GOVERNANCE, STRATEGY, AND DIGITAL TRANSFORMATION IN TNI AIR FORCE PERFORMANCE

Abstract

This study evaluates the drivers of organizational performance in the Indonesian Air Force by examining the interplay between digital transformation, strategic leadership style, and strategic human resource (HR) competency, mediated by organizational governance. Using a quantitative approach, data were gathered from 201 Air Force officers in managerial and information system roles and analyzed via Structural Equation Modelling (SEM-PLS). The findings reveal that digital transformation, strategic leadership, and organizational governance exert positive and significant direct influences on organizational performance. Furthermore, organizational governance serves as a critical mediator for both digital transformation and leadership styles. Conversely, strategic HR competency was found to have no significant effect on performance, either directly or indirectly. These results underscore the vital role of governance in military modernization, suggesting that HR competencies require a more adaptive and integrated governance framework to contribute effectively to organizational outcomes. This research offers practical insights for defense management and fills a gap in the literature regarding digital-era military governance