Improving Transparency and Efficiency of Administrative and Organizational Governance Through Smart Digital Technology and Cloning Systems
Keywords:
Accountable Institutions, Effective Institutions, Good Governance, Smart Mosque Digital, Transparent Institutions
Abstract
Purpose of the study: This study aims to improve the transparency and efficiency of administrative and organizational governance in mosque management through the development of Smart Mosque Digital Technology (SMDT) and a cloning system, enhancing financial administration and operational processes.
Methodology: The study employs a mixed-methods approach, including literature review, interviews, surveys, and observational data collection. The SMDT application was developed using the Waterfall model of the System Development Life Cycle (SDLC). User satisfaction was measured through a questionnaire based on the End-User Computing Satisfaction (EUCS) model and analyzed using descriptive statistics with a sample of direct users from Nurul Jihad Mosque in Jakarta.
Main Findings: The implementation of SMDT significantly improved transparency, accuracy, and efficiency in financial and administrative governance. User satisfaction levels were categorized as "very satisfied" across all measured dimensions, with scores ranging from 50% to 76.5% in the highest satisfaction category. The system enhanced data management, financial reporting, governance transparency, and operational efficiency in mosque operations.
Novelty/Originality of this study: This study presents a novel approach to mosque administration by introducing a fully integrated digital system that streamlines operational processes, improves transparency, and provides a replicable model that can be cloned across other mosques. The integration of digital technology into mosque governance represents a significant advancement in the field of religious organizational management, addressing the gap between traditional administration methods and contemporary digital transformation requirements.
References
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[3] A. Caniago, “Analisis Kepercayaan Dan Kualitas Pelayanan Terhadap Kepuasan Pelanggan,” J. Lentera Bisnis, vol. 11, no. 3, p. 219, 2022, doi: 10.34127/jrlab.v11i3.652.
[4] R. H. Obyes, R. A. Abood, H. H. Shyaa, and A. A. Amanah, “The Impact Of Determining Human Resources Governance Requirements To Achieve Administrative Reform Using An Honest Management Approach,” J. Mod. Proj. Manag., vol. 12, no. 1, pp. 41–51, 2024, doi: 10.19255/JMPM3404.
[5] P. D. Mihai, T. Liviu, and N. Maria, “E-Government and the General Population’s Digital Skills in the European Union and OECD Member States,” 2022, pp. 41–53. doi: 10.1007/978-3-030-93286-2_3.
[6] K. Prachumrasee et al., “From Traditional to Digital: Transforming Local Administrative Organization Workflows in Thailand Through Social Listening Tools,” Soc. Sci., vol. 13, no. 12, p. 666, Dec. 2024, doi: 10.3390/socsci13120666.
[7] A. Alassuli, N. S. Thuneibat, A. Eltweri, K. Al-Hajaya, and K. Alghraibeh, “The Impact of Accounting Digital Transformation on Financial Transparency: Mediating Role of Good Governance,” J. Risk Financ. Manag., vol. 18, no. 5, p. 272, May 2025, doi: 10.3390/jrfm18050272.
[8] T. Akimova, “The Impact of Innovations in Enterprise Accounting and Control Systems on Optimizing the Analysis of Financial Reporting in the Transition to IFRS,” Econ. Aff., vol. 69, no. 1s, Feb. 2024, doi: 10.46852/0424-2513.1.2024.39.
[9] M. Izzati, R. Mulyany, and H. Fahlevi, “Digitalization of Accountability in Philantrophy: The Missing Attention on Islamic-Based Organizations,” in 2024 International Conference on Sustainable Islamic Business and Finance (SIBF), IEEE, Nov. 2024, pp. 284–288. doi: 10.1109/SIBF63788.2024.10883825.
[10] A. Hidayat, J. Nugroho, A. Caniago, D. H. Ismail, A. Solihin, and P. Halim, “The influence of supply chain integration on organizational performance: From the point of view of organizational capability in Indonesia,” Int. J. Supply Chain Manag., vol. 9, no. 2, pp. 486–494, 2020.
[11] A. Moaz and M. M. Awny, “Digital Transformation of Non-Governmental Organizations in Egypt,” 2024, pp. 157–190. doi: 10.4018/979-8-3373-1132-6.ch006.
[12] A. S. Mohammed, C. Amoah, J. Abbas, and S. Naayif, “Facilities managers vs. mosque management committees: evaluating the need for professional facilities management in mosque operations,” Facilities, vol. 43, no. 5/6, pp. 363–396, Apr. 2025, doi: 10.1108/F-07-2024-0102.
[13] R. M. R. Permana, “Data Sebaran Jumlah Masjid Berdasarkan Provinsi di Indonesia pada Januari 2025,” 2025.
[14] A. K. Schnackenberg, E. Tomlinson, and C. Coen, “The dimensional structure of transparency: A construct validation of transparency as disclosure, clarity, and accuracy in organizations,” Hum. Relations, vol. 74, no. 10, pp. 1628–1660, Oct. 2021, doi: 10.1177/0018726720933317.
