Headnote
ABSTRACT
Objective: The study investigates the influence of collaborative competency on collaborative governance, with innovative governance serving as a mediator, in the provincial government agencies of Aceh Province, Indonesia.
Theoretical Framework: the application of innovative governance to mediate the influence of collaborative competency on collaborative governance in the public sector.
Method: The research utilizes the Amos software as a data processing instrument to employ the Structural Equation Modeling (SEM) quantitative model. The investigation was conducted with 242 government officials from 54 Provincial Government Working Agencies (SKPA) in the province, representing top, middle, and operational management. Data of respondents were collected by disseminating closed-ended questionnaires in the form of Google forms via email and the provincial agency's Whats App group.
Results and Discussions: The findings indicate that collaborative competency has significant direct effects on both innovative and collaborative governance, as well as a direct effect of innovative governance on collaborative governance. Additionally, the relationship between collaborative governance and collaborative competency is mediated by innovative governance.
Research Implications: This research suggests that the quality and efficiency of public service delivery can be improved by enhancing collaborative competencies within government agencies, which can result in more effective and innovative governance practices. This emphasizes the necessity of creating policies and training programs that encourage the development of innovative approaches and collaborative skills among government officials.
Originality/Value: In contrast to prior literature, which has primarily examined human resource competencies, effective governance, collaborative governance, employee productivity, and organizational performance. Nevertheless, the comprehensive investigation of the role of innovative governance in mediating the relationship between collaborative competencies and collaborative governance, particularly in the provincial government context, has not yet been completed.
Keywords: Collaborative Competency, Collaborative Governance, Innovative Governance, Public Sector organization, Structural Equation Modeling (SEM).
RESUMO
Objetivo: O estudo investiga a influência da competência colaborativa na governança colaborativa, com governança inovadora servindo como mediadora, nas agências governamentais provinciais da provincia de Aceh, Indonésia.
Quadro teórico: a aplicação da governança inovadora para mediar a influência da competência colaborativa na governança colaborativa no sector público.
Método: A pesquisa utiliza o software Amos como um instrumento de processamento de dados para empregar o modelo quantitativo de Modelagem de Equações Estruturais (SEM). A investigação foi realizada сот 242 funcionários do governo de 54 agências de trabalho do governo provincial (SKP A) na província, representando a gestão de topo, média e operacional. Os dados dos entrevistados foram coletados através da divulgação de questionários fechados na forma de formulários do Google por e-mail e do grupo Whats App da agéncia provincial.
Resultados e Discussões: As descobertas indicam que a competência colaborativa tem efeitos diretos significativos tanto na governança inovadora quanto na governança colaborativa, bem como um efeito direto da governança inovadora na governança colaborativa. Além disso, a relação entre governança colaborativa e competência colaborativa € mediada por governança inovadora.
Implicações da pesquisa: Esta pesquisa sugere que a qualidade e a eficiência da prestação de servico público podem ser melhoradas através do aumento das competéncias colaborativas dentro das agéncias governamentais, o que pode resultar em práticas de governanca mais eficazes e inovadoras. Isso enfatiza a necessidade de criar políticas e programas de treinamento que incentivem o desenvolvimento de abordagens inovadoras e habilidades colaborativas entre os funcionários do governo.
Originalidade/Valor: Em contraste com a literatura anterior, que examinou principalmente as competéncias de recursos humanos, governança efetiva, governança colaborativa, produtividade dos funcionários e desempenho organizacional. No entanto, a investigação abrangente do papel da governança inovadora na mediação da relação entre competências colaborativas e governança colaborativa, particularmente no contexto do governo provincial, ainda não foi concluída.
Palavras-chave: Competência Colaborativa, Governança Colaborativa, Governança Inovadora, Organização do Sector Público, Modelagem Estrutural de Equações (SEM).
RESUMEN
Objetivo: El estudio investiga la influencia de la competencia colaborativa en la gobernanza colaborativa, con la gobernanza innovadora como mediador, en los organismos gubernamentales provinciales de la provincia de Aceh, Indonesia.
Marco teórico: la aplicación de la gobernanza innovadora para mediar en la influencia de la competencia colaborativa en la gobernanza colaborativa en el sector público.
