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"Penelitian ini menganalisis penerapan pengendalian intern, kebijakan akuntansi, dan tata cara pengelolaan Aset Takberwujud ATB di Kementerian Riset, Teknologi, dan Pendidikan Tinggi Kemenristekdikti . Analisis dilakukan dengan membandingkan kondisi penerapan pengendalian intern, kebijakan akuntansi ATB, pengelolaan ATB dengan kerangka Committee of Sponsoring Organizations of Treadway Commission COSO dan Buletin Teknis Nomor 17 Tahun 2014 tentang Akuntansi Aset Tak Berwujud Berbasis Akrual. Penelitian ini menggunakan metodologi penelitian kualitatif dengan pendekatan studi kasus. Hasil penelitian menunjukkan terdapat kelemahan penerapan pengendalian intern pada komponen penilaian risiko dan kelemahan pada pengakuan dan pengukuran ATB. Hasil penelitian menyarankan Kemenristekdikti menyusun kebijakan penerapan lima komponen Sistem Pengendalian Intern SPI , manajemen risiko, membentuk tim untuk memberikan rekomendasi pengakuan dan pengukuran ATB, dan melakukan inventarisasi ATB.

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This research analyzes implementation of internal control, accounting policy, and intangible procedure management in Ministry of Research, Technology, and Higher Education. This analysis is done by comparing condition of internal control implementation and accounting policy with framework of Committee of Sponsoring Organizations of Treadway Commission COSO and Technical Bulletin of Government Accounting Standards Number 17 about The Accrual Based Accounting of Intangible Assets. This research uses qualitative methodology with case study approach.

The research results show that implementation weakness of internal control in the risk assessment and implementation weakness of intangible assets in the recognition and measurement. The results of research suggest Ministry of Research, Technology, and Higher Education should set policies of five internal control components, risk management, establish a team for giving recommendation of intangible assets acquisition and measurement, and inventorying intangible assets."

"[Terpisahnya kelembagaan pengelolaan riset, teknologi dan inovasi dengan institusi pendidikan tinggi dianggap sebagai salah satu penyebab lemahnya hilirisasi produk dari hasil litbang; dan peningkatan daya saing bangsa. Tesis inimenganalisis perubahan strategis penggabungan Kementerian Riset dan Teknologi (Kemenristek) dan Direktorat Jenderal Pendidikan Tinggi (Ditjen Dikti) menjadi Kementerian Riset, Teknologi dan Pendidikan Tinggi (Kemenristekdikti) dansekaligus menganalisis tipe perubahan tersebut. Metode penelitian yang digunakan adalah kualitatif deskriptif dengan pendekatan post-positivis. Hasil analisis menunjukkan bahwa perubahan strategis nampak pada proses bisnis Kemenristekdikti. Tantangan yang dihadapi dalam perubahan tersebut yaitu : kekurangan SDM tenaga penunjang, revitalisasi koordinasi LPNK dan perguruan tinggi, penyelarasan program dan konsolidasi anggaran serta perubahan kultur dan tupoksi organisasi dari kementerian non teknis (klaster III) menjadi kementerian teknis (Klaster II). Dikaji dari The Drivers Of Change dan strategiperubahan yang dilaksanakan, perubahan ini baru bersifat transisional. Untuk mensukseskan perubahan, disarankan dengan membentuk tim analisis perubahan untuk mengevaluasi pra dan pasca perubahan serta kesesuaian kinerja yang diharapkan. Saran lain untuk mengatasi tantangan yang dihadapi meliputi: 1) optimalisasi SDM meliputi penyusunan regulasi tupoksi individu, standar penilaian kinerja, dan pengaturan hak dan kewajiban pegawai, 2) penyusunan kebijakan pengaturan pendidikan tinggi dengan model skenario ‘kepentingan publik’ dalam perguruan tinggi, 3) sinergi regulasi universitas-LPNK-industri, 4) sinkronisasi anggaran dan program melaui trilateral meeting stakeholders, 4)perencanaan, monitoring, evaluasi dan pelaporan yang terintegrasi teknologi sistem informasi dan 5) manajemen pengetahuan yang didesain dengan memobilisasi kapitalisasi pengetahuan untuk menjamin kesuksesan proses bisnisKemenristekdikti.