[15] A. S. A. P. Salin, Z. Ismail, and M. Smith, “The impact of corporate disclosure and website informativeness on enhancing corporate governance and performance,” J. Gov. Regul., vol. 13, no. 4, special issue, pp. 306–315, Dec. 2024, doi: 10.22495/jgrv13i4siart9.
[16] A. Hosseini and S. Tayebi, “Toward Smart Cities in Developing Metropolises: A Holistic Examination of Smart Urban Governance and Citizen-Centric Approaches,” J. Urban Plan. Dev., vol. 151, no. 4, Dec. 2025, doi: 10.1061/JUPDDM.UPENG-5526.
[17] B. Ponti, A. Cerrillo-i-Martínez, and F. Di Mascio, “Transparency, Digitalization and Corruption,” in Understanding and Fighting Corruption in Europe, Cham: Springer International Publishing, 2021, pp. 97–126. doi: 10.1007/978-3-030-82495-2_6.
[18] M. Á. Rodríguez Pérez, “La transparencia en la Administración: la experiencia de la Administración Pública de la Comunidad Autónoma de Canarias,” Rev. Española la Transparencia, no. 16, pp. 347–372, Apr. 2023, doi: 10.51915/ret.210.
[19] V. Varone, “‘Transparent Administration’ on the test bench of the new Transparency Governance: towards a Single Platform,” Federalismi.it, vol. 2023, no. 5, pp. 250–274, 2023.
[20] Z. A. H. Munir, “The Effect of Financial Report Transparency and Zakat Management on Muzakki Trust in BAZNAS Lombok Timur,” Al-Risalah Forum Kaji. Huk. dan Sos. Kemasyarakatan, vol. 21, no. 2, pp. 194–207, Dec. 2021, doi: 10.30631/alrisalah.v21i2.889.
[21] E. Øby, “Assessing transparency and methodological precision in variable measurement within organizational research: implications for validity,” Qual. Quant., vol. 59, no. S1, pp. 489–506, Feb. 2025, doi: 10.1007/s11135-024-01991-x.
[22] M. Soltanifar, H. Sharafi, F. Hosseinzadeh Lotfi, W. Pedrycz, and T. Allahviranloo, “Introduction to Data Envelopment Analysis,” 2023, pp. 11–29. doi: 10.1007/978-3-031-30403-3_2.
[23] M. A.-M. Mesaadah and S. D. S. Al-Daboubi, “The Impact of Administrative Governance in Achieving Organizational Commitment: The Jordanian Ministry of Transport as a Case Study,” 2025, pp. 1659–1673. doi: 10.1007/978-3-031-76011-2_124.
[24] P. Kumar Tyagi, V. Jit Singh, A. Kumar Singh, A. Saxena, P. Tyagi, and P. Mehta, “The Impact of Artificial Intelligence-Based Human Resource Management Systems on Organizational Efficiency,” in 2023 10th IEEE Uttar Pradesh Section International Conference on Electrical, Electronics and Computer Engineering (UPCON), IEEE, Dec. 2023, pp. 1727–1731. doi: 10.1109/UPCON59197.2023.10434792.
[25] Y. Sun and H. Jung, “Machine Learning (ML) Modeling, IoT, and Optimizing Organizational Operations through Integrated Strategies: The Role of Technology and Human Resource Management,” Sustainability, vol. 16, no. 16, p. 6751, Aug. 2024, doi: 10.3390/su16166751.
[26] U. Witt and H. Worch, “Growth-induced crises and transitions in the governance of firm organizations,” J. Econ. Behav. Organ., vol. 212, pp. 1182–1191, Aug. 2023, doi: 10.1016/j.jebo.2023.07.001.
[27] K. Fairuz et al., “Do mosques use Islamic bank services Evidence from Indonesia,” Int. J. Monet. Econ. Financ., vol. 15, no. 3, p. 232, 2022, doi: 10.1504/IJMEF.2022.126892.
[28] I. Abouddaka, M. Bassiri, A. Atibi, M. Tridane, and S. Belaaouad, “The engineering of e-governance and technology in the management of secondary schools: Case of the nouaceur delegation,” J. Inf. Technol. Manag., vol. 13, pp. 229–237, 2021, doi: 10.22059/JITM.2021.82620.
[29] N. J. Ortiz, “Administración del consultorio odontológico en contextos inflacionarios //Dental clinic administration in inflationary contexts,” Rev. Asoc. Odontol. Argent., pp. 1–3, Apr. 2024, doi: 10.52979/raoa.1120401.1264.
[30] A. J. Rocco, “Organization theory,” in Encyclopedia of Sport Management, Edward Elgar Publishing, 2024, pp. 674–676. doi: 10.4337/9781035317189.ch393.
[31] M. Minenko and V. Piddubnyi, “Organization, organizing, administration,” Ekon. APK, vol. 326, no. 12, pp. 33–45, Dec. 2021, doi: 10.32317/2221-1055.202112033.
