Wahyuni Wahyuni
Badan Riset dan Inovasi Daerah Kabupaten Kutai Kartanegara

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ASN Perceptions and Organizational Framework Model of the Regional Research and Innovation Agency (BRIDA): A Study on Structuring and Formation Processes in Indonesia Wahyuni Wahyuni; Guntur Fernanto; Yusniah Anggraini; Ray Septianis Kartika
Glosains: Jurnal Sains Global Indonesia Vol. 7 No. 3 (2026): Glosains: Jurnal Sains Global Indonesia
Publisher : Sekolah Tinggi Agama Islam Kuningan

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.59784/glosains.v7i3.770

Abstract

Background: Despite the mandate of Presidential Regulation No. 78 of 2021, BRIDA establishment remains uneven across regions due to functional crises and limited innovation-support capacity, resulting in gradual implementation at provincial and local government levels. Objective: This study aims to assess civil servants’ (Aparatur Sipil Negara/ASN) perceptions of the urgency of BRIDAwithin research organizations and to develop a structured organizational framework for its formation. Methods: An exploratory sequential mixed-methods approach was used by distributing questionnaires through Google Forms to 67 ASN from various local governments. The findings show that 54 respondents (81%) acknowledged the urgency of BRIDA, 50 respondents (75%) supported its role in the innovation ecosystem, and 13 respondents (20%) had submitted proposals for BRIDA formation. Results: The formation process remains suboptimal due to incomplete regional participation, limited availability of academic manuscripts, and insufficient support from provincial governments. The recommendations include establishing data collection mechanisms for regions that have not yet implemented BRIDA, mapping functional needs, planning innovation programs, improving communication between central and regional governments, establishing discussion forums and laboratories, and conducting public outreach regarding BRIDA’s duties and functions. Conclusion: The majority of ASN support the establishment of BRIDA to strengthen the regional innovation ecosystem. Nevertheless, several barriers persist, including functional resource crises, insufficient academic manuscripts, and inadequate provincial guidance. The proposed organizational framework incorporates stages ranging from research and development restructuring, proposal preparation, innovation trials, and practical application to monitoring and evaluation mechanisms that ensure effective innovation implementation.
Digitalization and Work Environment on Employee Performance: The Mediating Role of Motivation at PT Bank KB Bukopin Tbk Samarinda Branch Fenty Fauziah; Eka Riyanti Yusuf; Wahyuni Wahyuni; Joko Sabtohadi; Ray Septianis Kartika
Inkubis : Jurnal Ekonomi dan Bisnis Vol. 8 No. 2 (2026): INKUBIS Jurnal Ekonomi Dan Bisnis
Publisher : Politeknik Siber Cerdika Internasional

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.59261/inkubis.v8i2.320

Abstract

Background: Digital transformation has changed banking operations and employee roles. PT Bank KB Bukopin Tbk introduced the SHINE Project in 2023 as a digital transformation initiative through training and organizational restructuring to improve employee capabilities and performance. Objective: This study examines the influence of digital training and work environment on employee performance, with motivation as a mediating variable at PT Bank KB Bukopin Tbk Samarinda Branch. Methods: This explanatory quantitative study involved all 40 employees using a census sampling technique. Data were collected through questionnaires and analyzed using Partial Least Squares Structural Equation Modeling (PLS-SEM). Results: Digitalization (β = 0.279, p = 0.018) and work environment (β = 0.750, p = 0.000) significantly influence motivation, while motivation significantly affects employee performance (β = 0.703, p = 0.010). Digitalization and work environment do not directly affect performance. Motivation fully mediates the relationship between work environment and performance (β = 0.527, p = 0.018), but does not significantly mediate the relationship between digitalization and performance (β = 0.196, p = 0.072). Conclusion: Employee performance during digital transformation is primarily enhanced through increased motivation supported by digital training and a positive work environment.