Due to the COVID-19 pandemic, most educational institutions across the world have shifted their teaching and learning processes and put efforts into preparing online distance education to ensure education continues uninterrupted. Some did not face difficult tasks or challenges during this process because they were already implementing online or blended learning before the pandemic. However, some institutions, lecturers and students were not ready to adapt to the conditions, and it is therefore important to examine to what extent lecturers are ready to teach online. This research aims to evaluate the readiness of lecturers during a pandemic that arises unexpectedly. It also aims to investigate the weaknesses and obstacles that lecturers must overcome in order to teach an online class. This research applies a mixed-method approach. Lecturers were surveyed through online preparedness questionnaires, and several themes were constructed from the gathered qualitative data. The results show that lecturers have strong baseline technical skills to use e-learning platforms for online courses; they have quickly adapted to using a Learning Management System (LMS), and most have a tactical solution for most online classes with insufficient feasibility, but they do not have a strategic solution. Their sufficiency for teaching online courses was not optimised since they did not fully believe the learning goals could be achieved. This paper elaborates on the theoretical and practical implications.

The business continuity of the gig economy is strongly driven by the operator’s ability to manage the maturity of business processes. Moreover, projects in the gig economy are risky due to the lack of monitoring and involvement of actors’ profiles. When business processes become mature as the target, platform-based project results can satisfy actors’ expectations. To reach targeted maturity, operators need to standardize their business processes. This standardization is actualized in a maturity model as a benchmark and guideline tool. It exposes how mature the current business processes are and the required improvements. This research aims to construct a maturity model systematically and comprehensively to encourage operators in the gig economy (as the model user) to improve the products and services delivered. This research has constructed a new maturity model for business processes using the maturity model development phases initiated by de Bruin et al. It explores the gig economy ecosystem in Indonesia. This research initiates the maturity model by collecting 48 factors in the gig economy. It continues by composing 13 determinant candidates as representations of the factors. After an empirical test involving 200 people (consisting of gig worker, client, and operator) and two iterations of mixed-method validation involving 16 experts, this research generates ten determinants classified into three dimensions: actors, platforms, and transactions. The maturity level of each determinant is measured to indicate its position toward digital business continuity.

Statistics of Indonesia’s (BPS) performance are not optimal since there is a lack of integration among business processes. This has resulted in unsynchronized data, unstandardized business processes, and inefficient IT investment. To encourage more qualified and integrated business processes, BPS should optimize the knowledge sharing process (KSP) among government employees in statistical areas. This study designed a Knowledge Sharing System (KSS) to facilitate KSP in BPS towards knowledge sharing improvement. The KSS manifested a hypothesis that the design of qualified knowledge management can facilitate an organization to overcome the lack of integration among business processes. Hence, BPS can avoid repetitive mistakes, improve work efficiency, and reduce the risk of failure. This study generated a business process-oriented KSS by combining soft system methodology with the B-KIDE (Business process-oriented Knowledge Infrastructure Development) Framework. It delivered research artifacts (a rich picture, CATWOE analysis (costumer, actor, transformation, weltanschauung, owner, environment), and conceptual model) to capture eight mechanisms of knowledge, map them into the knowledge process, and define the applicable technology. The KSS model has perceived a score of 0.40 using the Kappa formula that indicates the stakeholders’ acceptance. Therefore, BPS can leverage a qualified KSS towards the integrated business processes statistically while the hypothesis was accepted.