Abstract:Banyak inovasi yang telah dihasilkan dalam pelayanan publik pemerintah namun tidak dapat menunjukkan inklusivitas manfaat yang lebih besar. Governansi inovasi memberikan kerangka kerja bagaimana inovasi dapat dikelola untuk dapat menunjukkan manfaat yang lebih besar. Penelitian ini bermaksud untuk mendeskripsikan elemen dan faktor yang mempengaruhi governansi inovasi pelayanan publik pemerintah. Metode kualitatif deskriptif digunakan dalam penelitian ini, sumber data dikumpulkan secara deduktif dari beberapa s… Show more
“…Good policies, contributions from public officials to facilitate, and support innovation, cooperation from related stakeholders, Human Resources, collaboration, and community/civil society participation which encourages the dynamism of the political process to be more conducive are some of the things that support public sector's innovation success. This can be seen from the policy, innovation governance and individual factors [16].…”
Section: A Innovationmentioning
confidence: 99%
“…The use of technology often provides a simplified method in the integration system, applies and distributes knowledge related to changes in the organizational environment. The government also promotes the use of technology in various fields of government services to enhance the efficacy of its activities through various related policies [16].…”
Section: A Innovationmentioning
confidence: 99%
“…Leaders' strategies that are effective in achieving goals will institutionalize change/innovation by developing conditions in which their organizations will be sustainable and accustomed to responding and anticipating changes [21]. Leadership integration works together to increase innovation when leaders promote and seek to transform values to continue learning and transfer their knowledge, both tacit knowledge and explicit knowledge [16]. Leadership is a catalyst for inspiration, mentoring, setting examples, building a mutual trust and respect environment, shaping a creative culture, creating visions, listening, learning, teaching, and knowledge sharing [22].…”
Section: B Leadership and Innovation Capacitymentioning
confidence: 99%
“…Development and training of transformational behavior will enhance the ability to manage and increase innovation. Creativity and innovation will emerge by increasing and exploring the capacity for knowledge and abilities through education and training, formal and informal education [16].…”
Section: B Leadership and Innovation Capacitymentioning
As one of the initiators of the public sector's innovation, public officials, both in central and regional government agencies, must have a strong innovation capacity to deliver innovations that are beneficial to society. The purpose of this study is to further explore on how is public officials' innovation capacity in central and regional agencies and whether there are differences in the innovation capacity between them. This research uses a quantitative approach. The population in this study are all public officials from central and regional government agencies who completed the Leadership Training in Puslatbang PKASN LAN. The sample is public officials who completed that training in 2019. The data is secondary data processed by the SPSS program version 23. The analysis technique is the Mann -Whitney test. The results showed that the innovation capacity of public officials in central and regional agencies are satisfying and did not differ significantly. Public officials in central agencies have the same innovation capacity as public officials in regional agencies. It means that innovations built by them will have the same quality. By continuing to implement transformative leadership supported by organizational structure and culture could preserve sustainability and increase the innovation capacity.
“…Good policies, contributions from public officials to facilitate, and support innovation, cooperation from related stakeholders, Human Resources, collaboration, and community/civil society participation which encourages the dynamism of the political process to be more conducive are some of the things that support public sector's innovation success. This can be seen from the policy, innovation governance and individual factors [16].…”
Section: A Innovationmentioning
confidence: 99%
“…The use of technology often provides a simplified method in the integration system, applies and distributes knowledge related to changes in the organizational environment. The government also promotes the use of technology in various fields of government services to enhance the efficacy of its activities through various related policies [16].…”
Section: A Innovationmentioning
confidence: 99%
“…Leaders' strategies that are effective in achieving goals will institutionalize change/innovation by developing conditions in which their organizations will be sustainable and accustomed to responding and anticipating changes [21]. Leadership integration works together to increase innovation when leaders promote and seek to transform values to continue learning and transfer their knowledge, both tacit knowledge and explicit knowledge [16]. Leadership is a catalyst for inspiration, mentoring, setting examples, building a mutual trust and respect environment, shaping a creative culture, creating visions, listening, learning, teaching, and knowledge sharing [22].…”
Section: B Leadership and Innovation Capacitymentioning
confidence: 99%
“…Development and training of transformational behavior will enhance the ability to manage and increase innovation. Creativity and innovation will emerge by increasing and exploring the capacity for knowledge and abilities through education and training, formal and informal education [16].…”
Section: B Leadership and Innovation Capacitymentioning
As one of the initiators of the public sector's innovation, public officials, both in central and regional government agencies, must have a strong innovation capacity to deliver innovations that are beneficial to society. The purpose of this study is to further explore on how is public officials' innovation capacity in central and regional agencies and whether there are differences in the innovation capacity between them. This research uses a quantitative approach. The population in this study are all public officials from central and regional government agencies who completed the Leadership Training in Puslatbang PKASN LAN. The sample is public officials who completed that training in 2019. The data is secondary data processed by the SPSS program version 23. The analysis technique is the Mann -Whitney test. The results showed that the innovation capacity of public officials in central and regional agencies are satisfying and did not differ significantly. Public officials in central agencies have the same innovation capacity as public officials in regional agencies. It means that innovations built by them will have the same quality. By continuing to implement transformative leadership supported by organizational structure and culture could preserve sustainability and increase the innovation capacity.