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Institutional separation of the management of research, technology and innovation with the higher education institution is considered as one of the causes of the weakness in downstream product resulted from research and development and improving the competitiveness of the nation. This thesis analyzes the strategic change merging the Ministry of Research and Technology (Kemenristek) and the Directorate General of Higher Education (Ditjen Dikti) to the Ministry of Research, Technology and Higher Education (Kemenristekdikti) and simultaneously analyze the types of changes. The method used is descriptive qualitative post-positivist approach. The analysis showed that the apparent

strategic change in business processes within Kemenristekdikti. Challenges faced in these changes are: a shortage of human resources supporting staff, revitalization of LPNK coordination with colleges and universities, harmonization of program and consolidation of budget as well as culture change and organizational duties of the ministry of non-technical (cluster III) into the technical ministries (Cluster II). Consulted by The Drivers Of Change and strategy changes are implemented, the new transitional changes. To achieve change, it is advisable to form a team to evaluate the analysis of changes in preand post-change as well as the suitability of the expected performance. Another

suggestion to address the challenges include: 1) the optimization of human resources includes preparation of regulatory duties of individuals, assessment standards of performance, and setting the rights and obligations of employees, 2) development of policies setting higher education with modeling scenarios 'public interest' in college, 3) synergy regulation of university-LPNK-industry, 4) synchronization of budgets and programs through the trilateral meeting of stakeholders, 4) planning, monitoring, evaluation and reporting of the integrated technologies of information systems and 5) knowledge management which is

designed to mobilize the knowledge capitalization to ensure upon the success of business processes Kemenristekdikti., Institutional separation of the management of research, technology and

innovation with the higher education institution is considered as one of the causes

of the weakness in downstream product resulted from research and development;

and improving the competitiveness of the nation. This thesis analyzes the strategic

change merging the Ministry of Research and Technology (Kemenristek) and the

Directorate General of Higher Education (Ditjen Dikti) to the Ministry of

Research, Technology and Higher Education (Kemenristekdikti) and

simultaneously analyze the types of changes. The method used is descriptive

qualitative post-positivist approach. The analysis showed that the apparent

strategic change in business processes within Kemenristekdikti. Challenges faced

in these changes are: a shortage of human resources supporting staff,

revitalization of LPNK coordination with colleges and universities, harmonization

of program and consolidation of budget as well as culture change and

organizational duties of the ministry of non-technical (cluster III) into the

technical ministries (Cluster II). Consulted by The Drivers Of Change and

strategy changes are implemented, the new transitional changes. To achieve

change, it is advisable to form a team to evaluate the analysis of changes in preand

post-change as well as the suitability of the expected performance. Another

suggestion to address the challenges include: 1) the optimization of human

resources includes preparation of regulatory duties of individuals, assessment

standards of performance, and setting the rights and obligations of employees, 2)

development of policies setting higher education with modeling scenarios 'public

interest' in college, 3) synergy regulation of university-LPNK-industry, 4)

synchronization of budgets and programs through the trilateral meeting of

stakeholders, 4) planning, monitoring, evaluation and reporting of the integrated

technologies of information systems and 5) knowledge management which is

designed to mobilize the knowledge capitalization to ensure upon the success of

business processes Kemenristekdikti.]"

"Pangkalan Data Pendidikan Tinggi PDDIKTI adalah basis data yang menghimpun data pendidikan tinggi dari setiap perguruan tinggi di Indonesia. PDDIKTI dikelola oleh Pusat Data dan Informasi Kementerian Riset, Teknologi dan Pendidikan Tinggi. Layanan PDDIKTI Feeder dikembangkan untuk memfasilitasi Perguruan Tinggi mengumpulkan datanya. Penelitian ini menganalisis faktor-faktor yang memengaruhi penerimaan PDDIKTI Feeder di Perguruan tinggi. Technology Acceptance Model TAM dan variable-variabel eksternalnya digunakan untuk melakukan penelitian ini. Variabel-variabel eksternal yang dikembangkan antara lain: Service Quality, User Training, Social Influence, Self Efficacy, Information Quality, Facilitating Condition, dan Compatibility. Structural Equation Modeling SEM digunakan untuk menganalisis data yang dikumpulkan dari 248 responden. Hasil menunjukkan bahwa variabel-variabel yang mempunyai pengaruh signifikan terhadap variabel lain. Diantaranya adalah Social Influence terhadap Intention to Use dan Perceived Usefulness, Information Quality terhadap Perceived Ease of Use dan Perceived Usefulness, User Training terhadap Perceived Ease of Use, Compatibility terhadap Perceived Ease of Use, Facilitating Condition terhadap Intention to Use, Self Efficacy terhadap Perceived Ease of Use dan Service Quality terhadap Perceived Usefulness. Di sisi lain, beberapa variabel tidak memiliki pengaruh signifikan. Diantaranya adalah Service Quality terhadap Perceived Ease of Use, Compatibility terhadap Perceived Usefulness, Facilitating Condition terhadap Perceived Ease of Use, dan Self Efficacy terhadap Perceived Usefulness.

