Title:
Understanding Collaboration Stagnation in Developing-Country State-Owned Enterprise: A Study Using an Asymmetric Power Mapping Instrument

Authors:
Yulia Wijayanti, Reza Fathurrahman, Indonesia

Abstract:

This article examines the case of Nizam Zachman Oceanic Fishing Port (NZOFP) to improve our understanding of how power asymmetry evolves and undermines collaboration in a publicly state-owned enterprise (Public SOE) setting jointly governed by two institutionally distinct entities. By applying Molinengo’s (2022) Flows of Power framework, ten key micro-components of interaction order were analyzed to identify the causes of collaboration stagnation and ineffective operations. Findings reveal a persistent disconnect between designed interaction order (formal agreements, MoUs, delegation schemes) and emergent interaction order (unilateral adaptation, role substitution, informal governance). This study introduces a governance redesign through a Public Service Agency (PSA) transformation. PSA is not proposed as a normative ideal, but is analytically identified as the most suitable institutional form given NZOFP’s current governance conditions. Under the PSA model, the port remains under state ownership while gaining greater operational and financial flexibility to manage services and coordination among stakeholders. This arrangement enables a more balanced distribution of authority, improves integration across policy and service agendas, and allows limited funding autonomy without undermining public accountability.

DOI: https://doi.org/10.51505/IJEBMR.2026.1006