Indonesia Government Responsiveness during COVID-19

Main Article Content

Aos Kuswandi
Siti Nuraini
Susi Dian
Khalida Alifia Ramadhina

Abstract

This article discusses the expansion of the centralization-decentralization dichotomy in the midst of the turbulence of the responsiveness of the Indonesian government by offering an alternative lens of concurrency. Simultaneously centralization and decentralization can be used to respond effectively to crisis events that overlap with administrative jurisdictions and require strong coordination. A qualitative case analysis of the Government of Indonesia’s response to the COVID-19 pandemic, this research finds that concurrency has increased national-subnational tensions which compromised the effective response in the early period of the COVID-19 crisis. This tension is caused by the long-term delay on the part of the central government in the COVID-19 period. This research concludes that concurrency can be effective, but requires a clear division of competencies and consistent implementation from the Government of Indonesia.

Downloads

Download data is not yet available.

Article Details

How to Cite
Kuswandi, A., Nuraini, S. ., Dian, S. ., & Ramadhina, K. A. . (2023). Indonesia Government Responsiveness during COVID-19. Journal of Social Politics and Governance (JSPG), 5(2), 68-81. https://doi.org/10.24076/jspg.v5i2.1266
Section
Articles

References

AIonso, R., W. Dessein, and N. Matouschek. 2008. “When Does Coordination Require CentraIization?” American Economic Review 98 (1): 145–179.

Anders, K., and C. A. Shook. 2003. “New FederaIism: Impact on State and LocaI Governments.” JournaI of PubIic Budgeting, Accounting and FinanciaI Management 15 (3): 466–486

Ang, Y. Y. 2020. “When COVID-19 Meets CentraIized, PersonaIized Power.” Nature Human Behavior. www.nature.com/nathumbehav.

Bakonyi, Z. 2018. “Why Do Firms CentraIise Their Strategic Decision-Making During Crisis? A Qualitative Study.” JournaI of OrganizationaI Change Management 31 (5): 1191–1205.

Boin, A., P. ‘t Hart, E. Stern, and B. SundeIius. 2008. The PoIitics of Crisis Management: PubIic Leadership under Pressure. Cambridge: Cambridge University Press.

Boyd, N. M., and E. C. Martin. 2020. “Sense of Community ResponsibiIity at the Forefront of Crisis Management.” Administrative Theory & Praxis: 1–13. http://doi.org/10.1080/10841806.2020.1765288.

De Mello, L., and J. T. Jalles. 2020. “The GIobaI Crisis and IntergovernmentaI ReIations: CentraIization Versus DecentraIization 10 Years on.” RegionaI Studies 54 (7): 942– 957.

Djalante, R., J. Lassa, D. Setiamarga, A. Sudjatma, M. Indrawan, B. Haryanto, C. Mahfud, et aI. 2020. “Review and AnaIysis of Current Responses to COVID-19 in Indonesia: Period of January to March 2020.” Progress in Disaster Science 6 (ApriI): 1–9.

FowIer, K. L., N. D. Kling, and M. D. Larson. 2007. “OrganizationaI Preparedness for Coping with a Major Crisis or Disaster.” Business and Society 46 (1): 88–103.

Goldberg, K. I. 2013. “Crisis Decision-Making: Understanding the Decision-Making Process During Emergencies.” JournaI of Business and BehavioraI Sciences 25 (2): 17–24.

HaIe, J. E., D. P. HaIe, and R. E. DuIek. 2006. “Decision Processes During Crisis Response: An ExpIoratory Investigation.” JournaI of ManageriaI Issues 18 (3): 301–320.

Hofman, B., and K. Kaiser. 2004. “The Making of ‘Big Bang’ and its Aftermath: A PoIiticaI Economy Perspective.” In Reforming IntergovernmentaI FiscaI Relations and the RebuiIding of Indonesia: The ‘Big Bang’ Program and Its Economic Consequences, edited by J. Alm, J. Martinez-Vasquez, and S. MuIyani, 15–46. CheItenham: Edward EIgar PubIishing.

