The Impact of Bureaucratic Simplification Policy on Cross-Functional Team Cooperation of the Semarang City Government
Abstract
Bureaucratic simplification, as part of public administration reform, aims to improve government organizations' efficiency, effectiveness, and responsiveness. This study analyzes the impact of bureaucratic simplification policies on cross-functional teamwork in the Semarang City Government. Involving 15 respondents (ASN and Non-ASN), data was collected through a structured questionnaire and analyzed with descriptive and inferential techniques. The results of linear regression showed that cross-functional teamwork explained 64.1% variation in policy effectiveness, significantly contributing to the increase in effectiveness (p <.001). These findings suggest that increased cross-functional teamwork can improve the effectiveness of bureaucratic simplification policies, although there are other factors that need to be considered.
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2. Asaju, K., & Ayeni, E. (2020). Public bureaucracy and national development in Nigeria: issues and challenges. Nigerian Journal of Administration and Political Studies, 5(1), 69–90.
3. Baltaci, A., & Balcı, A. (2017). Complexity Leadership: A Theorical Perspective. International Journal of Educational Leadership and Management, 5(1), 30. https://doi.org/10.17583/ijelm.2017.2435
4. Bieberstein, N., Bose, S., Walker, L., & Lynch, A. (2005). Impact of service-oriented architecture on enterprise systems, organizational structures, and individuals. IBM Systems Journal, 44(4), 691–708. https://doi.org/10.1147/sj.444.0691
5. Foluso Modupe Adeyinka, & Adeyinka Patrick Adewumi. (2023). Enhancing Public Service Delivery in Nigeria Through Agile Practice. Jurnal Administrasi Publik Public Administration Journal, 13(2), 192–206. https://doi.org/10.31289/jap.v13i2.10647
6. Gerson, D. (2023). A framework for working effectively across public agencies. OECD Journal on Budgeting, 23(2), 1–44. https://doi.org/10.1787/c6b0d3a7-en
7. Guna, T. H., Suparno, & Kertati, I. (2024). Breaking down barriers: Overcoming silo mentality in bureaucratic reform. Journal of Sustainability, Society, and Eco-Welfare, 2(1),51–64. https://doi.org/10.61511/jssew.v2i1.2024.884
8. Hadi Mousavi, M. D. N. (2020). A new decade for social changes. Technium Social Sciences Journal, 6(December), 101–105.
9. Holbeche, L. S. (2019). Shifts in Organizational Culture When Implementing Agility. Journal of Creating Value, 5(2), 124–138.
https://doi.org/10.1177/2394964319853164
10. Ibrahim, R. A., Sidiq, F., & Azahra, A. S. (2023). Bureaucratic Reform and Clean Governance: Efforts Towards Social Justice and Sustainable Economic Growth in Indonesia. International Journal of Humanities, Law, and Politics, 1(3), 49–53. https://doi.org/10.46336/ijhlp.v1i3.33
11. Kurnia, T., Nurhaeni, I. D. A., . A., & Putera, R. E. (2022). Leveraging Agile Transformation: Redesigning Local Government Governance. KnE Social Sciences,2022,720–733. https://doi.org/10.18502/kss.v7i5.10589
12. Maulana, A., Indriati, F., & Hidayah, K. (2022). Analysis of Bureaucratic Reform Through Delayering of Government Institutions in Indonesia. Jurnal Borneo Administrator,18(2),155–170. https://doi.org/10.24258/jba.v18i2.1003
13. Nasrulloh, R. A., Setiawan, A., Magister, M., Pemerintahan, I., Jenderal, U., Yani, A., Ilmu, M., Universitas, P., Achmad, J., & Barat, J. (2024). Implementasi Kebijakan PermenPAN RB Nomor 17 Tahun 2021 tentang Penyederhanaan Birokrasi di Lingkungan Sekretariat Daerah Kabupaten Bandung Barat. Mimbar Administrasi, 21(2).
14. Pires, R. R. C. (2011). Beyond the fear of discretion: Flexibility, performance, and accountability in the management of regulatory bureaucracies. Regulation and Governance,5(1),43–69. https://doi.org/10.1111/j.1748-5991.2010.01083.x
15. Pratama, A., Rajak, A., & Sabuhari, R. (2022). Pengaruh Penyederhanaan Birokrasi Terhadap Kepuasan Kerja dan Dampaknya Pada Kinerja Pegawai di Lingkup Bps Se- Provinsi Maluku Utara (Studi Tentang Pengalihan Jabatan Struktural Ke Jabatan Fungsional). Jurnal Ilmiah Wahana Pendidikan, 8(23), 712–728.
16. Rijal, S., Azis, A. A., Chusumastuti, D., Susanto, E., Nirawana, I. W. S., & Legito. (2023). Pengembangan Kapasitas Sumber Daya Manusia Dalam Pemanfaatan Teknologi Informasi Bagi Masyarakat. Easta Journal of Innovative Community Services,1(03),156–170. https://doi.org/10.58812/ejincs.v1i03.123
17. Slepian, J. L. (2013). Cross-functional teams and organizational learning: A model and cases from telecommunications operating companies. International Journal of Innovation and Technology Management,10(1). https://doi.org/10.1142/S0219877013500053
18. Stark, A. (2014). Bureaucratic values and resilience: An exploration of crisis management adaptation. Public Administration,92(3),692–706. https://doi.org/10.1111/padm.12085
19. Stipp, D. M., Pimenta, M. L., & Jugend, D. (2018). Innovation and cross-functional teams: Analysis of innovative initiatives in a Brazilian public organization. Team Performance Management, 24(1–2), 84–105. https://doi.org/10.1108/TPM-12-2016-0056
20. Suprayitno, N. F., & Abbas, S. A. (2024). Bureaucratic Transformation in Indonesia: An In-Depth Analysis from the Perspective of Public Administration. Mandat: Journal of Politics, Government, and Public Administration, 1(1), 34–51.
21. Yolles, M. (2019). Governance through political bureaucracy: an agency approach. Kybernetes,48(1),7–34. https://doi.org/10.1108/K-09-2017-0329
Authors
[1]
“The Impact of Bureaucratic Simplification Policy on Cross-Functional Team Cooperation of the Semarang City Government”, Soc. sci. humanities j., vol. 9, no. 01, pp. 6440–6449, Jan. 2025, doi: 10.18535/sshj.v9i01.1589.
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