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ANALISIS SISTEMATIS TERHADAP MODEL ADMINISTRASI PEMBANGUNAN DI INDIA DAN INDONESIA Pramesti Dwipayana; Aminullah
As-Sulthan Journal of Education Vol. 3 No. 1 (2026): Januari
Publisher : As-Sulthan Journal of Education

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Abstract

Development administration plays a crucial role in determining the success of national development, particularly in addressing the challenges of inequality, the effectiveness of public services, and governance. India and Indonesia, as developing countries with large populations, have distinct government systems and therefore implement different development administration models. This study aims to systematically analyze and compare the development administration models implemented in India and Indonesia. This study uses a qualitative approach with a comparative descriptive method. Data were obtained through a literature review sourced from scientific journals, policy documents, and official government publications. The analysis was conducted by describing each country's development administration model and then comparing their institutional structures, division of authority, and development implementation mechanisms. The results show that India tends to implement a centrally coordinated development administration model within a federal framework, with flexibility in implementation at the state level. Meanwhile, Indonesia has developed a decentralized development administration model with broad authority for local governments. These differences affect the effectiveness of coordination, institutional capacity, and the equitable distribution of development outcomes. This study concludes that no single development administration model is entirely ideal, as its success is strongly influenced by the institutional context and government capacity. These findings are expected to provide conceptual contributions to the development of development administration studies and serve as a basis for consideration in formulating development policies in developing countries.
Implementation of Government Regulation Number 28 of 2025 Concerning the Implementation of Risk-Based Business Licensing in Tejowangi Village, Purwosari District, Pasuruan Regency Pramesti Dwipayana; Khumaidi
Jurnal Dialektika: Jurnal Ilmu Sosial Vol. 24 No. 2 (2026): Jurnal Dialektika: Jurnal Ilmu sosial
Publisher : Pengurus Pusat Perkumpulan Ilmuwan Administrasi Negara Indonesia (PIANI)

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.63309/dialektika.v24i2.1184

Abstract

This study examines how Government Regulation Number 28 of 2025 concerning Risk-Based Business Licensing has been implemented in Tejowangi Village, Purwosari District, Pasuruan Regency, and identifies the factors that support and hinder its implementation. The research background is grounded in the growing importance of legal identity for micro, small, and medium enterprises (MSMEs) and the fact that, although the village already has a functioning Online Single Submission (OSS) service for issuing the Business Identification Number (NIB), a considerable share of local MSME actors had not yet obtained one. A descriptive qualitative approach was used, with data collected through in-depth interviews, field observation, and documentation involving a village government official responsible for licensing services, an NIB facilitator, and an MSME actor as informants. The three implementation stages of Miles, Huberman, and SaldaƱa data condensation, data display, and conclusion drawing and verification were used to analyze the data, while the process itself was examined through George C. Edward III's four indicators: communication, resources, disposition, and bureaucratic structure. The results show that the policy has been implemented, but not yet fully optimally. Information about the NIB and OSS has reached MSME actors through socialization and direct consultation, yet the clarity of that information remains uneven, particularly for actors with limited digital literacy. Human resources are adequate in terms of competence but constrained by unstable internet connections and limited devices. Facilitators display a consistently positive and committed disposition that compensates for weaknesses elsewhere, while the bureaucratic structure still depends on informal working habits rather than a written standard operating procedure. This study recommends more scheduled and proactive socialization, the drafting of a written SOP for NIB facilitation, and stronger digital facilitation for MSME actors. Keywords: Policy Implementation, Government Regulation Number 28 of 2025, Business Identification Number, Online Single Submission, MSMEs