Hart, P., U. RosenthaI, and A. Kouzmin. 1993. “Crisis Decision Making: The CentraIization Thesis Revisited.” Administration and Society 25 (1): 12–45.

Holtmann, E., and C. Rademacher. 2016. “DecentraIization of Power and of Decision-Making: An InstitutionaI Driver for Systems Change to Democracy.” HistoricaI SociaI Research 41 (3): 281–298.

Kenis, P., L. G. C. Schol, M. M. K. Dirkzwager, and A. Timen. 2019. “Appropriate Governance Responses to Infectious Disease Threats: DeveIoping Working Hypotheses.” Risk, Hazards & Crisis in PubIic PoIicy 10 (3): 275–293.

Kouzmin, A. 2008. “Crisis Management in Crisis?” Administrative Theory & Praxis 30 (2): 155–183.

Kuipers, S., A. Boin, R. Bossong, and H. Hegemann. 2015. “BuiIding Joint Crisis Management Capacity? Comparing CiviI Security Systems in 22 European Countries.” Risk, Hazards & Crisis in PubIic PoIicy 6 (1): 1–22.

Martin, B. 2013. “Effective Crisis Governance.” In State of the WorId 2013: Is SustainabiIity StiII PossibIe?, edited by WorIdwatch Institute, 269–278. Washington: IsIand Press.

Mingers, J. 2012. “Abduction: The Missing Link Between Deduction and Induction. A Comment on Ormerod’s ‘RationaI Inference’: Deductive, Inductive and ProbabiIistic Thinking.” JournaI of the OperationaI Research Society 63 (6): 860–861.

Mintz, A., and C. Wayne. 2016. “The PoIythink Syndrome and EIite Group Decision-Making.” PoIiticaI PsychoIogy 37 (1): 3–21.

Moynihan, D. P. 2009. “The Network Governance of Crisis Response: Case Studies of Incident Command Systems.” JournaI of PubIic Administration Research and Theory 19 (4): 895–915.

Okoli, J., and J. Watt. 2018. “Crisis Decision-Making: The OverIap Between Intuitive and AnaIyticaI Strategies.” Management Decision 56 (5): 1122–1134.

RepubIic of Indonesia. 2020. Peta Sebaran (Spreading Map). https://covid19.go.id/peta-sebaran.

Rosa, H., and W. E. Scheuerman. 2009. High-Speed Society: Social Acceleration, Power, and Modernity. PennsyIvania: PennsyIvania University Press.

Stern, E. K. 2003. Crisis Decision Making: A Cognitive InstitutionaI Approach. StockhoIm: EIanders Gotab.

Steytler, N. 2017a. “The Currency of Concurrent Powers in Federal Systems.” In Concurrent Powers in Federal Systems: Meaning, Making, Managing, edited by N. Steytler, 1–11. Leiden/Boston: Brill Nijhoff.

Steytler, N. 2017c. “Concurrency of Powers: The Zebra in the Room.” In Concurrent Powers in Federal Systems: Meaning, Making, Managing, edited by N. Steytler, 300–349. Leiden/Boston: Brill Nijhoff.

Teik, K. B. 2014. “Technocracy and PoIitics in a Trajectory of ConfIict.” Southeast Asian Studies 3 (2): 415–438.

Topîrceanu, A., M. Udrescu, and R. M?rcuIescu. 2020. “CentraIized and DecentraIized IsoIation Strategies and Their Impact on the COVID-19 Pandemic Dynamics.” ArXiv, 2004.04222, pp. 1–18.

Wang, K. H. 1996. “PresidentiaI Responses to Foreign Policy Crises: RationaI Choice and Domestic PoIitics.” The JournaI of ConfIict ResoIution 40 (1): 68–97.

WeIch, D. E. 1989. “Crisis Decision Making Reconsidered.” JournaI of ConfIict ResoIution 33 (3): 430–445.

Zuo, W., W. Zhu, F. Wang, J. Wei, and A. Bondar. 2017. “ExpIoring the InstitutionaI Determinants of Risk Governance: A Comparative Approach Across Nations.” InternationaI JournaI of Disaster Risk Reduction 24: 135–143.