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Pangkalan Data Pendidikan Tinggi PDDIKTI is a centralized database that collects data from all higher education institutions in Indonesia. PDDIKTI is managed by Data and Information Center at theMinistry of Research, Technology and Higher Education. PDDIKTI Feeder Services aredeveloped to facilitate universities collecting their data. This study analyzes factors affecting the acceptance of PDDIKTI Feeder Services athigher education institutions. The Technology Acceptance Model TAM and its external variables are used to conduct this research. The external variables are Service Quality, User Training, Social Influence, Self Efficacy, Information Quality, Facilitating Condition, and Compatibility. Structural Equestion Modeling SEM is used to analyze data collected from 248 respondents. The results show some variables that have significant influence on other variables. These are Social Influence to the Intention to Use and Perceived Usefulness, Information Quality to the Perceived Ease of Use and Perceived Usefulness, User Training to the Perceived Ease of Use, Compatibility to the Perceived Ease of Use, Facilitating Condition to the Intention of Use,Service Qualityto the Perceived Usefulness, and finally Self Efficacy to the Perceived Ease of Use. On the other hand, some variables have no significant influence. These are Service Quality to the Perceived Ease of Use, Compatibility to the Perceived Usefulness, Facilitating Condition to the Perceived Ease of Use, and Self Efficacy to the Perceived Usefulness."

"ABSTRAKIdGov-CSIRT melaporkan bahwa selama kurun waktu tahun 2015 terdapat 1.811 insiden keamanan informasi pada sistem informasi milik pemerintah domain go.id . Data tersebut menunjukkan bahwa pemanfaatan TI di lingkungan pemerintahan terutama yang menggunakan domain go.id masih tidak aman dan rentan terhadap serangan. Berdasarkan kondisi tersebut, maka perlu adanya kontrol untuk mengurangi risiko keamanan informasi. Kementerian Riset, Teknologi dan Pendidikan Tinggi Kemenristekdikti memiliki 40 sistem informasi berbasis web dengan domain go.id yang digunakan untuk mendukung operasional unit kerja, sehingga pemanfaatan TI di Kemenristekdikti memiliki risiko dan rentan terhadap serangan keamanan informasi. Beberapa ahli menyatakan, keamanan informasi tidak hanya terkait permasalahan teknis saja, tetapi juga terkait dengan orang dalam hal ini pegawai yang berada di dalam internal organisasi. Ahli juga berpendapat bahwa ancaman terbesar keamanan informasi organisasi berasal dari pegawai organisasi tersebut. Hal ini disebabkan pegawai merupakan orang yang paling dekat dan setiap hari bersinggungan dengan data organisasi. Berdasarkan kondisi tersebut, penelitian ini bertujuan untuk mengukur tingkat kesadaran pegawai Kemenristekdikti terhadap keamanan informasi. Penelitian ini menggunakan variabel pengetahuan, sikap dan perilaku dari Knowledge, Attitude and Behaviour KAB model untuk mengukur tingkat kesadaran pegawai terhadap keamanan informasi. Hasil yang didapat pada penelitian ini adalah tingkat kesadaran pegawai Kemenristekdikti terhadap keamanan informasi berada pada tingkat baik. Berdasarkan ketiga variabel yang digunakan untuk mengukur kesadaran terhadap keamanan informasi, variabel perilaku berada pada tingkat sedang, sedangkan variabel pengetahuan dan sikap berada pada tingkat baik.

