Policy-Practice Decoupling in Institutionalizing Performance Accountability of Local Government: Case Study of Malang City, Indonesia
Keywords:
coersive isomorphism, local government, performance accountability, performance management, policy-practice decoupling.Abstract
The effective institutionalization of performance management in the public sector is prevented through the process of decoupling. Therefore, this study aims to analyze new regulations on performance agreements and targets for employees in Indonesia's municipality. This is a qualitative study that was conducted in 2019 on nine local bureaucracies in Malang City using content analysis on performance documents. Furthermore, the data collection was also completed using focus group discussions to confirm the analysis. The results showed that there has been coercive isomorphism, which indicates the existence of institutionalization in local bureaucracies formally pushed by the central government. There is also a decoupling of practices, which showed that political needs have not been achieved. Therefore, more effective institutionalization is needed by providing adequate information and education to all officials and employees involved.
References
Abbott, K. W., & Marchant, G. E. (2010). Institutionalizing sustainability across the federal government. Sustainability, 2(7), 1924–1942.
Alexius, S., & Grossi, G. (2018). Decoupling in the age of market-embedded morality: responsible gambling in a hybrid organization. Journal of Management and Governance, 22(2), 285–313.
Andrews, M. (2013). The Limits of Institutional Reform in Development: Changing Rules for Realistic Solution. Cambridge: Cambridge University Press.
Beckert, J. (2010). Institutional Isomorphism Revisited: Convergence and Divergence in Institutional Change. Sociological Theory, 28(2), 150–166.
Boxenbaum, E., & Jonsson, S. (2018). Isomorphism, Diffusion and Decoupling: Concept Evolution and Theoretical Challenges. In R. Greenwood, C. Oliver, T. Lawrence, and R. Meyer (Eds.), The SAGE Handbook of Organizational Institutionalism (2nd ed., Issue May, pp. 77–97). Sage Publications. https://doi.org/10.4135/9781446280669.n4
David, R. J., Tolbert, P. S., & Boghossian, J., (2019). Institutional Theory in Organization Studies. In Oxford Research Encyclopedia of Business and Management (Issue August, pp. 1–26). Oxford University Press USA.
de Bree, M., & Stoopendaal, A. (2020). De- and Recoupling and Public Regulation. Organization Studies, 41(5), 599–620.
DiMaggio, P. J., & Powell, W. W. (1983). The Iron Cage Revisited: Institutional Isomorphism in Organizational Fields. American Sociological Review, 48 (2), 147–160.
Government Regulation of the Republic of Indonesia. (2019). Government Regulation No. 30. Performance Assessment of Civil Servants.
Haack, P., and Schoeneborn, D. (2014). Is Decoupling Becoming Decoupled from Institutional Theory? A Commentary on Wijen. Academy of Management Review, 40(2), 307–310.
Haning, M. T. (2018). Reformasi Birokrasi di Indonesia: Tinjauan Dari Perspektif Administrasi Publik. Jurnal Analisis Kebijakan Dan Pelayanan Publik, 4(1), 25–37.
Hidayah, I. (2017). Institutionalisasi Pada Satuan Kerja Badan Layanan Umum Daerah (BLUD) RSUD Blambangan Kabupaten Banyuwangi. In Digital Repository Universitas Jember. Jawa Timur: University of Jember.
Holden, M., & Larsen, M. T. (2015). Institutionalizing a policy by any other name: in the City of Vancouver’s Greenest City Action Plan, does climate change policy or sustainability policy smell as sweet?. Urban Research and Practice, 8(3), 354–370.
Kholeif, A. (2010). A New Institutional Analysis of IFRS Adoption in Egypt: A Case Study of Loosely Coupled Rules and Routines. Research in Accounting in Emerging Economies, 10(December), 29–55.
Kulla, Y., Soetjipto, B. E., & Sopiah. (2017). The Problems of Human Resource Management in Public Sector in Mimika Regency, Papua. International Journal of Academic Research in Business and Social Sciences, 7(6), 524–537.
Lega, F., Longo, F., & Rotolo, A. (2013). Decoupling the use and meaning of strategic plans in public healthcare. BMC Health Services Research, 13(5), 1–11.
March, J. G., & Olsen, J. P. (1984). The New Institutionalism: Organizational Factors in Political Life. The American Political Science Review, 78(3), 734–749.
Mariandini, F. I., Irianto, G., & Nurkholis. (2018). Institusionalisasi Sistem Akuntabilitas Kinerja Instansi Pemerintah di Pemerintah Kota Malang. Jurnal Economia, 14(1), 16–38.
Martínez-Ferrero, J., & García-Sánchez, I. M. (2017). Coercive, normative and mimetic isomorphism as determinants of the voluntary assurance of sustainability reports. International Business Review, 26(1), 102–118.
