DIGITAL TRANSFORMATION DIVERGENCE OF MANAGEMENT ITEM BANK FACING THE ERA OF SOCIETY 5.0
Artikel ini bertujuan menganalisis divergensi aktor-individual dalam pengelolaan bank soal digital menghadapi kebutuhan pemanfaatan big data pada masyarakat era 5.0. Kompleksitas divergensi tata kelola organisasi dilihat dari pendekatan berpikir sistem dimulai dari identifikasi permasalahan, pembua...
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Badan Penelitian dan Pengembangan Kementerian Pendidikan dan Kebudayaan
2021-06-01
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| Series: | Jurnal Pendidikan dan Kebudayaan |
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| Online Access: | https://jurnaldikbud.kemdikbud.go.id/index.php/jpnk/article/view/1893 |
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| author | Nur Muhammaditya Sudarsono Hardjosoekarto |
| author_facet | Nur Muhammaditya Sudarsono Hardjosoekarto |
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| collection | DOAJ |
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Artikel ini bertujuan menganalisis divergensi aktor-individual dalam pengelolaan bank soal digital menghadapi kebutuhan pemanfaatan big data pada masyarakat era 5.0. Kompleksitas divergensi tata kelola organisasi dilihat dari pendekatan berpikir sistem dimulai dari identifikasi permasalahan, pembuatan model konseptual, serta usulan yang berbasis tindakan secara menyeluruh dari setiap pemangku kepentingan. Ragam metode berpikir sistem yang digunakan berupa Soft Systems Methodology untuk menjawab pertanyaan penelitian yang menganalisis secara keseluruhan pemikiran, perkataan, dan tindakan pemilik
masalah. Hasil dari pendekatan sistem menunjukkan, transformasi digital di dalam pengelolaan bank soal mengalami hambatan ketercapaian pemanfaatan big data karena adanya divergensi institusional berupa hibridasi tata kelola administrasi publik yang disebabkan oleh mekanisme power, attraction, dan mimesis. Solusi yang dapat dilakukan dalam mendorong percepatan transformasi digital pertama terletak pada aspek power di level makro perlu adanya tata ulang aturan kelembagaan tranformasi digital yang terarah
dan spesifik. Kedua pada aspek attraction perlu adanya penguasaan kompetensi bahasa pemrograman, data base enginering, dan data mining di setiap pegawai yang terlibat. Ketiga, pada aspek mimesis, organisasi dapat merujuk pada praktik terbaik keberhasilan organisasi lain. Kesimpulan penelitian menunjukkan terdapat dua belas aktivitas divergensi aktorindividual yang menyebabkan hibridasi administrasi publik dan empat di antaranya mendukung perwujudan tranformasi digital.
This article aims to analyze the divergence of individual actors in managing digital item banks in facing the needs of using big data in the 5.0 eras. The complexity of divergence in organizational governance captured from the systems thinking approach starting from the problems of making, conceptual models, and based on the overall actions of each stakeholder. Various systems thinking methods are used in the form of Soft Systems Methodology to answer research questions that analyse the overall thoughts, words, and
actions of the problem owner. The results of the systems approach show that digital transformation in bank management is experiencing obstacles to achieving the use of big data due to institutional divergences in the form of hybridization in public administration governance caused by power, attractiveness and mimesis. The solution that can be done in encouraging the acceleration of the first digital transformation lies in the aspect of power at the macro level, there is a need for a directed and specific restructuring of the digital
transformation institutional rules. Second, in the aspect of attraction, it is necessary to master the competence of programming languages, database techniques, and data mining for every employee involved. Third, in the mimetic aspect, organizations can refer to the best practices of other organizations’ success. The conclusion of the study shows that there are twelve individual actor-divergent activities that cause hybridization of public administration and four support the realization of the digital transformation.