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ABSTRAKIdGov CSIRT reported that during the period of 2015 there were 1,811 incidents of information security at government owned information systems domain go.id . The data indicate that the use of IT in government, especially the use of domain go.id still insecure and vulnerable to attack. Under these conditions, neededcontrols to reduce the risk of information security. Ministry of Research, Technology and Higher Education Kemenristekdikti has 40 web based information systems with domain go.id used to support the unit operation, so that the use of IT in Kemenristekdikti at risk and vulnerable to security attacks information. Some experts said that information security is not only related to technical problems, but also related to the people in this case the employees who were in the internal organization. The expert also believes that the greatest threat comes from the organization 39 s information security employees of the organization. Because an employee is the closed person and daily contact with the organization 39 s data. Under these conditions, this study aims to measure the level of Kemenristekdikti employee rsquo s information security awareness. This study uses knowledge, attitudes and behavior variable from KAB models to measure the level of employees information security awareness. The results of this study is the level of Kemenristekdikti employee rsquo s information security awareness at a good level. Based on the three variables used to measure awareness of information security, behavioral variables are at the average level, while the variable knowledge and attitudes are at a good level."

"ABSTRAKDalam dunia organisasi dewasa ini, pengelolaan data dan informasi sudah menjadi kegiatan yang sangat penting dalam mendukung tercapainya tujuan organisasi. Sebagai Kementerian baru pada Pemerintahan Republik Indonesia, Kementerian Riset, Teknologi dan Pendidikan Tinggi Kemristekdikti merupakan organisasi yang juga memerlukan pengelolan data dan informasi yang baik. Pengelolaan data Ilmu Pengetahuan dan Teknologi Iptek , serta pengelolaan data Pendidikan Tinggi Dikti adalah tanggung jawab Kementerian ini. Sejauh ini, kebijakan tentang pengelolaan data tersebut masih dalam proses pembahasan, padahalpermasalahan-permasalahan terkait dengan data sudah seringkali bermunculan dan mengganggu kinerja organisasi. Kondisi ini mengharuskan Kemristekdikti untuk segera menerapkan kebijakan pengelolaan datadan informasi yang baik.Permasalahan data seringkali terjadi karena organisasi belum menerapkan data management yang efektif. Berdasarkan panduan Data Management Body of Knowledge DMBOK , fungsi data management terbagi ke dalam sepuluh komponen, satu komponen yang memegang peranan sangat penting bagi pelaksanaan komponen lainnya adalah data governance. Penelitian ini bertujuan untuk mengetahui rancangan struktur data governance berdasarkan panduan DMBOK sebagai referensi utama. Rancangan struktur yang disusun mengacu kepada penelitian tentang data governance sebelumnya yang terdiri atas tiga unsur, yaitu role, decision areadan responsibility. Selanjutnya hasil rancangan yang diperoleh disesuaikan dengan kondisi Kemristekdikti sehingga menjadi titik awal dalam pelaksanaan data governance di lingkungan Kemristekdikti.Hasil dari penelitian ini menunjukan bahwa panduan DMBOK bisa dipadukan dengan struktur data governance penelitian sebelumnya. Aktivitas data governance pada DMBOK dapat digunakan sebagai solusi awal dari permasalahan data yang terjadi. Harapannya, struktur data governance yang dirancang dapat diaplikasikan sehingga pelaksanaan data governance di Kemristekdikti dapat berjalan secara berkesinambungan.

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ABSTRACTCurrently, in organizational world, data and information management is very important activity to support organizational goal achievement. As new ministry of Indonesia Republic, Ministry of Research, Technology and Higher Education Kemristekdikti also requires good data and information management. Data management of science, technology and higher education is this ministry responsibility. In so far, policy of such data management is in discussion process indeed, frequently, so many problems related with data had arisen and disturbed organizational performance. Such condition resulted in the Ministry of Research, Technology and Higher Education should apply good data and information management. Frequently, data issues had occurred because organization had not applied effective data management. Based on data guidance of Data Management Body of Knowledge DMBOK , function of data management is divided into ten components which of very importantone and playing role is data governance.This research is aimed at knowing structural designing of data governance based on DMBOK guidance as principal reference.Structural designing having been set refer to research on previous data governance comprising three elements, those are role, decision area and responsibility. Subsequently, designing result having been obtained to be adjusted with condition of Ministry of Research, Technology and Higher Education and as starting point to implement data governance atMinistry of Research, Technology and Higher Education.This research result had indicated that DMBOK guidance may be combined with previous research on structure of data governance. Activity of data governance at DMBOK may be used as early solution from occurring data problem.Wishfully, the designed data governance structure may be applied, hence, implementation of data governance at Ministry of Research, Technology and Higher Education may be realized sustainably."