“…The development of human resources (apparatus) is directed to realize professional, neutral and prosperous human resources (Andhika, 2018). This indicates the increasing importance of efforts to develop the capacity of the apparatus as a service provider.…”
The purpose of this study is to describe and analyze the factors inhibiting and supporting human resource development at the Kerta Buana Village Office, Tenggarong Seberang District, Kutai Kartanegara Regency. The research method used in this study is a qualitative descriptive research approach. In this study, researchers used information as a source to obtain data. Primary data is data obtained from information while secondary data is data obtained from documents at the research location. In this study, researchers used interactive model data analysis from Milles and Huberman. Based on the results of research in the field that the Development of Human Resources in Public Implementation at the Kerta Buana Village Office, Tenggarong Seberang District, Kutai Kartanegara Regency, shows that the motivation given to village officials/staff by the village head is to encourage the improvement of education from senior high schools to a higher level, namely universities and training held by the District Government through the District Government followed by the Village Government with sending its staff to always attend training by providing opportunities to attend training in order to develop and improve knowledge in public services through training on archive governance, making rural regulations and developing technology in the field of e-administrative applications while supporting and inhibiting factors for human resource development at the Kerta Buana Village Office, Tenggarong Seberang District, are the facilities owned by the Village Office such as service counters, facilities and infrastructure.
Dasar hukum tatakelola pemerintahan daerah di Indonesia telah mengalami 9 kali perubahan. Yang pertama kalinya adalah Undang-undang Nomor 1 Tahun 1945 Tentang Peraturan Mengenai Kedudukan Komite Nasional Daerah (KND). Sesuai dengan pilihan politik hukum, undang-undang tersebut diubah beberapa kali, dan terakhir – yang berlaku saat ini – adalah Undang-undang Nomor 23 Tahun 2014 tentang Pemerintahan Daerah. Perubahan-perubahan tersebut antara lain bertujuan untuk meningkatkan sistem tatakelola pemerintahan di daerah. Namun dalam pelaksanaan desentralisasi, dekonsentrasi, tugas pembantuan (medebewind), dan otonomi daerah masih banyak menemukan kendala mendasar, antara lain kemandirian daerah; seperti kemandirian anggaran yang masih tergantung pada pemerintah pusat (sentralisasi). Fenomena ini mirip dengan sitem sentralisasi di era Orde Baru. Penelitian ini bertujuan untuk menganalisis fenomena tersebut. Metode kualitatif digunakan dalam enelitian ini dengan pendekatan studi literatur. Hasil penelitian menunjukkan (1) Pengaturan tatakelola daerah telah mengalami 9 kali perubahan sejak Indonesia merdeka (1945), terakhir Undang-undang Nomor 23 Tahun 2014 tentang Pemerintahan Daerah. (2) Beberapa asas sudah digunakan sejak tahun 1945; terutama asas otonom (otonomi), namun pengertiannya lebih luas daripada otonomi di era penjajahan Belanda, yakni kemerdekaan untuk mengatur (vrijheid van regeting) sebagaimana lazimnya negara merdeka. (3) Kedudukan eksekutif dan legislatif mengalami penyempurnaan menuju sistem triaspolitika dan checks and balances. Sebelumnya (1948), mekanisme sistem pengawasan – misalnya – eksekutif (Kepala Daerah) mengawasi DPRD dan DPD (legislatif). (4) Pelaksanaan desentralisasi, dekonsentrasi, tugas pembantuan, dan Otda selama lebih dari 25 tahun sejak reformasi (1998) masih belum memandirikan daerah sebagai hakikat dari Otda. Kebaruan penelitian dapat berimplikasi pada perbaikan kemandirian daerah menuju otonomi seluas-luasnya, otonomi nyata, dan otonomi yang bertanggungjawab.
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