Ray Septianis Kartika
Badan Riset dan Inovasi Nasional

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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.
The Effects of Leadership and Organizational Structure Change on Employee Performance: Evidence from BRIDA Kutai Kartanegara Wandaniati Wandaniati; Wahyuni Wahyuni; Joko Sabtohadi; 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.v7i3.780

Abstract

Background: Notwithstanding the substantial volume of scholarly work addressing leadership and organizational change separately, empirical studies examining their concurrent influence on employee performance in Indonesian regional public agencies remain remarkably scarce, underscoring a critical knowledge gap that motivates the present inquiry. Objective: This study investigates how leadership and organizational structure change affect employee performance at BRIDA Kutai Kartanegara Regency, determines which variable exerts the stronger influence, and measures the extent of their collective explanatory power. Methods: The study adopted a quantitative explanatory design, gathering primary data through structured questionnaires administered to 75 BRIDA employees selected through simple random sampling. Data were analyzed using multiple linear regression, t tests, F tests, and the coefficient of determination (R²) through IBM SPSS Statistics version 24. Results: Organizational structure change demonstrated a significant and positive relationship with employee performance (β = 0.370, p < 0.001), whereas leadership did not produce a statistically significant partial effect (p = 0.675). When assessed jointly, both variables significantly predicted performance (F = 30.516, p < 0.001), accounting for 45.9% of the variance (R² = 0.459), with organizational structure change identified as the principal predictor. Conclusion: This study contributes to the public sector human resource management literature by confirming organizational structure change as a more proximate driver of performance than leadership in regional government agencies undergoing bureaucratic reform, with implications for BRIDA’s institutional policy.