"Penerapan e-Government (e-gov) sudah menjadi kebutuhan yang tidak dapat dihindari di dalam organisasi publik pada saat ini. Masih banyak organisasi publik di Indonesia belum maksimal dalam menerapkan e-gov, disebabkan oleh keterbatasan kompetensi sumber daya manusia dan infrastruktur. Akan tetapi, data lengkap mengenai penerapan e-gov di Indonesia belum tersedia dengan sahih, sehingga pemerintah memandang perlu untuk melakukan pemeringkatan e-gov Indonesia (PEGI). Terdapat banyak model pemeringkatan e-gov selain PEGI antara lain United Nations E-government Survey dan Waseda University. Akan tetapi, semua model tersebut tidak secara holistik dengan pendekatan yang disampaikan David Darcy, yaitu menjadikan elemen politik sebagai salah satu dari delapan elemen yang diperhitungkan. Untuk itu, Pendekatan Darcy dipandang mampu mengakomodasi kondisi di Indonesia saat ini yang nuansa lingkungan politiknya perlu menjadi salah satu elemen yang diperhitungkan. Dalam melakukan analisa penelitian ini menggunakan pendekatan sistem dinamik.Hasil analisis menunjukan bahwa penerapan e-gov di ke tiga kementerian yang diteliti masih didominasi oleh elemen stakeholder dari ke depalan elemen Pendekatan Darcy. Disebabkan adanya perbedaan karakteristik ketiga kementerian tersebut, dinamika penerapan e-gov juga bervariasi. Pada Kementerian Koordinator Perekonomian, tingkat transparansi adalah elemen yang paling mendukung tingkat kepercayaan stakeholder yang dikikuti oleh elemenelemen lainnya. Pada Kementerian Keuangan, kompetensi pimpinan merupakan elemen yang dapat mendorong tingkat kepercayaan stakeholder. Kementerian Riset Teknologi dan Pendidikan Tinggi, kompetensi pimpinan dalam mengelola teknologi yang dengan melibatkan stakeholder secara maksimal, dimana dalam Pendekatan Darcy terdapat unsur yang penting yaitu dukungan politik yang dapat mempengaruhi terpotong atau tidaknya rantai transaksi dalam proses pelayanan ataupun birokrasi agar sesuai dengan filosofi e-government.

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E-Government implementation was needed in public organization. Today, many public organizations in Indonesia did not implement e-government because of the limitations of human resource competency and infrastructure. Beside it, there is no actual and valid data about e-gov implementation in Indonesia, so that Indonesia government saw the needs to rate Indonesia e-government through PEGI ?Pemeringkatan E-Government Indonesia?. There are many e-government rating survey models except PEGI, such as United Nations E-Government Survey and Waseda University. Nevertheless, all those models were not more holistic than Darcy Approach because Darcy's Approach enacted political environment as the important element besides the other seven elements. Political environment so relevant with Indonesia?s current situations. This study used dynamic system approach to analyze the data.

The findings of the study showed that from eight elements of Darcy's Approach, stakeholder dominated those three ministries on e-government. The differences were found based on the differences in characteristics of those three ministries. Beside it, the study found dynamics e-government implementation. In Coordinating Ministry for The Economy Affairs, transparency level gave maximum support for stakeholder element. In Ministry of Finance and Ministry of Research, Technology and Higher Education, leadership competency pushed the stakeholder element to e-government implementation. Political environment element in Darcy's Approach was one of important element to release transactional cost of public services process and in line with e-government objectives. "

