Paradoks Inovasi vs Aversi Risiko: Manajemen Risiko Bappelitbangda dalam Mendorong Keberlanjutan Inovasi Daerah
DOI:
https://doi.org/10.31004/joecy.v6i1.8679Keywords:
Public sector innovation, risk management, organizational paradox, bureaucratic culture, Bappelitbangda.Abstract
The phenomenon of complexity in implementing innovation in the public sector is often confronted with a paradox between the drive to create breakthroughs and the risk-averse tendencies inherent in public bureaucracy. This study aims to examine the paradox between the regional innovation mandate and risk management practices at the Regional Development Planning, Research, and Innovation Agency (Bappelitbangda) of Sukabumi Regency. A qualitative-descriptive approach using a case study method was employed, complemented by expert judgment to determine the likelihood and impact scales of risks in accordance with BPKP Regulation No. 4 of 2021, which refers to the implementation of ISO 31000:2018. The main findings indicate that out of 121 identified risks, 80 risks are categorized as operational and compliance risks, such as data delays, weak coordination, and administrative inconsistencies, while only 15 risks are explicitly related to strategic innovation risks. The internal control system has proven effective in reducing inherent risks to residual risks at an acceptable level (dark green zone). However, this effectiveness creates a paradox: the organization becomes highly proficient at avoiding minor errors, yet potentially faces greater risks in the form of stagnation and an inability to adapt.
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