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"This book presents a review of e-government success measures and e-government success factors. It also provides empirical evidence from quantitative analysis and two in-depth case studies. Although based on sound theory and rigorous empirical analysis, the book not only significantly contributes to academic knowledge, but also includes some practical recommendations for government officials and public managers. Theoretically, the book proposes a way to quantitatively operationalize Fountain’s enactment framework. Based on the institutional tradition, the technology enactment framework attempts to explain the effects of organizational forms and institutional arrangements on the information technology used by government agencies. The book proposes variables to measure each of the different constructs in this framework and also tests the relationships hypothesized by Fountain’s theory. Finally, using the advantages of the selected quantitative analysis technique (Partial Least Squares), the study also proposes some adjustments and extensions to the original framework in a theory building effort.Methodologically, the book reports on one of the first multi-method studies in the field of e-government in general and e-government success in particular. This study uses a nested research design, which combines statistical analysis with two in depth case studies. The study begins with a statistical analysis using organizational, institutional, and contextual factors as the independent variables. "

"Kepemimpinan stratejik berperan penting dalam mencapai keberhasilan organisasi untuk bertahan dan berkembang dalam lingkungan bisnis yang penuh tantangan. Penelitian ini bertujuan untuk menguji peran kepemimpinan stratejik dalam merespon peristiwa langka di industri kesehatan, yaitu kombinasi antara regulasi pemerintah yang cenderung terus berubah dan munculnya COVID-19. Sebanyak 358 responden dari 141 rumah sakit tipe C dan D di Indonesia berpartisipasi dalam penelitian ini. Penelitian ini menggunakan enam variabel laten dan dua puluh tujuh dimensi yang diolah dengan menggunakan Structural Equation Modeling. Hasil penelitian menunjukkan bahwa kepemimpinan resiliensi stratejik berperan sebagai mediator antara persepsi terhadap peraturan pemerintah, sumber daya organisasi, dan kapabilitas organisasi yang diwujudkan melalui kapabilitas jejaring dan rekonfigurasi sumber daya. Penelitian ini menunjukkan bahwa kapabilitas jejaring tidak berpengaruh signifikan terhadap keberlanjutan operasional rumah sakit, sedangkan rekonfigurasi sumber daya berpengaruh signifikan terhadap keberlanjutan operasional rumah sakit. Penelitian ini memberikan kontribusi penting yang memungkinkan manajemen rumah sakit untuk mengembangkan rencana aksi dalam menanggapi peraturan pemerintah bidang kesehatan ditambah dengan muncul dan meluasnya pandemi COVID-19; serta hasil investigasi terhadap sumber daya organisasi, dan untuk mengimplementasikan kapabilitas resiliensi stratejik secara lebih efektif.

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Strategic leadership plays an important role in achieving organizational success in surviving and growing in a challenging business environment. This research aims to examine the role of strategic leadership in responding to a rare moment in the health industry, which is the combination of government regulations that tend to continue to change and the emergence of COVID-19. A total of 358 respondents from 141 type C and D hospitals in Indonesia participated in this research. This study employed six latent variables and twenty-seven dimensions, processed using structural equation modelling. Results of the research show that strategic resilience leadership serves as a mediator between perceptions of government regulations, organizational resources, and organizational capability realized through network capabilities and resource reconfiguration. This research also reveals that network capabilities have no significant effect on hospitals’ sustainability, while resource reconfiguration has a significant effect on hospital survival. This study makes an important contribution that enables hospital management to develop action plans in response to national healthcare regulations coupled with the emergence and extension of the COVID-19 pandemic; as well as the results of the investigation into organizational resources, and to implement strategic resilience capability more effectively."

"This paper evaluates the use of local government websites for spatial data dissemination based on a survey conducted from 2 October to 28 November 2008...."