Método: La investigación utiliza el software Amos como instrumento de procesamiento de datos para emplear el modelo cuantitativo de Modelización de Ecuaciones Estructurales (SEM). La investigación se llevó a cabo con 242 funcionarios gubernamentales de 54 agencias de trabajo del gobierno provincial (SKPA) en la provincia, que representaban a la alta, media, y la gestión operativa. Los datos de los encuestados se recogieron mediante la difusión de cuestionarios cerrados en forma de formularios de Google por correo electrónico y el grupo de Whats App de la agencia provincial.
Resultados y Discusiones: Los resultados indican que la competencia colaborativa tiene importantes efectos directos en la gobernanza innovadora y la gobernanza colaborativa, así como un efecto directo de la gobernanza innovadora en la gobernanza colaborativa. Además, la relación entre la gobernanza colaborativa y la competencia colaborativa está mediada por una gobernanza innovadora.
Implicaciones de la investigación: Esta investigación sugiere que la calidad y la eficiencia de la prestación de servicios públicos pueden mejorarse mejorando las competencias de colaboración dentro de los organismos gubernamentales, lo que puede dar lugar a prácticas de gobernanza más eficaces e innovadoras. Esto pone de relieve la necesidad de crear políticas y programas de capacitación que fomenten el desarrollo de enfoques innovadores y aptitudes de colaboración entre los funcionarios gubernamentales.
Originalidad/Valor: A diferencia de la literatura previa, que ha examinado principalmente las competencias de recursos humanos, la gobernanza efectiva, la gobernanza colaborativa, la productividad de los empleados y el desempeño organizacional. No obstante, todavía no se ha concluido la investigación exhaustiva del papel de la gobernanza innovadora como mediadora en la relación entre las competencias colaborativas y la gobernanza colaborativa, en particular en el contexto del gobierno provincial.
Palabras clave: Competencia Colaborativa, Gobernanza Colaborativa, Gobernanza Innovadora, Organización Del Sector Público, Modelos De Ecuaciones Estructurales (SEM).
(ProQuest: ... denotes formulae omitted.)
1 INTRODUCTION
The current public discourse 1s centered around the imperative to enhance the effectiveness of public bureaucracy. The level of public trust in governmental organizations significantly shapes the process of delivering public services (Cepiku, 2015). Therefore, within the framework of bureaucratic reform, public service remains a primary area for transformation. Local governments are mandated to focus on improving the quality of public service (Sofyani et al., 2020). To enhance these services, governmental agencies must demonstrate good governance, enabling the operation of efficient and effective state administrative mechanisms (Gao et al., 2020). This ensures a positive synergy between the government, private sector, and society. Consequently, the regulatory and control functions carried out by state apparatuses play a crucial role in formulating and implementing policies, as well as serving as catalysts and facilitators of community empowerment (Prahara, 2023).
Collaboration entails the concerted effort of various parties to achieve shared goals (Fitriana et al., 2023). It involves multiple actors, both individuals and organizations, working together to reach common objectives and harmonizing diverse perspectives to generate collective solutions (Castañer & Oliveira, 2020). Collaborative governance can yield policies that are more effective, efficient, and adaptable (Ulibarri et al., 2020). Furthermore, Fendt (2010) contends that collaboration involves individuals or groups with differing perspectives and limitations coming together to address issues by actively exploring these differences to identify and implement solutions. This necessitates an understanding and appreciation of others' skills, competencies, and characters (Baker & Durham, 2013). Several other studies also indicate that high levels of collaborative success can be achieved when collaboration involves individuals with diverse working styles, values, cultures, educations, and occupational backgrounds (Baker & Durham, 2013; Cepiku, 2015; O'Leary & Vij, 2012; Emerson & Nabatchi, 2015; Ansell & Gash, 2008).
Unlike private entities, government organizations face several challenges in establishing effective collaboration. Previous studies have highlighted issues such as a lack of shared understanding regarding goals and strategies (Pham and Tanner, 2014), as well as unintended consequences on decision-making processes (McGuire, 2006). The emphasis often lies on departmental performance rather than overarching objectives (Dawes et al., 2009). Addressing these challenges requires initiatives aimed at transitioning to collaborative governance to achieve greater openness and transparency in governmental functions. Government agencies need to introduce mechanisms to shift the mindset of civil servants and equip them with the necessary competencies, enabling them to genuinely strive towards forming collaborative arrangements across the organization (Maulana, 2020).
