<![CDATA[This study examines the role and organizational structure in supporting the implementation of Good Corporate Governance (GCG) amid accelerating globalization and technology that create intense business competition. Employing a library research method with descriptive qualitative analysis, the research synthesizes secondary data from ASEAN Corporate Governance Scorecard (ACGS) 2024-2025, OJK SNLIK reports, UGM studies, and BEI company cases such as BRI, Bank Mandiri, and Garuda Indonesia for the 2021-2025 period. Key findings reveal that the two-tier organizational structure (RUPS quorum 80%, independent Board of Commissioners 55%, risk-audit committees based on COSO) serves as a crucial mediator enhancing GCG effectiveness per OECD principles and POJK 21/2015, with strong correlation to ROE (r=0.62r=0.62, p<0.01) and 20-30% market cap increase in state-owned banks. However, persistent barriers including low executive GCG literacy (<50%), conflicts of interest in family firms (70-80% BEI), and weak internal controls (fraud triangle in Garuda case with 40% share price drop) underscore the need for a hybrid local GCG model based on gotong royong and ISO 37001. This research contributes to integrative agency-stewardship-institutional theory, recommending stronger OJK enforcement, 60%+ board independence, and primary SEM-PLS validation in North Sumatra for emerging markets GCG models.]]>
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