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In the public sector, New Public Management supports adopting private-sector managerial practices to enhance bureaucratic effectiveness, build continuous learning culture, and strengthen institutional capacity. In Indonesia, uptake remains limited in technical ministries such as Transportation: many staff lack understanding, training is not yet needs-based, and IDP/HCDP mechanisms are inconsistently applied. This mixed-method sequential explanatory study assesses institutional readiness and identifies gaps between formal readiness and operational effectiveness.",{"@graph":69,"@context":123},[70,84,106],{"@type":71,"itemListElement":72},"BreadcrumbList",[73,77,79,82],{"item":74,"name":75,"@type":76,"position":8},"https://docshare.wps.com","Home","ListItem",{"item":78,"name":9,"@type":76,"position":14},"https://docshare.wps.com/document/",{"item":80,"name":40,"@type":76,"position":81},"https://docshare.wps.com/document/research-report/",3,{"item":83,"name":65,"@type":76,"position":19},"https://docshare.wps.com/document/readiness-analysis-and-implementation-strategy-of-corporate-university-as-an-asn-training-and-learning-system-in-the-ministry-of-transportation/230584/",{"url":83,"name":65,"@type":85,"image":86,"author":91,"headline":65,"publisher":94,"fileFormat":97,"inLanguage":63,"description":67,"dateModified":98,"datePublished":99,"encodingFormat":97,"isAccessibleForFree":100,"interactionStatistic":101},"DigitalDocument",{"url":87,"@type":88,"width":89,"height":90},"https://docshare.wps.com/thumbnails/readiness-analysis-and-implementation-strategy-of-corporate-university-as-an-asn-training-and-learning-system-in-the-ministry-of-transportation/230584.png","ImageObject",300,407,{"name":92,"@type":93},"\tCallum ","Person",{"url":74,"name":95,"@type":96},"DocShare","Organization","application/pdf","2026-11-05","2026-09-10",true,{"@type":102,"interactionType":103,"userInteractionCount":105},"InteractionCounter",{"@type":104},"ViewAction",16,{"@type":107,"mainEntity":108},"FAQPage",[109,115,119],{"name":110,"@type":111,"acceptedAnswer":112},"What is the focus of the study on Corporate University implementation?","Question",{"text":113,"@type":114},"The study evaluates the institutional readiness of the Ministry of Transportation to implement a Corporate University as an ASN training and learning system and identifies implementation gaps.","Answer",{"name":116,"@type":111,"acceptedAnswer":117},"What method and data are used to measure readiness?",{"text":118,"@type":114},"It uses a mixed-methods approach with a Sequential Explanatory design, combining quantitative analysis of 396 civil servants with qualitative analysis.",{"name":120,"@type":111,"acceptedAnswer":121},"What does the study find regarding readiness versus implementation effectiveness?",{"text":122,"@type":114},"Results show intermediate-low overall readiness (average 52.6%) and, despite strong structural and technological foundations, limited experiential learning, cross-unit collaboration, and integration with IDP/HCDP, creating a gap between formal readiness and operational effectiveness.","https://schema.org",{"og:url":83,"og:type":125,"og:title":65,"og:site_name":95,"og:description":67},"article",{"robots":127,"canonical":83},"index,follow",{"doc_id":129,"site_id":62},230584,1789051989,{"code":4,"msg":5,"data":132},{"doc_id":129,"user_id":133,"nickname":92,"user_avatar":134,"doc_module":4,"category_id":39,"category_name":40,"doc_title":65,"doc_description":67,"doc_content":135,"file_id":136,"file_url":137,"file_type":138,"file_size":139,"view_count":105,"is_deleted":4,"is_public":8,"is_downloadable":8,"audit_status":8,"page_count":56,"language":140,"language_code":63,"site_id":62,"html_lang":63,"table_of_contents":141,"faqs":142,"seo_title":143,"seo_description":67,"update_tm":130,"read_time":144,"preview_page_count":4},137451211410,"https://ap-avatar.wpscdn.com/avatar/2000bb0a9246f588df?x-image-process=image/resize,m_fixed,w_180,h_180&k=1786362646172706240","Citation: Roringkon, C. J. A., & Silitonga, M.  \nS. (2025) . Readiness Analysis and Implementation Strategy of Corporate University as an ASN Training and Learning System in the Ministry of Transportation. Jurnal Bina Praja, 17(3). [https://doi.org/](https://doi.org/)[ ](https://doi.org/)[10.21787/jbp.17.2025-2728](10.21787/jbp.17.2025-2728)  \nSubmitted: 15 October 2025  \nAccepted: 20 November 2025  \nPublished: 31 December 2025  \n© The Author(s)  \nThis work is licensed under a Creative Commons Attribution-NonCommercialShareAlike 4.0 International License.  \nJURNAL BINA PRAJA  \nJournal of Home Affairs Governance  \nARTICLE  \nReadiness Analysis and Implementation Strategy of Corporate University as an ASN Training and Learning System in the Ministry of Transportation  \nChristofel J. A. Roringkon 􀀁 ✉ 1, Mala Sondang Silitonga 􀀁 2  \n1Ministry of Transportation, Jakarta, Indonesia  \n2Politeknik STIA LAN Jakarta, Jakarta, Indonesia  \n✉ [christofeljar@gmail.com](christofeljar@gmail.com)  \nAbstract: Since the 1980s, Corporate University has evolved into a systematic human resource development strategy that integrates individual development with organizational goals. In the public sector, the New Public Management paradigm encourages the adoption of private-sector managerial practices to improve bureaucratic effectiveness, foster a culture of continuous learning, and strengthen institutional capabilities. In Indonesia, the implementation of Corporate University remains limited, particularly in technical ministries such as the Ministry of Transportation (Kemenhub), where some employees do not yet understand the Corporate University concept, training is not yet needs-based, and HR planning mechanisms such as the Individual Development Plan (IDP) and Human Capital Development Plan (HCDP) have not been consistently implemented. This study evaluates the institutional readiness of the Ministry of Transportation to implement in Corporate University using a mixed-methods approach with a Sequential Explanatory design. Quantitative analysis of 396 Civil Servants shows an average institutional readiness of 52.6%(Intermediate Low category), with the highest institutional structure (89.6%) and the lowest learning strategy (30.5%) . Qualitative analysis confirms that despite strong structural foundations and technological support, the implementation of experiential learning, cross-unit collaboration, and system integration with IDP/HCDP remains limited. Triangulation results reveal a gap between formal readiness and operational effectiveness, emphasizing the need to strengthen coordination, internal capacity, and digital integration. These findings provide conceptual contributions to the Corporate University literature in the public sector and practical support for the Ministry of Transportation in building an adaptive, sustainable, and results-oriented civil servant learning system that supports innovative and collaborative bureaucratic transformation.  \nKeywords: Corporate University; Institutional Readiness; Civil Servant; Ministry of Transportation; Continuous Learning; New Public Management.  \n1. Introduction  \nSince the 1980s, various global companies have begun to establish Corporate Universities as a more systematic, long-term-oriented human resource development strategy (Chen et al., 2019) . Corporate University functions not only as a training institution but also as a strategic learning system that integrates individual development with organizational goals (Wahyudi, 2022) . In the public sector, the emergence of the New Public Management (NPM) paradigm has encouraged governments in various countries to adopt private sector managerial values to increase bureaucratic effectiveness (Nicholson, 2019; Ross et al., 2023) . Through this approach, the Corporate University is recognized as being able to build a continuous learning culture and strengthen institutional capabilities in facing the challenges of digital transformation.  \nIn the context","cbCaimNFfuhBi3Vz","https://ap.wps.com/l/cbCaimNFfuhBi3Vz","pdf",684616,"English","# Introduction\n## Corporate University as a human resource strategy\n## New Public Management and public-sector learning culture\n## Indonesian bureaucratic context and learning system needs\n## Global and Indonesian implementations","[{\"question\":\"What is the focus of the study on Corporate University implementation?\",\"answer\":\"The study evaluates the institutional readiness of the Ministry of Transportation to implement a Corporate University as an ASN training and learning system and identifies implementation gaps.\"},{\"question\":\"What method and data are used to measure readiness?\",\"answer\":\"It uses a mixed-methods approach with a Sequential Explanatory design, combining quantitative analysis of 396 civil servants with qualitative analysis.\"},{\"question\":\"What does the study find regarding readiness versus implementation effectiveness?\",\"answer\":\"Results show intermediate-low overall readiness (average 52.6%) and, despite strong structural and technological foundations, limited experiential learning, cross-unit collaboration, and integration with IDP/HCDP, creating a gap between formal readiness and operational effectiveness.\"}]","Readiness Analysis and Implementation Strategy of Corporate University as an ASN Training and Learning System in the Ministry of Transportation | PDF",48]