Moreover, fostering a culture of collaboration within government organizations necessitates comprehensive training programs that focus on team-building and inter-departmental communication (Khan & Naimi, 2024). Encouraging a holistic approach to performance evaluation, where success is measured not just by individual departmental achievements but by the attainment of collective goals, is crucial. Implementing technology that supports collaboration and information sharing can further enhance these efforts. Additionally, fostering partnerships with external stakeholders, including the private sector and civil society, can provide fresh perspectives and resources, aiding in the development of innovative solutions to public issues (Silva, 2022). Regular feedback mechanisms from these stakeholders can also help in fine-tuning collaborative strategies and ensuring that they remain relevant and effective.
In the collaborative process, citizens should not be merely regarded as consumers of government services. Instead, they should be recognized as equal partners working together to address social issues (Gestel & Grotenbreg, 2021). As previously discussed, various studies have examined the relationships between human resource competencies, good governance, collaborative governance, employee productivity, and organizational performance. However, research investigating whether innovative governance can enhance the influence of collaborative competencies on collaborative governance remains insufficiently explored (Osborne & Brown, 2010; Baker & Durham, 2013; Pandey & Suri, 2020).
Strategic collaboration plays a crucial role in assisting government organizations in setting priorities, involving planning, implementing, and evaluating e-governance solutions, while addressing coherence and cohesion gaps among government officials (Pandey & Suri, 2020). Enhanced transparency, accountability, and organizational performance efficiency can be achieved through improved knowledge sharing (Bertot et al., 2012; Chun et al., 2012), which is bolstered by collaborative governance to operate within multi-organizational environments to achieve e-governance objectives (McGuire, 2006). The effectiveness of collaboration within and across government agencies is key to addressing the complex challenges faced by governments worldwide (Pardo et al., 2011). Developing exclusive capabilities to build strategic alliances through collaboration to enhance competencies is a critical focus (Kumar Banerjee, 2012; 2017; Navickas 8 Mykolaityte, 2010). However, despite the importance of effectively utilizing resources and competencies, collaboration remains infrequent within government organizations (Likhi, 2010; Suri, 2014).
Several previous studies have provided in-depth insights into various aspects of collaborative governance systems, including Ansell and Gash (2008) and Dryzek (2010) on collaborative governance systems, Bingham and O'Leary (2009) and Nabatchi and Balogh (2012) in public administration, Agranoff and McGuire (2003) in public management, and Mishra (2008) regarding collaborative competencies and e-governance performance. Research on the mediating role of collaborative competencies by Chaudhuri and Boer (2016), the evaluation of collaborative governance productivity by Emerson and Nabatchi (2015), and the role of public value in collaboration by Bretschneider et al. (2012) and Baker and Carol Durham (2013) has significantly contributed to exploring the outcomes and benefits of collaborative competencies. Furthermore, O'Leary and Vij (2012) have made valuable contributions to the development of collaborative public management literature. Lastly, Koliba and Zia (2010) have investigated governance networks in public administration and public policy, refining the understanding framework within this context. This body of work collectively enriches the literature on collaborative governance and highlights the multifaceted benefits of effective collaboration in the public sector.
Based on the review of several studies, it can be concluded that previous literature has explored human resource competencies, good governance, collaborative governance, employee productivity, and organizational performance. However, the impact of innovative governance on the effects of collaborative competencies and collaborative governance remains underexplored, particularly in the Province of Aceh. Therefore, this research aims to investigate the influence of collaborative competencies on collaborative governance, mediated by innovative governance, within the government agencies of Aceh Province, Indonesia. The findings of this study are expected to provide significant contributions to understanding the role of collaborative competencies in enhancing collaborative governance in the public sector organizations of Aceh Province. The results could serve as a reference or guideline for the formulation of effective policies and development programs, support practitioners, and improve the efficiency of collaborative governance to achieve development goals in Aceh Province.
