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"Organizational learning culture is essential in every organization, including in a not-for-profit organization. Unfortunately, there is a lack of research investigating factors important to build learning culture in not-for-profit organization, especially in Indonesia. This paper is an empirical report of a research conducted in XYZ, a not-for-profit-organization working to improve the quality of education in Indonesia. The research aimed to examine factors to be addressed to improve the learning culture at XYZ. Adapting scales from previous studies, the research is a co­ relational study, measuring three key factors that potentially affect learning culture in this kindof organization: ( 1) psychological safety; (2) perceived behavioral control; and (3) tools andtechnology for knowledge sharing. Reliability analysis demonstrates that the scales have good to very good internal consistency. Using a survey design, we collected data from 32 employees comprising 20 staff members and 12 teachers from both genders (20 female, 12 male) and two age groups (26 being 30 years of age or below, and 6 being above 35 years old). The resultshows that 44.4 percent of learning culture in XYZ can be explained by tools and technology forknowledge sharing and that 40.5 percent by perceived behavioral control, both at a significant level of 0.01; while psychological safety factor is not statistically significant in the study. The study concludes that perceived behavioral control as well as tools of technology for knowledge sharing are the factors for which intervention measures should be crafted to improve learning culture in XYZ."

"Work status dissimilarity is a phenomenon that occurs almost worldwide, and has significant impacts on how workers make sense of their tasks, and their relationships with their organizations. Even though the application of work status dissimilarity in academic life is widespread, there is a lack of understanding in this area. To answer this challenge, the current study asks, "Does work status dissimilarity influence employees' perception of the fulfillment of their contracts and the extent of contract breach?" We chose a public university in Indonesia that (1) because of governmental regulations has to apply two kinds of work status: government employees and non-government employees; and (2) has placed many regulations to make sure that these two statuses have nearly identical right and responsibilities. We collected data from 122 employees that responded to our adaptations of two scales: the Robinson and Morrison's (2000) scale as well as Bal and Vinks' (2011) scale. Analysis demonstrates that, compared to government employees, non-government employees tend to significantly perceive less contract fulfillment in all aspects of contract fulfillment that were measured: job content, social obligation, financial obligation, developmental obligation and ideological dimension. Non-government employees also tend to have higher perception of contract breach. In other words, although these employees with different work status have nearly identical right and responsibilities, they significantly have different perceptions on the extent to which the university fulfills its obligations."