cover
Article Per Year (5 Year)
All
Home Page
OAI Link
Editorial Team
Contact
Reviewer
Google Scholar
Contact Name
Iwan Soemantri
Contact Email
jurnal.swatantra@umj.ac.id
Phone
+6281314017779
Journal Mail Official
jurnal.swatantra@umj.ac.id
Editorial Address
Fakultas Ilmu Sosial dan Ilmu Poltiik Universitas Muhammadiyah Jakarta Jl. KH Ahmad Dahlan, Cirendeu, Ciputat Tangerang Selatan
Location
Kota adm. jakarta selatan,
Dki jakarta
INDONESIA
SWATANTRA
Published by Universitas Muhammadiyah Jakarta
ISSN : -     EISSN : 25980394     DOI : -
Core Subject : Social,
Social Sciences
SWATANTRA: is a peer-reviewed journal published by undergraduate as well as magister program of Administration Studies Department of Faculty of Social and Political Sciences, Universitas Muhammadiyah Jakarta. This national journal aims to disseminate Administration science research in various fields, issues of regional autonomy, public policy, and community development. Biannually publishes the journal in January and July. We clarify ethical behavior for all parties involved, including authors, editor-in-chief, editorial board, reviewers, and publisher. Free access is provided for the online version to support knowledge exchange globally, especially in administration studies major.
Arjuna Subject : Ilmu Sosial - Administrasi Publik
Articles 62 Documents
 3   4   5   6   7 
Integrating Political Strategy and Marketing: Abraham Sridjaja's 2024 Electoral Victory in DKI Jakarta II Zairul Karim; Asep Setiawan
SWATANTRA Vol. 24 No. 2 (2026)
Publisher : Universitas Muhammadiyah Jakarta

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.24853/swatantra.24.2.105-120

Abstract

Indonesia's open-list proportional system encourages legislative candidates to cultivate personal support while retaining access to party organisations. This study examines how Abraham Sridjaja coordinated these competing demands in the DKI Jakarta II electoral district during the 2024 legislative election. With a heterogeneous urban population and overseas electorate, the constituency reveals interactions between candidate-centred campaigning and party organisation. Employing a qualitative case-study design, the research draws on in-depth interviews with the candidate and campaign, party, volunteer, community, and academic actors, supplemented by electoral records, campaign documents, media archives, regulations, and literature. Data were condensed, compared, and interpreted through Schröder's distinction between offensive and defensive political strategies and Firmanzah's political-marketing mix. The findings indicate that candidate differentiation, hybrid digital and face-to-face communication, and volunteer expansion broadened reach. Party consolidation, coordination across levels, and sustained relationships with community intermediaries helped preserve support and reinforce credibility. Product, promotion, price, and place translated strategic objectives into a coherent political offer, communication system, trust-building process, and distribution network. These elements formed a feedback system in which public engagement generated communication material, organisational networks extended and interpreted messages, and repeated contact strengthened the candidate's credibility. The study argues that electoral performance in a metropolitan constituency may depend on coordinating candidate credibility, hybrid communication, and organisational capacity rather than privileging one resource. It contributes a process-oriented explanation of how offensive expansion and defensive consolidation can be integrated through political marketing. However, its single-case and retrospective design explains perceived campaign mechanisms rather than establishing causal effects or broad generalisability.
Extending the Ansell Gash Model with Collaborative Capacity, Institutional Learning, and Collaborative Sustainability in Disaster Sholahuddin Shoum Abdurrohman; Evi Satispi; Muhamad Yusuf
SWATANTRA Vol. 24 No. 2 (2026)
Publisher : Universitas Muhammadiyah Jakarta

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.24853/swatantra.24.2.121-132

Abstract

Collaborative governance has become a dominant lens for understanding how disasters, as wicked problems, are managed through cross-sectoral partnerships. The model developed by Ansell and Gash (2008) comprising starting conditions, institutional design, facilitative leadership, and collaborative process remains the most widely used framework, yet it stops at the point where collaborative action is produced, without explaining what happens after collaboration has been successfully established. Drawing on a sequential explanatory mixed-methods study of the collaboration between the Regional Disaster Management Agency (BPBD) and Muhammadiyah Disaster Management Center (MDMC) in flood mitigation in Palangka Raya City, Indonesia, this conceptual article argues that collaboration in the disaster context is evolutionary rather than something that ends at a single endpoint. The article proposes extending the Ansell Gash model with three additional constructs Collaborative Capacity, Institutional Learning, and Collaborative Sustainability interconnected through the cross-cutting element of Shared Mission. These three constructs are theoretically positioned against the literature on collaborative governance regimes, network governance, collaborative inertia, organizational learning theory, social capital, and the literature on faith-based organizations, and their implications for disaster governance theory and practice are discussed. This article contributes a more complete, empirically grounded model for understanding how collaboration in disaster management moves from formation toward institutionalization.

Page 7 of 7 | Total Record : 62

 3   4   5   6   7 

Filter by Year

2017 2026


Reset
Filter By Issues
All Issue Vol. 24 No. 2 (2026) Vol. 24 No. 1 (2026) Vol. 23 No. 2 (2025) Vol. 23 No. 1 (2025) Vol. 22 No. 2 (2024) Vol. 22 No. 1 (2024) Vol. 21 No. 2 (2023) Vol. 21 No. 1 (2023) Vol. 15 No. 2 (2017) Vol. 15 No. 1 (2017)