[32] Huiqian Li, “Smart Practice of Integrating Administrative Management and Human Resources of Chinese Local Governments under the Background of Digital Transformation,” Lex localis - J. Local Self-Government, vol. 22, no. 3, pp. 209–227, Jul. 2024, doi: 10.52152/22.3.209-227(2024).
[33] L. M. M. Paucar, J. C. P. Larico, C. A. Hancco, and J. F. Apaza, “Impact of Digital Transformation on Administrative Management: Perspectives from Cloud Computing and Big Data in Industry 4.0,” J. Ecohumanism, vol. 4, no. 2, Jan. 2025, doi: 10.62754/joe.v4i2.5932.
[34] Z. Qin, Y. Li, and Y. Yang, “Organization,” 2023, pp. 39–70. doi: 10.1007/978-981-19-9231-5_2.
[35] R. I. Ramírez, R. R. Antequera, N. D. Lay, and J. V. Villalobos Antúnez, “Gestión organizacional en coordinaciones universitarias de postgrados,” Form. Univ., vol. 16, no. 3, pp. 73–82, Jun. 2023, doi: 10.4067/s0718-50062023000300073.
[36] S. Santos, M. Xavier, and C. Ribeiro, “Business Process Improvements in Hierarchical Organizations: A Case Study Focusing on Collaboration and Creativity,” in Proceedings of the 26th International Conference on Enterprise Information Systems, SCITEPRESS - Science and Technology Publications, 2024, pp. 721–732. doi: 10.5220/0012697900003690.
[37] K. Balaji, “E-Government and E-Governance,” 2025, pp. 23–44. doi: 10.4018/979-8-3693-9286-7.ch002.
[38] C. Gwakwara, “Africa at the Center of Digital Technology,” 2024, pp. 47–69. doi: 10.4018/978-1-6684-7851-6.ch002.
[39] K. Lawrence, T. Gumbo, and G. G. Musvoto, “Current and emerging trends on the applications of digital technologies in public transportation – A bibliometric review,” Transp. Res. Procedia, vol. 89, pp. 51–61, 2025, doi: 10.1016/j.trpro.2025.05.047.
[40] T. Mahmood and U. ur Rehman, “Digital technology implementation and impact of artificial intelligence based on bipolar complex fuzzy Schweizer–Sklar power aggregation operators,” Appl. Soft Comput., vol. 143, p. 110375, Aug. 2023, doi: 10.1016/j.asoc.2023.110375.
[41] X. Jiechang and X. Qiyan, “Digital Technology Empowers China’s Service Sector Growth: Mechanism and Implementation Path,” China Econ., vol. 17, no. 6, pp. 41–53, 2022, doi: 10.19602/j.chinaeconomist.2022.11.02.
[42] B. N. Hien, N. T. K. Tuyen, N. T. Lan, N. T. K. Ngan, and N. N. Thanh, “The Impact of Digital Government Initiatives on Public Value Creation: Evidence from Ho Chi Minh City –Vietnam,” Rev. Gestão Soc. e Ambient., vol. 18, no. 2, p. e04892, Mar. 2024, doi: 10.24857/rgsa.v18n2-092.
[43] A. S. Abdullah Salim, N. Md Yatim, N. Mohamed Isa, S. Z. Ibrahim, and M. A. A. Hanafi, “Impacts of the COVID-19 Pandemic on Mosque Institutions in Malaysia: Assessment on Activism, Financial, and Digital,” 2025, pp. 533–543. doi: 10.1007/978-3-031-71526-6_46.
[44] R. K. Ahmed, O. Ahmed, I. Pappel, and D. Draheim, “E-Court System Evaluation through the User’s Perspective: Applying the End-User Computing Satisfaction (EUCS) Model,” in DG.O 2022: The 23rd Annual International Conference on Digital Government Research, New York, NY, USA: ACM, Jun. 2022, pp. 293–299. doi: 10.1145/3543434.3543560.
[45] A. Caniago, “The Effect of Non-Cash Payments System On People’s Buying Interest (Case Study On Purchases At Malls In The Tangerang Area),” Lead J. Econ. Adm., vol. 1, no. 3, pp. 2961–8177, 2023.
Published
2025-12-25
How to Cite
Aspizain, C., Syamsurizal, S., Masria, M., Rustanto, A. E., Khabibjonovna , K. N., & Wen, G. K. (2025). Improving Transparency and Efficiency of Administrative and Organizational Governance Through Smart Digital Technology and Cloning Systems. Journal of Educational Technology and Learning Creativity, 3(2). https://doi.org/10.37251/jetlc.v3i2.2481
Section
Multidisciplinary
Copyright (c) 2025 Caniago Aspizain, Syamsurizal Syamsurizal, Masria Masria, Agung Edi Rustanto, Kushieva Nodira Khabibjonovna , Goh Khang Wen
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