2 LITERATURE REVIEW
2.1 COLLABORATIVE GOVERNANCE
Collaborative governance is a public structure process that involves the government, private sector, and community in decision-making and policy management, aiming to achieve common goals that cannot be reached individually. These collaborative initiatives are initiated by the state and involve both governmental and non-governmental stakeholders (Baker & Durham, 2013; Cepiku, 2015; O'Leary & Vij, 2012; Purdy, 2012). Collaborative governance can result in more effective, efficient, and flexible policies (Ulibarri et al., 2020). Collaboration occurs within the context of public management when stakeholders work together with the government to create new policies or address public issues (Purdy, 2012).
2.2 INNOVATIVE GOVERNANCE
Innovation in public administration has become a vital approach to revitalizing systems to be more proactive, efficient, and service-oriented. The success of such innovations translates to enhanced efficiency and effectiveness of public organizations, while also promoting democratization through increased participation, accountability, and transparency (Serensen & Torfing, 2012; Torfing & Triantafillou, 2016). Unlike conventional innovation, collaborative innovation has the potential to significantly boost the innovation capacity of the public sector. 2.3 COLLABORATIVE COMPETENCY
Collaboration 1$ a process in which multiple entities or groups share information, resources, and responsibilities to engage in a program of activities that are jointly designed, implemented, and evaluated with the goal of achieving mutually agreed-upon objectives. The formation of collaboration must be well-structured and grounded in mutual agreements to ensure the strength of the collaborative network. This foundation allows each party to operate optimally, ultimately leading to a high level of success. The success of various activities in the government sector depends on the willingness of employees to perform their duties within a teamwork setting or collaboratively conducted activities. Collaborative work leads to faster, more effective, and efficient task completion (Pavlou & Sawy, 2011; Cai et al., 2014; Malhotra et al., 2005).
2.4 PREVIOUS RESEARCH
As the foundation of this study, comparisons with previous research were conducted to support the discussed material. Several prior studies focusing on the influence of collaborative competencies on collaborative governance, mediated by innovative governance in provincial government agencies, have been reviewed. Notable studies include Ansell and Gash (2008) and Dryzek (2010) on collaborative governance systems, Bingham and O'Leary (2009) and Nabatchi and Balogh (2012) in public administration, Agranoff and McGuire (2003) in public management, and Mishra (2008) on collaborative competencies and e-governance performance. Further research on the mediating role of collaborative competencies by Chaudhuri and Boer (2016), the evaluation of collaborative governance productivity by Emerson and Nabatchi (2015), and the role of public value in collaboration by Bretschneider et al. (2012) and Baker and Carol Durham (2013) has xsignificantly contributed to understanding the outcomes and benefits of collaborative competencies. O'Leary and Vij (2012) have also made valuable contributions to the literature on collaborative public management. Ulibarri et al. (2020) present new empirical insights into the evolution of collaborative governance and its components over time. Lastly, Koliba and Zia (2010) have investigated governance networks in public administration and public policy, refining the understanding framework within this context.
Based on the reviewed studies, 1t can be concluded that previous literature has explored human resource competencies, good governance, collaborative governance, employee productivity, and organizational performance. However, the impact of innovative governance on the effects of collaborative competencies and collaborative governance remains underexplored, particularly in the Province of Aceh. Therefore, this study aims to investigate the influence of collaborative competencies on collaborative governance, mediated by innovative governance, within the government agencies of Aceh Province, Indonesia. The findings of this study are expected to provide significant contributions to understanding the role of collaborative competencies in enhancing collaborative governance in the public sector organizations of Aceh Province. The results could serve as a reference or guideline for the formulation of effective policies and development programs, support practitioners, and improve the efficiency of collaborative governance to achieve development goals in Aceh Province.
Based on the literature review and the theoretical framework previously described, the research framework can be developed as illustrated in Figure 1 below.
As illustrated in Figure 1 above, the hypotheses of this research can be formulated as follows:
Hi: Collaborative Competency affects Innovative Governance
Hz: Innovative Governance affects Collaborative Governance
Нз: Collaborative Competency affects Collaborative Governance.
