PUBLIC SERVICE INNOVATION STUDY AT THE INVESTMENT AND ONE-STOP INTEGRATED SERVICE OFFICE OF KENDARI CITY AND KONAWE REGENCY
DOI:
https://doi.org/10.18623/rvd.v23.n1.4271Palabras clave:
Public Service Innovation, Innovation Process, Innovation Sustainability, Innovation Models, Public Service MallResumen
This study aims to comparatively analyze the processes, sustainability, and models of public service innovation at the Investment and One-Stop Integrated Service Offices (DPMPTSP) in Kendari City and Konawe Regency. Employing a descriptive qualitative approach, data were gathered through in-depth interviews, field observations, and documentation, and analyzed using the interactive model developed by Miles, Huberman, and Saldaña. The findings reveal that Kendari City adopts a top-down innovation strategy driven by regulatory compliance and digital system integration, exemplified by OSS RBA and Sicantik Cloud. In contrast, Konawe Regency pursues need-based innovation through adaptive and participatory approaches. Innovation sustainability in both regions is supported by integrated management systems, progressive policies, transformational leadership, community involvement, and strengthened resource capacity. The identified innovation models comprise five categories: product, process, policy, service method, and system innovations, as conceptualized by Efendi et al. (2022). The study focuses on the implementation of the Public Service Mall (MPP) as the central service platform in both areas. These findings contribute to the theoretical development of public sector innovation in local contexts and offer practical insights for regional governments in designing inclusive, efficient, and sustainable innovation strategies.
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