Four Development Regimes in Decentralized Indonesia: A Multidimensional District Typology and Its Association with Poverty

Authors

  • Jamzani Sodik UPN Veteran Yogyakarta
  • Eko Murdiyanto UPN Veteran Yogyakarta
  • Wahyu Dwi A UPN Veteran Yogyakarta

DOI:

https://doi.org/10.31098/bmss.v6i2.1170

Keywords:

Regional typology, Fiscal decentralization, Digital divid, Energy access, Poverty, Indonesia

Abstract

Indonesia’s districts and cities operate under a single decentralization framework yet differ sharply in fiscal capacity, human development, and infrastructure access. Using an author-compiled panel of 5,964 district-year observations for 2011–2022, long-run district means are computed, and 483 complete districts/cities are clustered on nine standardized indicators spanning fiscal structure, social capability, and energy–digital access. Internal indices favor three clusters, yet a four-cluster solution is retained because it separates an extreme-deprivation subgroup that k = 3 absorbs into a broader transition cluster. The regimes are metropolitan high-capacity, payroll-intensive convergence, capital-oriented transition, and infrastructure-deprived periphery. Poverty, excluded from cluster formation, differs strongly across regimes (Welch F = 68.66, p < 0.001). In heteroskedasticity-robust regressions controlling for income, demographic dependency, transfer dependence, and macro-region fixed effects, the peripheral regime records a poverty rate 8.06 percentage points above that of the metropolitan regime. The findings identify associations rather than causal effects and show that regional disadvantage is configurational: fiscal reform, infrastructure provision, and digital inclusion should be bundled differently across regimes rather than delivered as a uniform national package.

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Published

2026-10-07

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How to Cite

Sodik, J., Murdiyanto, E., & A, W. D. (2026). Four Development Regimes in Decentralized Indonesia: A Multidimensional District Typology and Its Association with Poverty. RSF Conference Series: Business, Management and Social Sciences, 6(2), 487–496. https://doi.org/10.31098/bmss.v6i2.1170

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Articles