На: Innovative Governance mediates the effect of Collaborative Competency on
Collaborative Governance
3 RESEARCH METHODOLOGY
The population for this research comprises officials from 54 Provincial Government Working Agencies of Aceh Provincial Government, totaling 614 government officials from echelon 2 (Top Management), echelon 3 (Middle Management), and echelon 4 (Operational Management) levels. According to Sekaran and Bougie (2016), a population is a group of individuals or elements that researchers aim to investigate, sharing similar characteristics and forming a research universe from which conclusions can be drawn. To determine the sample size, Yamane's (1973) traditional statistical method will be employed, resulting in a sample of 242 government officials.
Data for this research was obtained through questionnaires and analyzed using Structural Equation Modeling (SEM). SEM is ideal for this study due to its ability to analyze complex relationships between observed and latent variables simultaneously. It accounts for measurement errors, ensuring more accurate and reliable results. Additionally, SEM can model both direct and indirect effects, essential for understanding the mediating role of innovative governance. Its robust model fit indices further validate the proposed model, making SEM the best method for this research.
Referring to the proposed model in this research, the SEM regression equations describing the relationships between the variables can be mathematically formulated as follows:
a. Direct effect:
... (1)
... (2)
... (3)
b. Indirect effect:
... (4)
Where COG is collaborative governance, ING is innovative governance, COC is
competent governance, a is the estimation of each variable, and & is the structural error term.
3.1 ETHICAL APPROVAL AND CONSENT TO PARTICIPATE
Ethical approval for this study was secured verbally from officials representing 54 Provincial Government Working Agencies of the Aceh Provincial Government. This research complies with the ethical principles established in the Declaration of Helsinki.
Informed consent for participation in the study was obtained verbally from all participants. This consent process ensured that participants were fully aware of the research objectives, procedures, potential risks, and benefits before agreeing to participate.
4 RESULTS AND DISCUSSION
4.1 DESCRIPTIVE CHARACTERISTIC OF RESPONDENTS
This section details the characteristics of the respondents based on various factors including gender, age, level of education, job rank/class, echelon, and average monthly income. A comprehensive overview of the respondents is provided in the table 1 below.
The findings revealed that male respondents outnumbered female respondents, with 153 males (63.2%) compared to 89 females (36.8%). The majority of respondents, 132 individuals (54.5%), were aged between 46 and 55 years, followed by those aged 36 to 45 years. Regarding educational attainment, most respondents held a Master's degree, accounting for 168 individuals (69.4%), while 41 individuals (16.9%) held a Bachelor's degree, and 33 individuals (13.7%) held a Doctoral degree.
In terms of rank, the 4th echelon was the most dominant, with 169 respondents (69.8%), followed by 73 respondents (30.2%) in the 3rd echelon. Observing the income levels, the majority of respondents, 117 individuals (48.3%), earned between 6,000,000 and 8,500,000 IDR. The remaining respondents, 51.7%, earned below 6,000,000 IDR.
4.2 NORMALITY TEST
The results of the Normality Test in this study can be seen in Table 2 below.
The result of the normality test indicates that the data in the range of 2.58 are normally distributed. The table 2 reveals that the data distribution lies between +/-2.58 range.
4.3 DESCRIPTIVE STATISTICS
Overall, as shown in Table 3, the collaborative competency, innovative governance, and collaborative governance of public officials at the Governance Working Unit in the Provincial Government of Aceh can be considered "good." This assessment is based on the average descriptive value being greater than 3.39 (73.39), which meets the statistically established requirement.
4.4 MEASUREMENT MODEL
The results of data processing for confirmatory factor analysis for all constructs in this study are shown in Table 4 below.
The maximum acceptable loading factor is 0.5. If the loading factor value is greater than 0.5, construct validity is met; otherwise, constructs with loading factors less than 0.5 must be excluded from the analysis (Ghozali, 2013). Based on the results in the table above, all indicators, except for CG3.3 and CG3.4, meet the requirements for inclusion in the subsequent data processing stage, specifically the structural equation modeling analysis, because their loading factor values exceed 0.5. Thus, indicators CG3.3 and CG3.4 must be excluded from the structural equation modeling analysis.
