretical Grounding. Ind Organ Psychol. 2012;5(3):258–79.

[34] Juhdi N, Pa’wan F, Milah R, Hansaram S. Examining Characteristics of High Potential Employees from Employees’ Perspective. Int J Arts Sci. 2012;5(7):175–86.

[35] Juhdi N, Pa’wan F. Examining Characteristics of High Potential Employees from Employees’ Perspective. In: International Conference for Academic Disciplines. 2012. p. 175–86.

[36] Robbins SP, Judge TA. Essential of Organizational Behavior. 12th ed. Pearson; 2013.

[37] Mei X, Iannacchione B, Stohr MK, Hemmens C, Hudson M, Collins PA. Confirmatory analysis of an organizational culture instrument for xorrections. Prison J. 2017;003288551769283.

[38] Simamora BH, Jerry M. Current and Preferred Organizational Culture : A Case Study at Private University in Indonesia. Int Bus Manag. 2013;7(4):353–8.

[39] Hitka M, Vetráková M, Balážová Ž, Danihelová Z. Corporate Culture as a Tool for Competitiveness Improvement. Procedia Econ Financ. 2015;34:27–34.

[40] Schein EH. Organizational Culture & Leadership. 4th Editio. San Francisco: Jossey-Bass; 2010. Exhibit 2.1 Page 24.

[41] Feldman DC. The Development and Enforcement of Group Norms. Acad Manag Rev. 1984;9(1):47–53.

[42] Rebelo TM, Gomes AD. Conditioning factors of an organizational learning culture. J Work Learn. 2011;23(3):173–94.

[43] Rebelo TM, Gomes AD. Organisational learning and the learning organization : Reviewing evolution for prospecting the future. Learn Organ. 2008;15(4):294–308.

[44] Rebelo T, Gomes AD. The OLC Questionnaire : A Measure to Assess an Organization’s Cultural Orientation toward Learning. In: Technology for Creativity and Innovation: Tools, Techniques and Applications. 2011. p. 217–36.

[45] Rebelo T, Gomes AD. Is organizational learning culture a good bet? An analysis of its impact on organizational profitability and customer satisfaction. Acad Rev Latinoam Adm. 2017;30(3):328–43.

[46] Islam T, Khan MM, Bukhari FH. The role of organizational learning culture and psychological empowerment in reducing turnover intention and enhancing citizenship behavior. Learn Organ. 2016;23(2/3):156–69.

[47] Huhtala M, Tolvanen A, Mauno S, Feldt T. The Associations between Ethical Organizational Culture, Burnout, and Engagement: A Multilevel Study. J Bus Psychol. 2015;30(2):399–414.

[48] Brunetto Y, Xerri M, Nelson S. Building a Proactive, Engagement Culture in Asset Management Organizations. J Manag Eng. 2014;30(4):04014014.

[49] Arifin F, Troena E, Djumahir M. Organizational Culture, Transformational Leadership, Work Engagement and Teacher’s Performance: Test of a Model. Int J Educ Res. 2014;2(1):1–14.

[50] Sadeli J. The Influence of Leadership, Talent Management, Organizational Culture and Organizational Support on Employee Engagement. Int Res J Bus Stud. 2012;5(3).

[51] Hair JFJ, Hult GTM, Ringle C, Sarstedt M. A Primer on Partial Least Squares Structural Equation Modeling (PLS-SEM). Vol. 46, Long Range Planning. 2014. p. 328.

[52] Seppälä P, Mauno S, Feldt T, Hakanen J, Kinnunen U, Tolvanen A, et al. The construct validity of the Utrecht Work Engagement Scale: Multisample and longitudinal evidence. J Happiness Stud. 2009;10(4):459–81.

[53] Kahn WA. Psychological Conditions of Personal Engagement and Disengagement at Work. Acad Manag J. 1990;33(4):692–724.

[54] Schaufeli WB. What is Engagement? In: Employee Engagement in Theory and Practice. London: Routledge; 2013. p. 1–37.

View Full Article:

How to Cite

Saputra, N., & ., . (2018). Does Learning Culture Impact Directly or Indirectly on Work Engagement in the Indonesia Oil Palm Industry?. International Journal of Engineering & Technology, 7(3.30), 561–566.
Received 2018-08-28
Accepted 2018-08-28
Published 2018-08-24