The Effect of Organizational Culture and Company Asset on the Competitive Strategy of the Diving Industry in Indonesia

Purpose: This study aims to examine the influence of organizational culture and company assets on the competitive strategy of the diving industry in Indonesia. Design/Methodology/Approach: This study uses quantitative methods. The unit of analysis is a dive operator in Indonesia. The observation unit is the management of dive operators in Indonesia which can be represented by middle-level managers or management. According to the Indonesian Diving Tourism Business Association (PUWSI), in 2017 there were 284 dive operators. In this study, a sample of 50 respondents was used. Primary data is obtained from the results of direct research in the field, namely data from questionnaires distributed to dive operators in Indonesia. Data and information collected at the time horizon are cross section one shoot. Causality research is used to obtain an evidence of a causal relationship between variables, using Partial Least Square (PLS). Findings: The research findings show that organizational culture and company assets influence the competitive strategy of the diving industry. Company assets have a more dominant influence than organizational culture in improving competitive strategy. Practical Implications: This finding is expected to have implications for the management of diving industry companies in Indonesia as an alternative model of solutions in improving a competitive strategy based on the development of company assets and organizational culture. Originality/Value: The aspects that must be the first priority in developing company assets are intangible assets, while in developing organizational culture, management needs to prioritize the development of stability and control within the organization.