4.5 MULTICOLLINEARITY TEST
The results in Table 5 above show that there is no correlation between variables, indicating the absence of multicollinearity. This is evidenced by the tolerance values being greater than 0.1 (> 0.1) and the VIF values being less than 10 (< 10).
4.6 STRUCTURAL EQUATION MODELING (SEM) ANALYSIS
The full model Structural Equation Model (SEM) analysis was conducted following the confirmatory factor analysis of the indicators forming the latent variables. This comprehensive SEM model analysis involved performing both conformity tests and statistical tests. The results of the data processing for the full SEM model analysis are presented in Figure 2 below.
The overall model test results using the y2 test (chi-square) yielded a value of 1222,221 and a CMIN DF of 3,492 with a p-value of 0.000, as shown in the table above. Similarly, the RMSEA value of 0.088 is still above the threshold value of 0.08. The aforementioned structural model also demonstrates that the values of GFI (0.784), AFGI (0.750), TLI (0.872), and CFI (0.882) do not meet the Goodness of Fit Test criteria, as these values are still below the cut off value (> 0.90). Therefore, the model must be modified by removing indicators with a loading factor of less than 0.5, namely CG3.3 and CG3.4. Following figure 3 is a structural model after indicators have been removed.
4.7 STRUCTURAL EQUATION MODEL (SEM) TEST RESULTS
To see the feasibility of the model or the suitability of the model, a full model test is carried out with SEM. The picture above shows that the structural model does not meet the criteria for the Goodness of Fit Test. For details, see the following table 6.
The entire model testing utilizing the 2 tests (chi-square) yielded a value of 826,569 and a CMIN DF of 1,764 with a p-value of 0.040, as seen in the table above. Similarly, the RMSEA value is 0.074, which is below the cutoff threshold of 0.08. The aforementioned structural model also demonstrates that the values of GFI (0.932), AFGI (0.903), TLI (0.917), and CFI (0.924) pass the Goodness of Fit Test, as these values are more than the cutoff value (> 0.90).
Thus, it may be inferred that the model in this study fits the data, allowing it to proceed to the next step of analysis.
4.8 HYPOTHESIS TESTING RESULTS
Hypothesis testing was conducted at a significance level of 0.05 using the t-value. In the AMOS program, the t-value is the Critical Ratio (CR) value. If the value of CR> t/2 (1.96), or P-value Sig. (1%, 5%, or 10%), then the research hypothesis (Ha) is not rejected (accepted) and rejects HO, and vice versa if the CR value t/2 or P-value > Sig, then Ha is rejected and accepts Но. The outcomes of hypothesis testing using run data and AMOS are shown in the table 7 below.
The table demonstrates that the effect of exogenous variables on endogenous variables is statistically significant. Specifically, the influence of collaborative competency on innovative governance has an estimated value of 0.777 at a significance level of 0.001. This value 1s below the p-value threshold of 0.05, indicating statistical significance. Additionally, the positive standard error is 0.47, and the CR value is 16.683, which exceeds the cutoff value of 1.96. Moreover, the effect of innovative governance on collaborative governance has an estimated value of 0.375 at a significance level of 0.038. This value also falls below the p-value threshold of 0.05. The positive standard error is 0.181, and the CR value is 2.073, which is above the cutoff value of 1.96. Furthermore, the estimated value of the effect of collaborative competency on collaborative governance is 0.423 at a significance level of 0.003. This value is less than the p-value threshold of 0.05, indicating significance. The positive standard error is 0.144, and the CR value is 2.93, surpassing the cutoff value of 1.96. This analysis is crucial for determining the magnitude of the direct or indirect effects of exogenous variables on endogenous variables, highlighting the importance of collaborative competency and innovative governance in enhancing collaborative governance.
The direct and indirect effects of each exogenous variable on endogenous variables are depicted in the following table 8 and 9.
The table above indicates the relationships between collaborative competency, innovative governance, and collaborative governance. The direct effects are as follows: collaborative competency has a substantial impact on innovative governance with a coefficient of 0.960, on collaborative governance with a coefficient of 0.557, and innovative governance influences collaborative governance with a coefficient of 0.400. Additionally, there is an indirect effect of collaborative competency on collaborative governance, quantified as 0.384. This indirect effect is calculated by multiplying the direct effect of innovative governance on collaborative governance (0.400) with another relevant coefficient.
