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This Author published in this journals
All Journal Jurnal Public Policy Mimbar Administrasi Journal of Political and Governance Studies
Alexander H. Badjuka
Universitas Negeri Gorontalo
Environmental Science Social Sciences Other

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Dari Rasionalitas Weberian ke Birokrasi Adaptif: Evolusi Paradigma Administrasi Modern Sri Yulianty Mozin; Alexander H. Badjuka; Yasifah Tri Andini; Riskawati Fitra; Sri Rahayu Nadia
MIMBAR ADMINISTRASI FISIP UNTAG Semarang Vol. 22 No. 2 (2025): Oktober : Jurnal MIMBAR ADMINISTRASI
Publisher : Universitas 17 Agustus 1945

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.56444/mia.v22i2.3261

Abstract

This article traces the evolution of modern public administration from Weberian rational bureaucracy to contemporary ideas of adaptive bureaucracy. We synthesize four classic books and eleven peer‑reviewed journal articles to map paradigm shifts from traditional bureaucracy to New Public Management (NPM), New Public Governance (NPG), digital‑era governance, complexity leadership, collaborative governance, and organizational resilience. Using an integrative literature review, we (1) compare core design logics (structure, coordination, decision rights, and accountability) across paradigms; (2) distill a five‑pillar conceptual model of adaptive bureaucracy—ambidextrous structure, agile learning processes, networked/collaborative governance, data‑driven/digital capabilities, and resilience/risk governance; and (3) advance actionable propositions for reform. We argue that adaptive bureaucracy reconciles rule‑bound reliability with continuous adaptation by coupling Weberian legality and due process with exploration, co‑creation, and digital enablement. The model clarifies how public organizations can meet volatility and complexity without sacrificing legitimacy. Implications include redesigning roles and incentives for exploration–exploitation balance, codifying agile yet auditable routines, scaling collaborative platforms, and investing in socio‑technical data infrastructure and resilience exercises. The article contributes a structured bridge between classic administrative rationality and contemporary adaptive governance suitable for volatile, uncertain, complex, and ambiguous (VUCA) contexts.
Implementation of Public Information Disclosure Policy at LPP RRI Gorontalo Abdul Gaffar; Yanti Aneta; Alexander H. Badjuka
Journal of Political and Governance Studies Vol. 2 No. 2 (2026): April 2026
Publisher : Catalist Indo Publisher

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.64670/jpgs.v2i2.102

Abstract

Background Public information disclosure is an essential prerequisite for promoting transparent and accountable governance, as mandated by Law Number 14 of 2008 on Public Information Disclosure in Indonesia. In this context, LPP RRI Gorontalo, as a regional public broadcasting institution, has an obligation to provide public information services through the Information and Documentation Management Officer (PPID). However, in practice, the implementation of public information disclosure policy within the institution has not yet been fully optimal. This study aims to examine the implementation of public information disclosure policy at LPP RRI Gorontalo using Edward III’s policy implementation theory. Methods The research employed a qualitative approach with a single case study design. Data were collected through semi-structured in-depth interviews, non-participant observation, and document analysis. Informants were selected purposively and consisted of 11 internal informants and 5 external informants. Results The findings show that the implementation of public information disclosure policy at LPP RRI Gorontalo has been carried out but has not yet operated optimally. In the communication dimension, policy directives and standard operating procedures are available, but technical understanding among implementers remains uneven. In the resources dimension, basic facilities are available, although human resource capacity and archive digitalization still require strengthening. In the disposition dimension, implementers have demonstrated basic commitment, although service orientation remains largely administrative. Meanwhile, in the bureaucratic structure dimension, formal role distribution has been established, but inter-unit coordination and the clarity of service procedures for the public still require improvement. Conclusion This study concludes that successful implementation of public information disclosure depends not only on the existence of regulations and formal institutional structures, but also on the organization’s capacity to translate policy into information services that are accessible, orderly, responsive, and sustainable.
Performance Management in Higher Education: Institutional, Operational, and Value Dimensions at Gorontalo State University Alexander H. Badjuka; Asna Aneta; Zuchri Abdussamad; Yanti Aneta
Journal Public Policy Vol 12, No 2 (2026): April
Publisher : Universitas Teuku Umar

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.35308/jpp.v12i2.11400

Abstract

This study examines performance management in higher education by developing an integrative framework that bridges institutional governance, operational systems, and value orientation within the implementation of Indonesia’s Government Agency Performance Accountability System (SAKIP). Focusing on Gorontalo State University, the research addresses a critical gap in performance management studies that often treat institutional, operational, and value dimensions separately without integrating local governance context and organizational culture.  Using a qualitative case study approach, this research employs document analysis, institutional performance reports, regulatory reviews, and in-depth analytical triangulation. The analysis is guided by three analytical dimensions: institutional (commitment, legitimacy, digital leadership), operational (planning, measurement, reporting, and evaluation), and value orientation (effectiveness, efficiency, accountability). The findings reveal that performance improvement at Gorontalo State University was driven by strengthened leadership commitment, digital governance initiatives, and alignment of strategic planning with Key Performance Indicators (IKU). However, institutional legitimacy through internal regulations and integrated performance information systems remains incomplete. At the value level, organizational agility and accountability culture require further consolidation to ensure sustainable governance transformation. The study introduces the "Lekko" model as a novel performance management framework, enhancing performance through legality, electronic governance, concern, and collaboration. The research contributes theoretically by expanding performance management literature in higher education governance and practically by offering a replicable adaptive framework for public universities in developing countries undergoing bureaucratic reform and digital transformation.
Co-Authors Asna Aneta Gaffar, Gaffar Riskawati Fitra Sri Rahayu Nadia Sri Yulianty Mozin Yanti Aneta Yasifah Tri Andini Zuchri Abdussamad