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Penelitian ini menggunakan pendekatan Dynamic Capabilities dan Entrepreneurship dalam menganalisis pengaruh Lingkungan dan Faktor Organisasi terhadap pembentukan Kinerja pada organisasi Pemerintah Penggunaan secara bersama konsep Dynamic Capabilities dan Entrepreneurship sehingga saling melengkapi merupakan operasionalisasi dari konsep Strategic Entrepreneurship dan belum dilakukan pada organisasi publik Karena organisasi Pemerintah memiliki tugas yang spesifik pada bidangnya atau adanya spesialisasi akan terjadi eksternalitas dan adanya tujuan bersama antar organisasi maka diperlukan adanya Koordinasi untuk pencapaian Kinerja yang optimal

Dalam penelitian diuji sepuluh hipotesis atas hubungan enam variabel penelitian yaitu Faktor Organisasi Lingkungan Dynamic Capabilities Entrepreneurial Orientation Koordinasi dan Kinerja Penelitian dilakukan terhadap unit organisasi Pemerintah tingkat eselon dua atau level manajer menengah pada sembilan Kementerian yang bertugas di bidang infrastruktur melalui survei pada bulan Juni – Juli 2014 Analisis terhadap 138 unit organisasi yang menjadi sample penelitian dilakukan dengan menggunakan Structural Equation Model (SEM)

Berdasarkan hasil analisis penggunaan konsep Dynamic Capabilities dan Entrepreneurship secara bersamaan dan saling melengkapi dapat dijalankan dan model dapat diterapkan pada organisasi Pemerintah Pola pembentukan Kinerja yang signifikan adalah Faktor Organisasi mempengaruhi Dynamic Capabilities dan Entrepreneurial Orientation dimana Dynamic Capabilities secara simultan juga mempengaruhi Entrepreneurial Orientation kemudian Entrepreneurial Orientation mempengaruhi Kinerja Hal ini mengindikasikan bahwa pada unit organisasi Pemerintah level menengah karena lebih fokus pada rencana governance dan akuntabilitas bahwa: (1) Faktor Organisasi yang dimiliki berkontribusi pada kemampuan Dynamic Capabilities dan Entrepreneurship yang meningkatkan Kinerja unit organisasi (2) perubahan Lingkungan tidak segera membuat unit organisasi dapat merubah strateginya atau merealokasi resources dan capabilities yang dimilikinya dan (3) belum signifikan membangun Koordinasi aktif dengan unit organisasi lain untuk meningkatkan Kinerja Agar Kinerja organisasi Pemerintah dapat lebih ditingkatkan diperlukan perhatian pada (1) masalah kewenangan dan prosedur pengambilan keputusan untuk melakukan perubahan strategi pelaksanaan kegiatan (2) mekanisme Koordinasi dan perubahan strategi pelaksanaan sebagai bagian dari perencanaan kegiatan dan (3) masalah pengukuran Kinerja organisasi

 

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This dissertation studied about Environment and Organizational Factor that explained performance of government institutions by utilizing the two streams of Strategic Management Theory – Dynamic Capability and Entrepreneurship Combining those two theories provided a solid concept of strategic entrepreneurship for government organization that has never been studied before Government organization had specific function in its field therefore that specialization created externality and common goals among organizations In that circumstances Coordination exists to reach the optimum performance

This study developed ten hypotheses to analyze six variables The six variables were Organizational Factor Environment Dynamic Capabilities Entrepreneurial Orientation Coordination and Performance Units to analyze are the population of middle management in nine ministries that responsible for infrastructure development (138 units in total) Questionnaire distribution and collection were conducted during June – July 2014 Structural Equation Model (SEM) was used to analyze the hypotheses

By combining the concept of Dynamic Capabilities and Entrepreneurship the writer discovered a new model that explained strategic entrepreneurship theory applied in Government organizations The model justified a pattern to reach performance of organization as follows Organizational Factor affects Dynamic Capability and Entrepreneurial Orientation Simultaneously Dynamic Capability also affected Entrepreneurial Orientation Then Entrepreneurial Orientation which was amplified by Organizational Factor and Dynamic Capability created Performance

