Tri Hita Karana And Organizational Competencies: Antecedents of Competitive Advantage Impacting Sustainability in Bali Tourism

Abstract

Objective: This study intends to investigate the mediating role of competitive advantage in the influence of Tri Hita Karana and organizational competence on organizational sustainability in the human resources sector, as well as the effects of organizational culture, organizational competence, and competitive advantage on organizational sustainability. Methods: This study employed quantitative data, and the Partial Least Square (PLS) technique in Structural Equation Modeling (SEM) was applied for the analysis. Purposive sampling, the sample technique employed, produced 178 general managers from Bali Province's four- and five-star hotels. With 148 respondents, the questionnaire had an 82% response rate. Result: The findings indicate that whereas organizational competency has no discernible impact on sustainability, Tri Hita Karana has a positive and considerable influence on it. On the other hand, organizational sustainability is positively and significantly impacted by competitive advantage. Furthermore, there is a positive and noteworthy correlation between Tri Hita Karana and organizational competence and competitive advantage. Moreover, the influence of Tri Hita Karana and organizational competence on organizational sustainability is mediated by competitive advantage. The direct and indirect effects of external influences on internal factors are highlighted by these results, which also corroborate earlier studies. Conclusion: This study sheds light on the mediating role that competitive advantage plays in the relationship between organizational sustainability and human resources-related elements such organizational culture, organizational skills, and competitive advantage.