Purpose: To examine three dimensions of organisational change capacity (OCC) which have been proposed sequentially in the following order: OCC for change will affect process capacity for change and develop context capacity for change. Specifically, this study explores the moderating effects of coercive pressure.Design/methodology/approach: To test the proposed hypotheses, this study conducted survey among middle-level leaders of the 11 top universities (autonomous higher education institutions – AHEIs) in Indonesia. This study used a sample of 92 respondents, deans 21 and vice deans 71 of 11 top Indonesian universities. To test data processing using the SmartPLS 3.0 tool.Findings: The findings indicate that learning capacity for change is the starting point of OCC, and it influences process capacity and context capacity for change. Coercive pressure strengthens the relationship between learning capacity and context capacity for change. Further, context capacity for change determines organisational performance.Originality/value: This study empirically examines the OCC construction mechanism as follows: learning capacity for change influences process capacity for change and then has an effect on the OCC for change, which ultimately affects organisational performance.

Purpose - Leader human capital in the police sector refers to a leader with the knowledge, skills, and experience to develop and use human resources. Police leaders face a daunting task in developing human capital and turning it into organizational learning. This study examines the interplay between human capital and social capital, how it impacts human relationships, and the effectiveness of public security and order. Design/methodology/approach - This study uses a quantitative approach, using a survey method, with the unit of analysis being the Police Sector and using multisource data sources, with a total sample of 82 respondents. Data collection for this study used a questionnaire with self-reported data. Findings – This research found that the police chief's social capital management strengthens his human capital's influence on human connections. This suggests that the police chief's human capital and capacity can develop relationships. The test results also reveal that human relations affect police security and social services. The test results demonstrate that human capital does not improve police security and social services. Testing this model shows that human capital affects public security and order more effectively through human relations. Originality/Value - This study investigates the interplay between social and human capital, focusing on their impact on security effectiveness and human relations within the Police as a command organization. Policy Implication - Investing in human resource development and promoting strong human connections within the police sector is crucial to enhance the efficacy of security and social services.