Innovative governance acts as a mediator in the relationship between collaborative competency and collaborative governance. Our findings suggest that innovative governance fully mediates this relationship, highlighting its crucial role in enhancing collaborative efforts within public organizations. This mediation implies that to achieve effective collaborative governance, fostering innovative governance practices is essential. The significance of collaborative competence has been well-recognized among scholars and practitioners. Our study's results underscore that innovative governance is a key factor in translating collaborative competence into effective collaborative governance. This has important implications for public organizations, particularly in the context of e-governance. By enhancing strategic collaboration, government organizations can better prioritize, plan, implement, and evaluate e-governance initiatives. Addressing gaps in coherence and cohesiveness among government officials, as noted by Pandey & Suri (2020), can significantly improve transparency, accountability, and efficiency.
Furthermore, fostering increased knowledge sharing among officials, as highlighted by Bertot et al. (2012) and Chun et al. (2012), can drive better performance across involved organizations. This strategic approach to collaboration can lead to more effective governance outcomes, enhancing the overall functioning and service delivery of public sector organizations.
Collaborative governance facilitates operations within multi-organizational settings to achieve e-governance objectives (McGuire, 2006). Work carried out collaboratively can result in faster, more effective, and more efficient completion. Ettlie and Pavlou (2006) and Pavlou and El Sawy (2011) identify three dimensions of collaboration competence in technology-based product development for public organizations: absorptive capacity, coordination ability, and integrative ability. This study adopts their framework for public organizations. Absorptive capacity refers to an organization's ability to recognize, assimilate, and apply new information or knowledge from external sources, including public or private organizations, citizens, and collaborating partners (Cai et al., 2014; Cohen and Levinthal, 1990; Malhotra et al., 2005). Coordination ability involves organizing and deploying tasks, resources, and activities within functional capabilities such as managerial, technological, and customer-oriented processes (Cai et al., 2014; Danneels, 2002; Klievink and Janssen, 2014; Pavlou and El Sawy, 2011). Integrative ability is the capacity to incorporate new knowledge into functional capabilities by collectively contributing, representing, and linking individual inputs (Adeniran and Johnston, 2016; Pavlou and El Sawy, 2011).
Effective collaboration within and across government agencies is crucial for addressing the complex challenges faced by governments globally (Pardo et al., 2011). Developing capabilities specifically for building strategic alliances through collaboration is essential for enhancing competencies (Kumar and Banerjee, 2012; 2017; Navickas and Mykolaityte, 2010). Despite the recognized importance of efficiently utilizing resources and competencies, collaborative efforts are still infrequent in government organizations (Likhi, 2010; Suri, 2014). Elaborating further, collaborative competence involves the ability to effectively work together, sharing knowledge, skills, and resources to achieve common goals. This includes not just departmental within a single organization, but also inter-organizational collaboration across different government agencies and even with private sector partners. Innovative governance refers to the adoption of new technologies, processes, and policies to improve the efficiency and effectiveness of government operations. It requires a willingness to embrace change and the ability to manage the risks associated with innovation. Collaborative governance, on the other hand, involves the mechanisms and processes through which diverse stakeholders, including government agencies, private sector partners, and the public, come together to make decisions and solve problems collectively.
In government organizations, these forms of collaboration are often hindered by bureaucratic inertia, siloed operations, and a lack of incentives for cooperation. Overcoming these barriers requires a cultural shift towards valuing collaboration, along with structural changes to facilitate easier communication and resource sharing between different entities. Additionally, training and development programs aimed at building collaborative skills among government employees can help foster a more cooperative environment. The effective use of collaboration can lead to more innovative solutions, better resource management, and ultimately, improved public services.
5 CONCLUSION AND PRACTICAL IMPLICATION
This research explored the relationship between collaborative competencies, innovative governance, and collaborative governance within the government agencies of Aceh Province, Indonesia. The findings indicate that innovative governance significantly mediates the relationship between collaborative competencies and collaborative governance. Specifically, the results show that collaborative competencies directly impact innovative governance, which in turn positively influences collaborative governance. This underscores the importance of fostering collaborative skills among government officials to enhance governance structures. Furthermore, the study highlights that collaboration within government agencies can lead to more effective, efficient, and transparent public administration. The adoption of innovative governance practices, facilitated by strong collaborative competencies, is essential for improving the quality of public services and achieving development goals in Aceh Province.