"ABSTRAKMenurut Undang-undang No. 12 tahun 2012 tentang Pendidikan Tinggi Pasal 56, Pangkalan Data Pendidikan Tinggi (PD Dikti) merupakan kumpulan data penyelenggaraan pendidikan tinggi seluruh perguruan tinggi yang terintegrasi secara nasional. PD Dikti berperan penting dalam sistem penjaminan mutu pendidikan tinggi, yaitu berfungsi sebagai sumber informasi bagi lembaga akreditasi untuk melakukan akreditasi program studi dan perguruan tinggi; bagi pemerintah untuk melakukan pengaturan, perencanaan, pengawasan, pemantauan dan evaluasi serta pembinaan dan koordinasi program studi dan perguruan tinggi; dan bagi masyarakat untuk mengetahui kinerja program studi dan perguruan tinggi.Mengingat pentingnya PD Dikti tersebut, tersedianya data yang berkualitas pada PD Dikti menjadi salah satu target yang ingin dicapai Pusat Data dan Informasi Iptek Dikti, Kementerian Riset, Teknologi, dan Pendidikan Tinggi. Target pengelolaan PD Dikti tahun 2016 akan fokus pada kualitas data, yaitu bagaimana dapat menyediakan data yang berkualitas. Untuk itu, perlu adanya strategi untuk menjamin dan meningkatkan kualitas data pada PD Dikti.Berdasarkan hal tersebut, penelitian ini menyusun strategi untuk meningkatkan kualitas data pada PD Dikti. Untuk menyusun strategi tersebut dilakukan penilaian manajemen kualitas data saat ini, yaitu melalui penilaian terhadap dimensi kualitas data dan penilaian terhadap maturitas manajemen kualitas data. Langkah- langkah penelitian yang dilakukan meliputi identifikasi masalah, penilaian manajemen kualitas data, analisis kesenjangan untuk hasil penilaian maturitas manajemen kualitas data, analisis akar masalah untuk hasil penilaian dimensi kualitas data, dan menyusun strategi peningkatan kualitas data.Hasil penelitian ini adalah rekomendasi strategi peningkatan kualitas data pada PD Dikti. Strategi tersebut meliputi peningkatan proses pada 7 (tujuh) domain manajemen kualitas data, yaitu pendefinisian harapan/kebutuhan kualitas data, pengukuran dimensi kualitas data, penetapan kebijakan informasi, peningkatan tata kelola data, penetapan prosedur, perbaikan teknologi, dan pengelolaan kinerja. Rekomendasi tersebut diharapkan dapat digunakan sebagai acuan dalam melakukan program kualitas data pada PD Dikti.

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ABSTRACT

According to Law No. 12 of 2012 about Higher Education clause 56, Higher Education Database is a collection of higher education management data from all Indonesian universities that is integrated nationally. Higher Education Database plays an important role in the Quality Assurance System of Higher Education, which serves as a source of information for accrediting agencies to carry out accreditation of study programs; for the government to make arrangements, planning, supervision, monitoring and evaluation; and for the public to know the performance of the study program and universities. Clause 52 of the same Law also noted that the Higher Education Quality Assurance System is based on Higher Education Database.

Because of the importance of the Higher Education Database, availability of high quality data became one of the targets to be achieved by the Data and Information Center. One of the targets for the implementation of the Higher Education Database in 2016 is to focus on the quality of the data.

Therefore, it need strategies to ensure and improve the quality of data on Higher Education Database. Based on the above, this study recommends strategies for improving the quality of the data on Higher Education Database. To develop the strategy, the author assessed the current data quality management. Assessment of the current data quality management was done through an assessment of the dimensions of data quality and assessment of the maturity of data quality management. Research steps undertaken included problem identification, assessment of data quality management, gap analysis for maturity assessment of data quality management, root cause analysis for assessment of data quality dimensions, and formulation of strategy for improving data quality.

Results of this research include recommendation of data quality improvement strategy in Higher Education Database. The strategy includes improvement management in seven (7) data quality management domain, comprising of defining the expectations of dataquality, measurement of data quality dimension, establishment of information policy, improving data governance, establishment of procedures, technological improvements, and performance management. The recommendations are expected to be used as a reference in the data quality program on Higher Education Database."

"Penelitian ini bertujuan untuk menganalisis implementasi dan faktor-faktor yang mempengaruhi implementasi pengadaan elektronik di Kementerian Riset, Teknologi, dan Pendidikan Tinggi. Pengadaan barang/jasa merupakan salah satu bentuk pelayanan publik. Banyaknya kasus korupsi di sektor pengadaan menempatkan korupsi di sektor pengadaan barang dan jasa sebagai sektor yang paling rentan terhadap korupsi. Terkait hal tersebut, LKPP melakukan pembenahan administrasi melalui pengadaan barang/jasa secara elektronik (e-procurement). Penelitian ini menggunakan pendekatan post positivis dengan metode pengumpulan data melalui wawancara mendalam dengan 12 informan. Hasil penelitian ini menunjukkan bahwa dalam pelaksanaan e-procurement di Kementerian Riset, Teknologi, dan Pendidikan Tinggi berdasarkan tujuh prinsip pengadaan telah dilaksanakan dengan baik meliputi prinsip efisiensi dari segi waktu, biaya dan sumber daya manusia, efektif dalam proses tanya jawab, transparan dalam proses diskusi dan sanggahan serta komunikasi, terbuka dalam proses bertanya dan menjawab pertanyaan. informasi pengadaan, persaingan yang sehat antar penyedia, adil dalam melakukan pengadaan tanpa campur tangan pihak luar, dan akuntabel dalam hal pendokumentasian dan pengawasan yang telah dilakukan dengan baik. Selain itu, berdasarkan delapan faktor yang mempengaruhi pelaksanaan e-procurement antara lain kepemimpinan organisasi, perencanaan dan pengelolaan, kebijakan e-procurement, manajemen sumber daya manusia, peraturan perundang-undangan, standar implementasi, infrastruktur teknologi informasi dan web dan sistem e-procurement. Dari delapan faktor tersebut, ditemukan adanya kendala pada sistem pelaporan keuangan pengadaan yang belum tersinkronisasi dengan baik sehingga mengakibatkan tidak terpenuhinya laporan keuangan pengadaan dalam laporan tahunan Kemenristekdikti.