Study results indicate that since middle management in government organization more focus on planning governance and accountability there are there consequences Those are (1) Organizational Factor contributes to improve Dynamic Capabilities dan Entrepreneurship that lead to Performance of the unit of organization; (2) Environment change is not directly reflected in the unit of organization’s strategy or reallocation of resources and capabilities; and (3) Coordination among unit organizations is not significantly effective to reach performance

At the end of the study the writer provides suggestions to improve performance of government organizations Suggestions are as follows: (1) define a clear authority and procedure on decision making mainly in strategical change of activities; (2) put attention on coordination mechanism and strategic change as part of planning activities; and (3) clarify performance measurement in organization level

 

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"Pemerintah Kota Bandung membangun pusat kota baru dengan menetapkan konsep Technopolis dalam penataan ruang Sub Wilayah Kota (SWK) Gedebage yang memiliki fungsi sebagai Pusat Pelayanan Kota (PPK) Gedebage. Kebijakan pengembangan Kawasan Teknopolis Gedebage memerlukan pendekatan berbeda karena terdapat banyak faktor bersifat dinamis yang mempengaruhi keberlangsungannya. Penelitian ini dilakukan untuk menganalisis unsur-unsur dynamic capabilities (thinking ahead, thinking again, dan thinking across) dalam kebijakan pengembangan Kawasan Teknopolis Gedebage sebagai adaptive policy selama periode tahun 2013-2017. Penelitian ini adalah penelitian kualitatif. Hasil penelitian menunjukkan kebijakan pengembangan Kawasan Teknopolis Gedebage merupakan kebijakan yang adaptif, sebagaimana dapat ditemukan proses-proses pembelajaran dan penyesuaian yang dilakukan terus-menerus oleh Pemerintah Kota Bandung. Hasil penelitian menunjukkan unsur-unsur dalam proses thinking ahead dan thinking across dapat digambarkan secara optimal, adapun unsur-unsur dalam proses thinking again tidak dapat digambarkan secara optimal. Peran dan pengaruh dominan dari Walikota Ridwan Kamil sebagai pemimpin yang dinamis, merupakan pengungkit terciptanya kebijakan pengembangan Kawasan Teknopolis Gedebage sebagai kebijakan yang adaptif, yang disisi lain merupakan penyebab belum ditemukannya empat dari lima aktivitas dalam proses thinking again. Hasil penelitian menyarankan Pemerintah Kota Bandung perlu melakukan strategi dan upaya untuk menciptakan proses regenerasi keterampilan kepemimpinan, sehingga aktivitas-aktivitas dalam proses thinking again dapat berjalan secara optimal.

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Bandung city government is currently building a new city center by setting the concept of Technopolis in the urban planning of Gedebage Sub-City Area that functions as a city service center. Policy for the development of Gedebage Technopolis Area requires a different approach as there are various dynamic factors that affect its execution. This study aimed to analyze the elements of dynamic capabilities (comprising of thinking ahead, thinking again, and thinking across) in the policy of Gedebage Technopolis Area development as an adaptive policy for the periods of 2013-2017. This study is a qualitative study. Results of this study proved that the policy of Gedebage Technopolis Area development is in fact an adaptive policy as there are evidences of ongoing research and adjustments done by Bandung city government. Results of this study also showed that elements within thinking ahead and thinking across processes are depicted optimally, whereas elements within thinking again process is not depicted as optimal as the other two processes. The dominant role and influence of Mayor Ridwan Kamil as a dynamic leader is a lever in the formation of policy for the development of Gedebage Technopolis Area as an adaptive policy, while at the same time, forming as the reason why there are still four out of five activities within thinking again process that have yet to be done. For future recommendations, these results suggest Bandung city government to urgently build and implement strategy and effort to be able to create regeneration for leadership capabilities, which results in activities within thinking again process can be done optimally."