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| format | Article |
| id | doaj-art-4d40bd93b6c04e62b8e095f3db2c25bf |
| institution | Matheson Library |
| issn | 2460-8300 2528-4339 |
| language | English |
| publishDate | 2021-06-01 |
| publisher | Badan Penelitian dan Pengembangan Kementerian Pendidikan dan Kebudayaan |
| record_format | Article |
| series | Jurnal Pendidikan dan Kebudayaan |
| spelling | doaj-art-4d40bd93b6c04e62b8e095f3db2c25bf2025-07-01T06:24:42ZengBadan Penelitian dan Pengembangan Kementerian Pendidikan dan KebudayaanJurnal Pendidikan dan Kebudayaan2460-83002528-43392021-06-016110.24832/jpnk.v6i1.1893DIGITAL TRANSFORMATION DIVERGENCE OF MANAGEMENT ITEM BANK FACING THE ERA OF SOCIETY 5.0Nur Muhammaditya Sudarsono Hardjosoekarto0Universitas Indonesia Artikel ini bertujuan menganalisis divergensi aktor-individual dalam pengelolaan bank soal digital menghadapi kebutuhan pemanfaatan big data pada masyarakat era 5.0. Kompleksitas divergensi tata kelola organisasi dilihat dari pendekatan berpikir sistem dimulai dari identifikasi permasalahan, pembuatan model konseptual, serta usulan yang berbasis tindakan secara menyeluruh dari setiap pemangku kepentingan. Ragam metode berpikir sistem yang digunakan berupa Soft Systems Methodology untuk menjawab pertanyaan penelitian yang menganalisis secara keseluruhan pemikiran, perkataan, dan tindakan pemilik masalah. Hasil dari pendekatan sistem menunjukkan, transformasi digital di dalam pengelolaan bank soal mengalami hambatan ketercapaian pemanfaatan big data karena adanya divergensi institusional berupa hibridasi tata kelola administrasi publik yang disebabkan oleh mekanisme power, attraction, dan mimesis. Solusi yang dapat dilakukan dalam mendorong percepatan transformasi digital pertama terletak pada aspek power di level makro perlu adanya tata ulang aturan kelembagaan tranformasi digital yang terarah dan spesifik. Kedua pada aspek attraction perlu adanya penguasaan kompetensi bahasa pemrograman, data base enginering, dan data mining di setiap pegawai yang terlibat. Ketiga, pada aspek mimesis, organisasi dapat merujuk pada praktik terbaik keberhasilan organisasi lain. Kesimpulan penelitian menunjukkan terdapat dua belas aktivitas divergensi aktorindividual yang menyebabkan hibridasi administrasi publik dan empat di antaranya mendukung perwujudan tranformasi digital. This article aims to analyze the divergence of individual actors in managing digital item banks in facing the needs of using big data in the 5.0 eras. The complexity of divergence in organizational governance captured from the systems thinking approach starting from the problems of making, conceptual models, and based on the overall actions of each stakeholder. Various systems thinking methods are used in the form of Soft Systems Methodology to answer research questions that analyse the overall thoughts, words, and actions of the problem owner. The results of the systems approach show that digital transformation in bank management is experiencing obstacles to achieving the use of big data due to institutional divergences in the form of hybridization in public administration governance caused by power, attractiveness and mimesis. The solution that can be done in encouraging the acceleration of the first digital transformation lies in the aspect of power at the macro level, there is a need for a directed and specific restructuring of the digital transformation institutional rules. Second, in the aspect of attraction, it is necessary to master the competence of programming languages, database techniques, and data mining for every employee involved. Third, in the mimetic aspect, organizations can refer to the best practices of other organizations’ success. The conclusion of the study shows that there are twelve individual actor-divergent activities that cause hybridization of public administration and four support the realization of the digital transformation. https://jurnaldikbud.kemdikbud.go.id/index.php/jpnk/article/view/1893transformasi digitalreformasi birokrasibank soalsoft systems methodologydigital transformationbureaucratic reform |
| spellingShingle | Nur Muhammaditya Sudarsono Hardjosoekarto DIGITAL TRANSFORMATION DIVERGENCE OF MANAGEMENT ITEM BANK FACING THE ERA OF SOCIETY 5.0 Jurnal Pendidikan dan Kebudayaan transformasi digital reformasi birokrasi bank soal soft systems methodology digital transformation bureaucratic reform |
| title | DIGITAL TRANSFORMATION DIVERGENCE OF MANAGEMENT ITEM BANK FACING THE ERA OF SOCIETY 5.0 |
| title_full | DIGITAL TRANSFORMATION DIVERGENCE OF MANAGEMENT ITEM BANK FACING THE ERA OF SOCIETY 5.0 |
| title_fullStr | DIGITAL TRANSFORMATION DIVERGENCE OF MANAGEMENT ITEM BANK FACING THE ERA OF SOCIETY 5.0 |
| title_full_unstemmed | DIGITAL TRANSFORMATION DIVERGENCE OF MANAGEMENT ITEM BANK FACING THE ERA OF SOCIETY 5.0 |
| title_short | DIGITAL TRANSFORMATION DIVERGENCE OF MANAGEMENT ITEM BANK FACING THE ERA OF SOCIETY 5.0 |
| title_sort | digital transformation divergence of management item bank facing the era of society 5 0 |
| topic | transformasi digital reformasi birokrasi bank soal soft systems methodology digital transformation bureaucratic reform |
| url | https://jurnaldikbud.kemdikbud.go.id/index.php/jpnk/article/view/1893 |
| work_keys_str_mv | AT nurmuhammaditya digitaltransformationdivergenceofmanagementitembankfacingtheeraofsociety50 AT sudarsonohardjosoekarto digitaltransformationdivergenceofmanagementitembankfacingtheeraofsociety50 |