Keywords
institutional transition
knowledge discontinuity
organisational memory
administrative capacity
How to Cite
Abstract
This study examines institutional transition as an administrative reform challenge, focusing on how Indonesia’s population-bureaucracy reorganisation from BKKBN to the Ministry of Population and Family Development (Kemendukbangga) generates knowledge discontinuity. A qualitative descriptive-analytic case study was conducted at the Kemendukbangga/BKKBN Provincial Representative of Bengkulu. Data came from semi-structured interviews with three purposively selected key informants, direct observation of three organisational units, and analysis of strategic, performance, and data-management documents. The data were triangulated and thematically coded using NVivo. Authority restructuring, revised coordination lines, and new data-management protocols compress staff adaptation time while existing workflows must continue. Staff rotation intensifies this disruption because tacit procedural knowledge is lost where formal handover and knowledge-retention systems are absent. The single-case design, three leadership-level informants, and ongoing institutional transition limit broader generalisation. The study positions transition management as a distinct dimension of administrative capacity relevant to sub-national bureaucracies undergoing reorganisation. It integrates organisational memory theory with Indonesia’s population-bureaucracy transition to explain how reform processes can produce knowledge loss.
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