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Measuring The Gig Economy in Indonesia: Typology, Characteristics, and Distribution Permana, Muhammad Yorga; Izzati, Nabiyla Risfa; Askar, Media Wahyudi
Jurnal Manajemen Teknologi Vol 21, No 3 (2022)
Publisher : SBM ITB

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.12695/jmt.2022.21.3.7

Abstract. Work in the gig economy is defined as short-term and task-based jobs mediated by digital platforms. In Indonesia, the emergence of an online motorcycle taxi driver platform in 2015 marked the discourse about the gig economy as the future alternative of jobs on the one hand, and as a new form of exploitation of labor on the other hand. This study is the first to define the typology of the gig economy and identify the platforms of the gig economy service providers in Indonesia. Furthermore, this study estimates the number of gig economy workers by using micro data from the National Labor Force Survey (Sakernas) released by the Central Statistics Agency. It was found that 0.3 to 1.7% of Indonesian workers participated in the gig economy as their primary job. This study also compares the characteristics of gig workers in the transportation sector and in the other service sectors with the overall demographics of the workforce. It was found that gig workers shared more characteristics with the formal workers than with the informal workers. Finally, this study maps the distribution of gig workers throughout Indonesia at the city/district level. It can be concluded that the gig economy is an urban phenomenon. Most gig workers in the transportation sector are concentrated in the provincial capital and in Metropolitan Jakarta. Meanwhile, gig workers in other service sectors are distributed more in tier 2 cities in Java.Keywords: Gig economy, gig worker, digital worker, labor economics, jobs Abstrak. Pekerjaan di dalam ekonomi gig didefinisikan sebagai pekerjaan berbasis tugas jangka pendek yang dimediasi oleh platform digital. Di Indonesia, kehadiran platform pengemudi ojek online di tahun 2015 menandai ramainya wacana mengenai ekonomi gig sebagai kesempatan pekerjaan di masa depan di satu sisi dan juga sebagai bentuk baru eksploitasi pekerja di sisi lain. Studi ini merupakan yang pertama mendefinisikan tipologi ekonomi gig dan memetakan platform penyedia layanan ekonomi gig di Indonesia. Lebih lanjut studi ini juga mengestimasi ukuran pekerja ekonomi gig menggunakan data mikro survei angkatan kerja nasional (Sakernas) yang dirilis oleh Badan Pusat Statistik. Didapatkan bahwa terdapat 0,3 hingga 1,7% dari angkatan kerja Indonesia yang menjadikan ekonomi gig sebagai pekerjaan utamanya. Kemudian, studi ini membandingkan karakteristik pekerja gig di sektor transportasi dan di sektor jasa lainnya dengan demografi pekerja keseluruhan. Didapatkan bahwa pekerja gig memiliki karakteristik lebih mirip dengan pekerja formal daripada pekerja informal. Terakhir, studi ini memetakan sebaran pekerja gig di seluruh Indonesia hingga ke tingkat Kota/Kabupaten. Dapat disimpulkan bahwa ekonomi gig merupakan fenomena urban. Pekerja gig di sektor transportasi banyak terkonsentrasi di Ibukota provinsi dan di Metropolitan Jakarta. Sementara pekerja gig di sektor jasa lainnya lebih terdistribusi ke kota-kota tier 2 di Pulau Jawa.Kata kunci: Ekonomi gig, pekerja gig, pekerja digital, ekonomi tenaga kerja, pekerjaan

Measuring The Gig Economy in Indonesia: Typology, Characteristics, and Distribution Permana, Muhammad Yorga; Izzati, Nabiyla Risfa; Askar, Media Wahyudi
Jurnal Manajemen Teknologi Vol. 21 No. 3 (2022)
Publisher : Unit Research and Knowledge, School of Business and Management, Institut Teknologi Bandung

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.12695/jmt.2022.21.3.7

Abstract. Work in the gig economy is defined as short-term and task-based jobs mediated by digital platforms. In Indonesia, the emergence of an online motorcycle taxi driver platform in 2015 marked the discourse about the gig economy as the future alternative of jobs on the one hand, and as a new form of exploitation of labor on the other hand. This study is the first to define the typology of the gig economy and identify the platforms of the gig economy service providers in Indonesia. Furthermore, this study estimates the number of gig economy workers by using micro data from the National Labor Force Survey (Sakernas) released by the Central Statistics Agency. It was found that 0.3 to 1.7% of Indonesian workers participated in the gig economy as their primary job. This study also compares the characteristics of gig workers in the transportation sector and in the other service sectors with the overall demographics of the workforce. It was found that gig workers shared more characteristics with the formal workers than with the informal workers. Finally, this study maps the distribution of gig workers throughout Indonesia at the city/district level. It can be concluded that the gig economy is an urban phenomenon. Most gig workers in the transportation sector are concentrated in the provincial capital and in Metropolitan Jakarta. Meanwhile, gig workers in other service sectors are distributed more in tier 2 cities in Java.Keywords: Gig economy, gig worker, digital worker, labor economics, jobs Abstrak. Pekerjaan di dalam ekonomi gig didefinisikan sebagai pekerjaan berbasis tugas jangka pendek yang dimediasi oleh platform digital. Di Indonesia, kehadiran platform pengemudi ojek online di tahun 2015 menandai ramainya wacana mengenai ekonomi gig sebagai kesempatan pekerjaan di masa depan di satu sisi dan juga sebagai bentuk baru eksploitasi pekerja di sisi lain. Studi ini merupakan yang pertama mendefinisikan tipologi ekonomi gig dan memetakan platform penyedia layanan ekonomi gig di Indonesia. Lebih lanjut studi ini juga mengestimasi ukuran pekerja ekonomi gig menggunakan data mikro survei angkatan kerja nasional (Sakernas) yang dirilis oleh Badan Pusat Statistik. Didapatkan bahwa terdapat 0,3 hingga 1,7% dari angkatan kerja Indonesia yang menjadikan ekonomi gig sebagai pekerjaan utamanya. Kemudian, studi ini membandingkan karakteristik pekerja gig di sektor transportasi dan di sektor jasa lainnya dengan demografi pekerja keseluruhan. Didapatkan bahwa pekerja gig memiliki karakteristik lebih mirip dengan pekerja formal daripada pekerja informal. Terakhir, studi ini memetakan sebaran pekerja gig di seluruh Indonesia hingga ke tingkat Kota/Kabupaten. Dapat disimpulkan bahwa ekonomi gig merupakan fenomena urban. Pekerja gig di sektor transportasi banyak terkonsentrasi di Ibukota provinsi dan di Metropolitan Jakarta. Sementara pekerja gig di sektor jasa lainnya lebih terdistribusi ke kota-kota tier 2 di Pulau Jawa.Kata kunci: Ekonomi gig, pekerja gig, pekerja digital, ekonomi tenaga kerja, pekerjaan

