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Self-Efficacy and Organizational Culture: Normative Commitment as a Bridge to Individual Readiness for Change in Police Digital Transformation – A Conceptual Analysis

In: Proceedings of the 1st International Conference on Business, Economic, and Social Sustainability (ICOBES 2025)

Author

Listed:
  • Prima Siwi Aslam

    (Universitas Sarjanawiyata Tamansiswa)

Abstract

This conceptual study develops a framework explaining the mediating role of normative commitment in the relationships among self-efficacy, organizational culture, and individual readiness for change within the digital transformation of the Indonesian National Police (Polri). Using a structured conceptual approach, this study synthesizes theories and previous empirical findings to construct an integrated model. The analysis indicates that self-efficacy and organizational culture directly affect readiness for change; however, empirical gaps suggest that the relationships are not always consistent across contexts. This study proposes normative commitment as a psychological bridge that strengthens the effects of personal beliefs and cultural values on members’ readiness to adopt digital performance systems. The study contributes theoretically by integrating psychological, cultural, and moral-responsibility dimensions within hierarchical public organizations. Practically, the findings emphasize the need to strengthen digital competencies and adaptive culture to support Polri’s digital transformation.

Suggested Citation

  • Prima Siwi Aslam, 2026. "Self-Efficacy and Organizational Culture: Normative Commitment as a Bridge to Individual Readiness for Change in Police Digital Transformation – A Conceptual Analysis," Advances in Economics, Business and Management Research, in: Syamsul Hadi & Riskin Hidayat & Ambar Lukitaningsih & Ong Lin Dar & Taufik Abd Hakim (ed.), Proceedings of the 1st International Conference on Business, Economic, and Social Sustainability (ICOBES 2025), pages 975-989, Springer.
    • Handle: RePEc:spr:advbcp:978-94-6239-626-5_72
    DOI: 10.2991/978-94-6239-626-5_72
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