Digital Layering in the Family Information System (SIGA): Evidence from the BKKBN Representative Office of Bengkulu Province
DOI:
https://doi.org/10.58835/jspi.v6i2.740Keywords:
Digital layering, Family Information System, screen-level bureaucracy, digital transformation, workaroundAbstract
This study analyzes the phenomenon of digital layering in the use of the Family Information System (Sistem Informasi Keluarga/SIGA) at Kemendukbangga/BKKBN Representative Office of Bengkulu Province, focusing on how the gradual accumulation of digital systems shapes frontline bureaucratic work. Design/methodology/approach – A descriptive qualitative design was employed; data were collected through semi-structured in-depth interviews with purposively selected informants, observation, and documentation, and analyzed thematically using three dimensions of digital layering: complexity, fragmentation, and instability. Findings/results – SIGA operates within a stack of more than twenty digital systems and nine layered regulations. Digital layering manifests in complexity, as officials operate multiple interconnected systems simultaneously; fragmentation, as non-integrated data demand repeated entry and additional coordination; and instability, as system disruptions force officials to perform workarounds and digital repair work. Although SIGA attains full formal realization—managed in all ten districts/cities (100 percent, LAKIP 2023) with complete TI-network coverage—this uniform compliance conceals a substantial operational burden at the frontline, including server downtime, limited system literacy among field officers, and manual workarounds; the gap between formal achievement and operational reality thus reflects differences in organizational capacity to manage layered digital activities rather than technical failure. Research limitations/implications – As a single-case qualitative study, the findings are not statistically generalizable. Originality/value – This study is among the first to apply the digital layering concept to a developing-country public organization, showing that digitalization does not necessarily simplify bureaucratic work but may generate new layers of administrative burden.
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