Talent management in higher education: how institutional logic shapes faculty recruitment, development, performance, and identity Balqis Putri Hidayatullah; Muhammad Yorga Permana
Edumaspul: Jurnal Pendidikan Vol 9 No 2 (2025): Edumaspul: Jurnal Pendidikan
Publisher : Universitas Muhammadiyah Enrekang

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.33487/edumaspul.v9i2.9196

This study examines the underlying mechanisms that shape faculty talent management within contrasting higher-education environments in Indonesia. Through a multi–case analysis of a private and a public university, the research identifies five key structural drivers, system formalization, development infrastructure, performance philosophy, career mobility pathways, and identity alignment, that influence faculty motivation, engagement, and retention. The findings reveal that private institutions benefit from highly formalized and resource-rich systems that enhance clarity, capability-building, and accountability, yet may create heightened workload pressure. Conversely, public institutions offer greater autonomy but face challenges related to ambiguity, limited developmental support, fragmented performance evaluation, and constrained career progression. Drawing on these insights, the study proposes an integrated, theory-driven model consisting of four strategic pillars: the Faculty Role Clarity Framework, the Faculty Development Architecture, the Balanced Performance and Recognition Model, and the Faculty Career Mobility & Identity Alignment Framework. Accompanied by empirically justified implementation plans, this model offers a practical roadmap for strengthening faculty experiences across diverse institutional contexts. The study concludes that aligning structural systems with faculty psychological needs and professional identities is essential for fostering sustainable academic excellence and institutional competitiveness in Indonesian higher education.

LMS ADOPTION IN A CORPORATE UNIVERSITY: INSIGHTS FROM SUS EVALUATION AND AN UTAUT-INFORMED QUALITATIVE ANALYSIS Sartika, Venny; Permana, Muhammad Yorga
Journal of Economic, Bussines and Accounting (COSTING) Vol. 8 No. 6 (2025): COSTING : Journal of Economic, Bussines and Accounting
Publisher : Institut Penelitian Matematika, Komputer, Keperawatan, Pendidikan dan Ekonomi (IPM2KPE)

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.31539/1y24bq33

This study aims to quantitatively examine the structural relationships among destination image quality of tourist experience tourist trust and revisit intention at Widuri Beach Pemalang using a statistical approach based on SPSS. The research employed a quantitative design with data collected through a questionnaire survey administered to 150 tourists who had visited Widuri Beach Pemalang. The sampling technique used was accidental sampling. Data analysis included validity reliability correlation and multiple regression tests. The findings indicate that destination image quality of tourist experience and tourist trust have significant effects both partially and simultaneously on tourists revisit intention to Widuri Beach Pemalang. Practically this study highlights the importance of strengthening destination image building tourist trust and enhancing the quality of tourist experiences to support the sustainability and competitiveness of Widuri Beach at national and international levels.

Establishing Change Management for Organisational Effectiveness in Architecture Studio Siahaan, Gita Advenia; Permana, Muhammad Yorga
Journal Research of Social Science, Economics, and Management Vol. 5 No. 7 (2026): Journal Research of Social Science, Economics, and Management
Publisher : Publikasi Indonesia

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.59141/jrssem.v5i7.1332

Architectural studios face ongoing challenges in balancing creativity with business-oriented formalization. This research examines Studio A, an Indonesian architectural studio established in 2010, which has experienced organizational challenges during its growth phase. In recent years, Studio A initiated several organizational changes, including restructuring toward a semi-corporate system and establishing new business units. However, these initiatives have been ineffective, resulting in delayed organizational reform and limited improvements in organizational effectiveness. This study addresses three research questions concerning the gap between current and desired organizational effectiveness, the alignment of Studio A's change process with established frameworks, and strategic actions required to improve organizational reform. Primary data were collected through in-depth interviews and focus group discussions with current and former staff and the principal architect, complemented by benchmarking interviews with comparable studios. Secondary data were obtained from internal documents and relevant literature. The McKinsey 7S framework was used to assess gaps between current and ideal organizational states, while Kotter's 8-step change management framework evaluated the change process. Findings reveal significant gaps across the 7S dimensions, particularly in strategy communication, decision-making autonomy, leadership development, and talent management. The change process analysis indicates weak foundations in the early stages of change management, including an unclear vision and insufficient empowerment. This research recommends strategic actions focused on defining a clear vision, structuring decision-making autonomy, implementing leadership development programs, establishing phased hiring plans, developing structured talent management, and aligning compensation with staff expectations to enhance organizational effectiveness in creative-sector enterprises.

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