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Reform Through A Good Governance Approach: A Policy Study In Indonesia Nugroho, Anton
Jurnal Mamangan Vol 14, No 2 (2025): Special Issue
Publisher : LPPM Universitas PGRI Sumatera Barat

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.22202/mamangan.v14i2.10039

Abstract

This study examines the reform of Indonesia’s national defense management through a good governance framework, positioning institutional governance as a critical determinant of defense effectiveness. The growing complexity of multidimensional security threats requires defense systems that are not only operationally capable but also institutionally transparent, accountable, and cross-sectorally coordinated. Despite ongoing public sector reforms, the integration of good governance principles into defense management reveals a persistent gap between normative design and implementation practice.Using a qualitative descriptive-analytical approach, this study relies on document analysis of defense policies, regulations, and governance literature. Content analysis and policy analysis are employed to assess the alignment between the principles of transparency, accountability, participation, rule of law, and policy effectiveness and the institutional practices of defense management.The findings indicate that reforms have strengthened civilian–military functional separation, strategic planning mechanisms, and formal accountability systems. However, defense governance continues to face structural constraints, including fragmented authority, weak intersectoral coordination, and limited integration between planning and implementation. At the cultural level, hierarchical organizational norms slow the adoption of participatory and transparent governance practices. The study demonstrates that the relationship between good governance and defense effectiveness is indirect and mediated by the quality of institutional management reform. Its primary contribution lies in advancing a conceptual linkage between public governance and defense sector performance while offering policy recommendations centered on institutional integration and results-based accountability.
Digital Fatigue and Performance Challenges in Smart Hospitals: A Workforce Resilience Perspective Nugroho, Anton; Sarjito, Aris; Setiawati, Deni; Lusianah, Lusianah; Wenni Mustika
Poltekita: Jurnal Ilmu Kesehatan Vol. 20 No. 1 (2026)
Publisher : Poltekkes Kemenkes Palu

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.33860/jik.v20i1.4375

Abstract

Background: Digital transformation in hospital systems has accelerated globally, embedding electronic health records, clinical decision-support systems, interoperability platforms, and performance dashboards into governance architectures. Leading institutions, including the World Health Organization and the Organisation for Economic Co-operation and Development, position digital health as central to system resilience and efficiency. However, growing scholarship highlights unintended consequences, including documentation burden, alert overload, and clinician cognitive strain. This study develops a governance-oriented interpretive model linking digital work intensification, digital fatigue, performance paradox dynamics, and multilevel human resource (HR) resilience in smart hospitals. Methods: A qualitative secondary analysis was conducted on 28 documents (2020–2026), comprising peer-reviewed articles, international policy reports, and institutional governance frameworks. Reflexive thematic analysis, informed by socio-technical systems theory, performance paradox theory, and workforce resilience theory, was applied to examine documents as institutional artifacts shaping accountability regimes, workload structures, and adaptive capacities. Results: Four governance-mediated dynamics were identified. First, digital work intensification emerged through expanded documentation mandates, dense alert systems, and interoperability-driven coordination complexity. Second, digital fatigue was framed as an institutional risk marked by cumulative cognitive load and relational strain. Third, a performance paradox was evident, with efficiency gains coexisting alongside workforce strain. Fourth, HR resilience, through individual coping, team buffering, and participatory IT governance, functioned as an adaptive moderator but did not eliminate structural workload misalignment. Conclusion: Workforce sustainability in digitally intensive hospitals depends less on technological sophistication than on governance alignment among accountability systems, digital infrastructure, and human capacity.