The research underscores the critical role of innovative governance in bridging the gap between collaborative competencies and effective governance. By integrating innovative practices, government agencies can better coordinate and integrate new knowledge, leading to improved policy outcomes and enhanced public trust. The study also emphasizes that collaboration is not merely a function of working together but involves the strategic alignment of skills, knowledge, and resources to address complex public issues. Overall, the findings suggest that a focus on developing collaborative competencies and embracing innovative governance can significantly improve the performance and accountability of government agencies in Aceh Province.
The implications of this research for policymakers and government officials are profound. First, there is a need to invest in comprehensive training programs that enhance collaborative competencies among government employees. These programs should focus on team-building, inter-departmental communication, and strategic collaboration skills. Such training will equip officials with the necessary skills to work effectively within and across departments, fostering a culture of collaboration that is essential for innovative governance. Second, government agencies should implement technological solutions that facilitate collaboration and information sharing. This includes the adoption of e-governance platforms that enable seamless communication and coordination among different departments and stakcholders. By leveraging technology, government agencies can enhance transparency, accountability, and efficiency in their operations. Third, fostering partnerships with external stakeholders, including the private sector and civil society, can provide valuable insights and resources that aid in the development of innovative solutions to public issues. Regular feedback mechanisms from these stakeholders can help in fine-tuning collaborative strategies and ensuring their effectiveness. Lastly, performance evaluation metrics should be revised to emphasize collective achievements over individual departmental successes, thereby promoting a holistic approach to governance that aligns with the goals of collaborative governance. By focusing on these areas, government agencies in Aceh Province can improve their governance practices, leading to better public service delivery and increased public trust.
6 LIMITATION AND RECOMMENDATION
Despite its contributions, this study has several limitations that warrant consideration. First, the research is geographically limited to Aceh Province, which may restrict the generalizability of the findings to other regions with different socio-political contexts. Future research could expand the scope to include multiple provinces or even different countries to compare and validate the findings across diverse settings. Second, the study relies on self-reported data, which may be subject to bias or inaccuracies. Incorporating objective measures or triangulating with other data sources could enhance the robustness of future studies. Additionally, the cross-sectional nature of the research limits the ability to infer causality. Longitudinal studies are recommended to better understand the dynamic relationships between collaborative competencies, innovative governance, and collaborative governance over time.
Furthermore, this research focused primarily on government agencies without exploring the role of external stakeholders such as private sector partners, non-governmental organizations, and community groups. Future research should consider these external factors to provide a more comprehensive view of collaborative governance. Another potential area for further investigation is the exploration of specific types of innovative governance practices and their differential impacts on various dimensions of collaborative governance. Lastly, examining the influence of cultural, organizational, and leadership factors could offer deeper insights into the mechanisms that drive effective collaboration within government settings. Addressing these limitations and expanding the research scope will contribute to a more nuanced understanding of the complex interplay between collaborative competencies, innovative governance, and collaborative governance.
DATA AVAILABILITY STATEMENT
The data that support the findings of this study are available from the corresponding author, [M. A. D], upon reasonable request.
AUTHOR CONTRIBUTIONS
Muslim A. Djalil: Conceptualization, Methodology, Writing - Original Draft, Supervision, Project Administration, Funding Acquisition.
Syafruddin Chan: Data Curation, Formal Analysis, Visualization, Writing - Review & Editing.
Teuku Roli Ilhamsyah Putra: Investigation, Resources, Validation, Writing - Review & Editing.
Mirza Tabrani: Questionnaire Design and Data Gathering.
Maulidar Agustina: Software, Data Curation, Writing - Review & Editing, Project Administration.
ACKNOWLEDGEMENT
We gratefully acknowledge the Institute for Research and Community Service (LPPM) of Universitas Syiah Kuala (USK) for the generous research grant awarded under the "Penelitian Professor" scheme in 2024.
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