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This study aims to analyze the implementation and the factors that influence the implementation of electronic procurement in the Ministry of Research, Technology, and Higher Education. Procurement of goods/services is a form of public service. The number of corruption cases in the procurement sector places corruption in the goods and services procurement sector as the sector most vulnerable to corruption. Related to this, LKPP has made administrative improvements through the procurement of goods/services electronically (e-procurement). This study uses a post positivist approach with data collection methods through in-depth interviews with 12 informants. The results of this study indicate that in the implementation of e-procurement at the Ministry of Research, Technology, and Higher Education based on seven procurement principles, it has been implemented properly including the principles of efficiency in terms of time, cost and human resources, effective in the question and answer process, transparent in the discussion process. and objections and communication, open in the process of asking and answering questions. procurement information, fair competition between providers, fair in carrying out procurement without outside interference, and accountable in terms of documentation and supervision that has been carried out properly. In addition, based on eight factors that influence the implementation of e-procurement, including organizational leadership, planning and management, e-procurement policies, human resource management, laws and regulations, implementation standards, information technology infrastructure and web and e-procurement systems. Of these eight factors, it was found that there were obstacles in the procurement financial reporting system that had not been properly synchronized, resulting in the non-fulfillment of procurement financial reports in the Kemenristekdikti annual report."

"Penelitian ini bertujuan untuk menganalisis implementasi dan faktor-faktor yang mempengaruhi implementasi pengadaan barang secara elektronik di Kemenristekdikti. Pengadaan barang/jasa merupakan salah satu bentuk pelayanan publik. Jumlah kasus korupsi di sektor pengadaan menempatkan korupsi di sektor pengadaan barang dan jasa sebagai sektor yang paling rentan korupsi. Sehubungan dengan ini, LKPP melakukan reformasi administrasi melalui pengadaan barang/jasa secara elektronik (e-procurement). Penelitian ini menggunakan pendekatan post positivist dengan metode pengumpulan data melalui wawancara mendalam kepada 12 informan. Hasil penelitian ini menunjukkan bahwa dalam pelaksanaan e-procurement di Kemenristekdikti berdasarkan tujuh prinsip pengadaan sudah terlaksana dengan baik diantaranya prinsip efisien dari segi waktu, biaya dan sumber daya manusia, efektif dalam proses tanya jawab, transparan dalam proses diskusi dan menyanggah serta komunikasi, terbuka dalam informasi pengadaan, bersaing secara sehat antara penyedia, adil dalam melakukan pengadaan tanpa intervensi dari luar, dan akuntabel dari sisi dokumentasi dan pengawasan yang sudah terlaksana dengan baik. Selain itu berdasarkan delapan faktor-faktor yang mempengaruhi pelaksanaan e-procurement diantaranya kepemimpinan organisasi, perencanaan dan manajemen, kebijakan e-procurement, manajemen sumber daya manusia, peraturan perundang-undangan, standar pelaksanaan, infrastruktur teknologi informasi dan web dan sistem e-procurement. Dari delapan faktor tersebut, ditemukan kendala pada sistem laporan keuangan pengadaan yang belum tersinkronisasi dengan baik sehingga mengakibatkan tidak terpenuhinya laporan keuangan pengadaan dalam laporan tahunan Kemenristekdikti.

