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This study explores the implementation of Presidential Regulation No. 78 of 2021 on the transformation of BALITBANGTAN BPTP Bengkulu into the Center for the Implementation of Agricultural Instrument Standards (BPSIP). The organizational change involves restructuring, position adjustments, employee transfers, and changes in economic rights. The transition triggered mixed reactions among former BPTP researchers 47% chose to stay under the Ministry of Agriculture in BPSIP, losing their researcher status, while 53% moved to BRIN to maintain it. Using a qualitative approach, the study collected data through in-depth interviews with both groups, field observations, and document analysis. Findings reveal that resistance was driven by long-established organizational culture, job stability, and strong relationships at BPTP, while those accepting the change were motivated by career advancement opportunities at BRIN. The study highlights the need for effective change management, transparent communication, and job security to ensure successful institutional transformation and offers strategic insights for managing organizational change in government agencies.
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Copyright (c) 2025 Yayu Utami
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Implementation Of Presidential Regulation Number 78 of 2021 At The Institution Of Balitbangtan BPTP Bengkulu. (2025). The Manager Review, 7(1), 107–140. https://doi.org/10.33369/tmr.v7i1.41323
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Hallencreutz, J., & Turner, D. M. (2011). Exploring organizational change best practice: are there any clear‐cut models and definitions?. International Journal of Quality and Service Sciences, 3(1), 60-68.
Harrison, R., Fischer, S., Walpola, R. L., Chauhan, A., Babalola, T., Mears, S., & Le-Dao, H. (2021). Where do models for change management, improvement and implementation meet? A systematic review of the applications of change management models in healthcare. Journal of healthcare leadership, 85-108.
Haslam S., Pennington R. (2010). Reducing resistance to change and conflict: A key to successful leadership. Resource International, 1 (1), 3-11.
Helpap, S. (2016). The impact of power distance orientation on recipients’ reactions to participatory versus programmatic change communication. The Journal of Applied Behavioral Science, 52(1), 5-34.
Herscovitch L and Meyer JP (2002) Commitment to organisational change: Extension of a Three- Component Model. Journal of Applied Psychology 87: 474–487
Hopkin, P. (2018). Fundamentals of risk management: understanding, evaluating and implementing effective risk management. Kogan Page Publishers.
Hughes, M. (2007). The tools and techniques of change management. Journal of change management, 7(1), 37-49.
Islam, S. U., Malik, H. A., & Haider, G. (2020). Transformational leadership incorporating employee change acceptance in the banking sector: mediating effect of workplace spirituality. Global Regional Review, 2(2), 30-39.
Kalandia, A. (2022). Acceptance of change: Exploring factors of employee resistance to organizational change. Georgian Scientists, 4(4), 84-92.
Khaw, K. W., Alnoor, A., Al-Abrrow, H., Tiberius, V., Ganesan, Y., & Atshan, N. A. (2023). Reactions towards organizational change: a systematic literature review. Current Psychology, 42(22), 19137-19160.
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Klein, S. P., Spieth, P., & Söllner, M. (2024). Employee acceptance of digital transformation strategies: A paradox perspective. Journal of Product Innovation Management.
Kotter JP and Schlesinger LA (1979) Choosing strategies for change. Harvard Business Review 57: 106–114.
Kotter, J. P. (2007). Leading change: Why transformation efforts fail. In Museum management and marketing (pp. 20-29). Routledge.
Kötter, J., & Mainka, A. (2022). Implementing an Agile Change Process to Improve Digital Transformation in Higher Education Teaching. In International Conference on Digital Economy (pp. 80-93). Cham: Springer International Publishing.
Lewin K (1945) The research center for group dynamics at Massachusetts Institute of Technology. Sociometry 8: 126–136.
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