Institutional differences between rural villages and urban villages may generate distinct governance strengths, although their implications for overall performance remain unclear. This study compares multidimensional governance performance between 28 rural villages selected through simple random sampling and all 28 urban villages in Tangerang regency, Indonesia. Administrative data covering 16 indicators across six governance dimensions were analyzed using Welch’s independent-samples t test, with Mann–Whitney U and permutation tests as robustness checks. Urban villages performed significantly better in accountability (t = 3.887, p < .001, d = 1.04), efficiency (t = 2.195, p = .033, d = 0.59), and institutional capacity (t = 2.424, p = .019, d = 0.65), whereas rural villages achieved higher participation (t = −3.528, p = .001, d = −0.94). No significant differences emerged in effectiveness, transparency, the governance performance index (t = 1.464, p = .150), or the total indicator score (t = 1.436, p = .157). These findings indicate that institutional design is associated with dimension-specific capabilities rather than with overall performance superiority. Reform in Tangerang regency may therefore be better targeted by dimension than through uniform aggregate targets—strengthening administrative accountability, resource efficiency, and institutional capacity in rural villages while expanding substantive citizen participation in urban villages.
Bureaucratic simplification in Indonesia was introduced to reduce hierarchical layers and promote a more agile, professional, and performance-oriented public administration; however, structural reform does not automatically transform deeply embedded bureaucratic cultures and work practices. This study examines the characteristics of bureaucratic culture following bureaucratic simplification and explains the factors underlying resistance to change within the Tangerang Regency Government. A qualitative phenomenological design was employed through in-depth semi-structured interviews, limited observations, and document analysis involving officials directly affected by position equalization and those responsible for its implementation. Data were analyzed using thematic analysis supported by NVivo 14 through systematic coding, categorization, theme development, and interpretation. The findings reveal five interrelated dimensions: hierarchical culture and decision centralization, administrative–digital accountability culture, structural–functional transitional culture, functional work culture, and resistance to change. Resistance emerged as the dominant theme, reflected in role ambiguity, career uncertainty, competency gaps, passive resistance, and defensive adaptation. Although team-based work, multitasking, data-driven coordination, service responsiveness, and professionalization have begun to develop, these practices remain constrained by hierarchical authority, dependence on formal directives, and structurally oriented work identities. This study conceptualizes post-simplification bureaucracy as a hybrid transitional culture in which emerging functional practices coexist with persistent structural norms, while resistance signals unresolved tensions surrounding authority, occupational identity, competence, career certainty, and organizational support. Effective bureaucratic simplification therefore requires sustained change management, clear role and career arrangements, competency development, empowered team leadership, and institutionalized team-based work systems.
Bureaucratic simplification in Indonesia was introduced to reduce hierarchical layers and promote a more agile, professional, and performance-oriented public administration; however, structural reform does not automatically transform deeply embedded bureaucratic cultures and work practices. This study examines the characteristics of bureaucratic culture following bureaucratic simplification and explains the factors underlying resistance to change within the Tangerang Regency Government. A qualitative phenomenological design was employed through in-depth semi-structured interviews, limited observations, and document analysis involving officials directly affected by position equalization and those responsible for its implementation. Data were analyzed using thematic analysis supported by NVivo 14 through systematic coding, categorization, theme development, and interpretation. The findings reveal five interrelated dimensions: hierarchical culture and decision centralization, administrative–digital accountability culture, structural–functional transitional culture, functional work culture, and resistance to change. Resistance emerged as the dominant theme, reflected in role ambiguity, career uncertainty, competency gaps, passive resistance, and defensive adaptation. Although team-based work, multitasking, data-driven coordination, service responsiveness, and professionalization have begun to develop, these practices remain constrained by hierarchical authority, dependence on formal directives, and structurally oriented work identities. This study conceptualizes post-simplification bureaucracy as a hybrid transitional culture in which emerging functional practices coexist with persistent structural norms, while resistance signals unresolved tensions surrounding authority, occupational identity, competence, career certainty, and organizational support. Effective bureaucratic simplification therefore requires sustained change management, clear role and career arrangements, competency development, empowered team leadership, and institutionalized team-based work systems.
Program Makan Bergizi Gratis (MBG) memerlukan sistem jaminan keamanan pangan yang efektif untuk mencegah kontaminasi dan penyakit bawaan pangan di seluruh tahapan penyelenggaraan makanan. Penelitian ini menganalisis penerapan Sertifikat Laik Higiene Sanitasi (SLHS) dan pengawasan operasional dalam memastikan keamanan pangan pada program MBG serta mengembangkan model jaminan keamanan pangan terintegrasi (IFSAM). Tujuh informan dipilih secara purposif berdasarkan keterlibatannya dalam program tersebut, yaitu perwakilan Dinas Kesehatan Kota Palembang, sanitarian, pengelola Satuan Pelayanan Pemenuhan Gizi, penjamah makanan, pengawas program MBG, kepala sekolah, dan kepala kantor Badan Gizi Nasional yang wilayah kerjanya meliputi Provinsi Sumatera Selatan. Data dianalisis secara tematik dengan triangulasi sumber dan metode untuk memastikan keterpercayaan temuan. Hasil penelitian mengindikasikan bahwa SLHS berfungsi sebagai mekanisme kesiapan sistem dengan memastikan kesiapan penyelenggara makanan melalui pemenuhan standar higiene dan sanitasi, sedangkan pengawasan operasional berfungsi sebagai mekanisme kepatuhan pelaksanaan yang menjaga konsistensi penerapan standar sepanjang produksi, distribusi, dan penyajian makanan. Penelitian ini juga mengidentifikasi sejumlah tantangan, meliputi pemantauan berbasis risiko yang belum optimal, keterbatasan sumber daya pengawasan, koordinasi lintas sektor yang belum terintegrasi, serta mekanisme umpan balik dan tindak lanjut yang belum sistematis, yang berpotensi memengaruhi efektivitas jaminan keamanan pangan. IFSAM mengintegrasikan sertifikasi, pengawasan operasional, koordinasi lintas sektor, mekanisme umpan balik, dan perbaikan berkelanjutan sebagai kerangka konseptual jaminan keamanan pangan pada program MBG.
The merit system is central to Indonesia’s bureaucratic reform agenda, which seeks professional, objective, and competency-based civil service governance. The assessment center is among the principal instruments developed to support it, yet many local governments still struggle to ensure that assessment results actually inform personnel decisions. This study analyzes the relationship between assessment center implementation and the utilization of assessment results in strengthening the civil service merit system in the Palembang City Government, and formulates a governance model integrating the two. A qualitative multi-case design was used. The first case examined assessment center implementation at the Palembang City Civil Service and Human Resources Development Agency; the second examined the utilization of assessment results. Data were collected through in-depth interviews, observation, and documentary analysis of regulations, official reports, and institutional records, and their credibility was established through source triangulation. The data were analyzed using thematic cross-case synthesis. The findings indicate that assessment center implementation is supported by institutional arrangements, regulations, and relatively adequate assessment mechanisms, but that assessment results are not yet fully utilized in personnel decision-making, resulting in a gap between the institutional capacity of the assessment center and the utilization of its outputs within the merit system. The study proposes an integrated assessment governance model comprising institutional capacity, competency intelligence, governance integration, and merit system strengthening, and offers it as a reference for competency-based talent management policy and for sustaining merit system implementation at the local level.