Meyer, J. W., & Rowan, B. (1977). Institutionalized Organizations: Formal Structure as Myth and Ceremony. American Journal of Sociology, 83(2), 340–363.
Mindell, J., Bowen, C., Herriot, N., Findlay, G., & Atkinson, S. (2010). Institutionalizing health impact assessment in London as a public health tool for increasing synergy between policies in other areas. Public Health, 124(2), 107–114.
Ministry of Administrative and Bureaucratic Reform Regulation Number 53. (2014). Technical Guidelines for Performance Agreements and Reporting. South Africa: Department Higher Education and Training.
Parada, M. J., Nordqvist, M., & Gimeno, A. (2010). Institutionalizing the family business: The role of professional associations in fostering a change of values. Family Business Review, 23(4), 355–372.
Parrique T., Barth J., Briens F., C. Kerschner, Kraus-Polk A., Kuokkanen A., & S. J. H. (2019). Decoupling Debunked - Evidence and argument against green growth as sole strategy for sustainability. European Environmental Bureau. Retrieved from https://www.tercerainformacion.es/ sites/default/files/archivos/decoupling-debunked-full-for-online.pdf%0A www.eeb.org%0Awww.eeb.org
Pratama, A. B. (2017). Bureaucracy Reform Deficit in Indonesia: A Cultural Theory Perspective. Journal of Public Administration and Governance, 7(3), 88.
Pritchett, L., Woolcock, M., & Andrews, M. (2013) Looking Like a State: Techniques of Persistent Failure in State Capability for Implementation, The Journal of Development Studies, 49(1), 1-18.
Rahayu, A. Y. S., Soeling, P. D., & Rahmayanti, K. P. (2017). A Problem Mapping of Public Sector Personnel Management Road Map in Indonesia. Advances in Social Science, Education and Humanities Research, 84(International Conference on Ethics in Governance (ICONEG 2016)), 437–440.
Ricks, J.I. & Doner, R.F. (2021). Getting Institutions Right: Matching Institutional Capacities to Developmental Tasks. World Development, 139: 105334.
Rodrik, D. (2004). Institutions and Economic Performance - Getting Institutions Right, CES ifo DICE Report, 2(2), 10-15.
Sanusi, A., and Dwiputranti, S. (2013). Institutional Arrangement and Policy for Improving Competitivenes and Innovation in Local Government Investment. Bisnis and Birokrasi Journal, 20(1), 29–35.
Scott, W. R. (2014). Institutions and organizations: ideas, interests and identities (4th ed). Los Angeles: SAGE.
Suhardiman, D. (2015). Bureaucracy and Development: Reflections from the Indonesian Water Sector. Singapore: Institute of Southeast Asian Studies (ISEAS).
Suhardiman, D., Lebel, L., Nicol, A., & Wong, T. (2017). “Power and Politics in Water Governance: Revisiting the Role of Collective Action in the Commons” in Suhardiman, D., Nicol, A., and Mapedza, E. Water. Governance and Collective Action: Multi-scale Challenges. New York: Routledge.
Thornton, P. H., & Ocasio, W. (2008). Institutional Logics. In R. Greenwood, C. Oliver, R. Suddaby, and K. Sahlin (Eds.), The Sage Handbook of Organizational Institutionalism: Ideas, Interests, and Identities. Los Angeles: SAGE.
Thornton, P. H., Ocasio, W., & Lounsbury, M. (2015). The Institutional Logics Perspective. In R. Scott and S. Kosslyn (Eds.), Emerging Trends in the Social and Behavioral Sciences. New Jersey: John Wiley and Sons.
Turco, C. (2012). Difficult Decoupling: Employee Resistance to the Commercialization of Personal Settings. American Journal of Sociology, 118(2), 380–419.
Wahyunurani, V., Sudarma, M., & Hariadi, B. (2017). Institusionalisasi Reformasi Birokrasi (Studi Kasus Pada Badan Pusat Statistik). Jurnal Akuntansi Aktual, 4(1), 69–76.
Whiteman, G., & Cooper, W. H. (2016). Decoupling Rape. Academy of Management Discoveries, 2(2), 115–154.
Yetano, A. (2013). What drives the institutionalization of performance measurement and management in local government. Public Performance and Management Review, 37(1), 59–86.
Zhelyazkova, A., Kaya, C., & Schrama, R. (2016). Decoupling practical and legal compliance: Analysis of member states’ implementation of EU policy. European Journal of Political Research, 55(4), 827–846.
Downloads
Published
How to Cite
Issue
Section
License
Copyright (c) 2021 Local Administration Journal
This work is licensed under a Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License.
The copyright of all articles published in the Local Administration Journalis owned by the College of Local Administration, Khon Kaen University.
