Tawazun Social Innovation and Sustainable Organizational Performance

Purpose: This study aims to develop the strategy of tawazun social innovation and examine a new model that fills the research gap and limitations of previous studies between new learning organization that relies on the conception of tawazun social innovation. This study presents several new indicators, including organizational agility, institutional reflexivity, learning leadership, innovation performance, and tawazun social innovation to realize sustainable organizational performance based on empirical models. Methodology: This study uses a mixed-methodology, with 206 quantitative respondents and 7 qualitative respondents in Central Java, Indonesia. Data collection was carried out from July to October 2021. Findings: The important results of this study show that: (1) the realization of sustainable organizational performance is built through the tawazun social innovation supported by new learning organizations, consisting of three principles and practices: organizational agility, institutional reflexivity, and learning leadership (2) the improvement of tawazun social innovation is built by organizational agility, institutional reflexivity, and learning leadership (3) the improvement of innovation performance is built on learning leadership (4) the improvement of tawazun social innovation is built on innovation performance and (5) sustainable organizational performance is built by innovation performance. Practical Implications: The tawazun social innovation drives sustainable organizational performance. Management is encouraged to develop sustainable organizational strategic plans, instilling a tawazun social innovation. This is reflected through the implementation of the values of social responsibility balance, policy innovation balance, network balance, and balance of soul.