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This study aims to analyze the implementation and the factors that influence the successful implementation of electronic procurement at the Ministry of Research, Technology and Higher Education. Procurement of goods/services is a form of public service. The number of corruption cases in the procurement sector places the procurement as the most vulnerable sector to corruption. Therefore, the Government of Indonesia has carried out administrative reforms by adopting electronic procurement (e-procurement). This study uses a post-positivist approach with data collection methods through in-depth interviews with 12 informants. This study's results indicate that the implementation of e-procurement at the Ministry of Research, Technology and Higher Education has been carried out well, including the efficiency in terms of time, cost and human resources, and the effectiveness in the question-and-answer process. The study also found adequate transparency in the discussion, communication, and feedback process; the openness of the procurement information; fair competition among providers; free of outside intervention; and accountability of controlling and documentation. Furthermore, this study underlines factor that influences the implementation and found that the procurement financial reporting system had not been adequately synchronized, resulting in the non-fulfilment of the procurement financial reports in the Kemenristekdikti annual report"

"Badan Standar, Kurikulum, dan Asesmen Pendidikan (BSKAP) merupakan salah satu unit utama dalam struktur organisasi Kementerian Pendidikan, Kebudayaan, Riset, dan Teknologi (Kemendikbudristek), yang mempunyai tugas menyelenggarakan penyusunan standar, kurikulum, dan asesmen pendidikan serta pengelolaan sistem perbukuan. Dalam mendukung tugas dan fungsinya, BSKAP memiliki program pada rencana strategis organisasi untuk menerapkan manajemen pengetahuan (KM). Meskipun demikian, hingga saat ini penerapan KM belum terealisasi karena tidak yakin sepenuhnya mengenai kesiapan organisasi. Sehingga untuk mencapai keberhasilan perlu dilakukan pengukuran tingkat kesiapan penerapan KM di BSKAP. Penelitian ini menggunakan desain exploratory. Model penelitian ini dikembangkan berdasarkan penelitian sebelumnya dan hasil validasi pakar. Terdapat 22 faktor yang digunakan untuk mengukur tingkat kesiapan penerapan KM di BSKAP, yaitu motivasi (individu dan pimpinan), sumber daya manusia (SDM), komitmen (individu dan pimpinan), inovasi dan kreativitas, goodwill (pimpinan), integritas, performance expectancy, effort expectance, social expectancy, penghargaan, kebijakan, kepemimpinan, budaya organisasi, kerja sama, lingkungan, monitoring dan evaluasi, network, kesempatan, anggaran, change management, IT, dan sarana prasarana. Data dikumpulkan dari 382 pegawai BSKAP dan berdasarkan hasil perhitungan yang dilakukan, didapatkan nilai kesiapan penerapan KM di BSKAP adalah sebesar 80,6% atau masuk dalam level receptive menurut skala Rao. Level ini memiliki arti bahwa BSKAP telah siap dalam menerapkan KM, namun masih dapat melakukan peningkatan kesiapan menuju pada level optimal. Salah satu bentuk peningkatan kesiapan tersebut adalah melakukan pembenahan pada faktor sumber daya manusia.

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The Educational Standards, Curriculum and Assessment Agency (BSKAP) is one of the main units in the organizational structure of the Ministry of Education, Culture, Research, and Technology, which has the task of organizing the preparation of standards, curriculum, and educational assessments as well as the management of the bookkeeping system. In supporting its duties and functions, BSKAP has a program in the organization's Strategic Plan to implement knowledge management (KM). However, until now BSKAP has not realized it because it is not fully sure about the readiness of the organization. So that to achieve success, measurement of the level of readiness for the application of KM in BSKAP is carried out. This study uses an exploratory design. This research model was developed based on previous research and the results of expert validation. There are 22 factors used to measure the level of readiness to implement KM in BSKAP, namely motivation (individual and leadership), human resources (HR), commitment (individual and leadership), innovation and creativity, goodwill (leadership), integrity, performance expectancy, effort expectance, social expectancy, awards, policies, leadership, organizational culture, cooperation, environment, monitoring and evaluation, network, opportunity, budget, change management, IT, and infrastructure. Data were collected from 382 BSKAP employees and based on the results of calculations carried out, it was found that the value of readiness for implementing KM in BSKAP was 80.6% or included in the receptive level according to the Rao scale. This level means that BSKAP is ready to implement KM, but can still make improvements to the optimal level. One form of increasing readiness is to make improvements to the HR."