Desi Tri Kurniawati

The service industry is currently facing the era of Industry 4.0, which results in an increasing need for talents who master information and technology to increase company productivity. Innovation is one of the strategies that service companies need to improve in order to compete with other companies. Organizational learning is also a company’s effort that is used to determine and meet the increasingly diverse needs of consumers to improve company performance. This study aims to investigate the role of innovation and organizational learning as mediating variables between human capital and organizational performance. The sample consisted of 305 managers in the service industry of Indonesia using a purposive sampling technique, with the minimum sample size determined using GPower software. Data were collected using a self-reported questionnaire distributed online via a Google form. Furthermore, data were analyzed using structural equation modeling partial least squares with the SmartPLS 3 software. The results reveal that human capital significantly affects organizational performance, innovation, and organizational learning. Then, innovation and organizational learning have a significant effect on organizational performance. Furthermore, innovation and organizational learning act as mediators between human capital and organizational performance. These findings shed new light of the importance of effective human capital management in improving organizational performance. Furthermore, innovation and organizational learning are variables that can bridge the two relationships in the service industry.

Acknowledgments
This study is funded by the Indonesia Endowment Fund for Education, Ministry of Finance of the Republic of Indonesia.

Competition in service industries is fierce, so operational efficiency and cost-effectiveness can be implemented by optimizing internal resources to increase competitive advantage. This study aims to investigate the role of followership in enhancing organizational citizenship behavior (OCB) with double mediating mechanisms, such as job satisfaction and organizational commitment. This study was conducted on food distributor service companies in Indonesia and employees as respondents. Questionnaires were used to collect data, which were using convenience sampling. Then, 131 data points were gathered and prepared for analysis using the G-Power minimum sample size. Data analysis was conducted using structural equation modeling with the SmartPLS application. The results showed that followership significantly influenced OCB, job satisfaction, and organizational commitment. Furthermore, it was also observed that job satisfaction showed an effect on OCB. However, organizational commitment does not affect OCB. Furthermore, during mediation testing, only job satisfaction was found to successfully mediate and act as a connecting variable between followership and OCB. This study has contributed to the cognitive resonance theory and suggests that service companies consider leadership followership in order to enhance OCB among their employees efficiently. It also recommended that employees should first exhibit job satisfaction before engaging in extra-role behaviors for the company.

Acknowledgment
Researchers give great appreciation to Universitas Brawijaya for funding this research.