Purpose: This study aims to map the influence of regulatory compliance, technology adoption and human resource capacity on asset management decisions through the mediating role of collaborative culture in regional governments in Indonesia. Asset management in the public sector requires strategic, efficient, and sustainable decision-making aligned with governance principles. A collaborative culture can promote transparency, cross-functional coordination, and alignment with regulations and technology. Design/methodology/approach: A quantitative approach was used by distributing an online survey to regional government employees in South Sulawesi Province. From a population of 1150, a sample of 320 respondents was selected. Data were analysed using partial least squares structural equation modelling (PLS-SEM) to evaluate both measurement and structural models. Findings/results: The findings reveal that collaborative culture significantly mediates the influence of regulatory compliance, technology adoption, and human resource capacity on asset management decisions. Notably, technology adoption does not directly impact decision-making but becomes significant when mediated by a collaborative culture. Human resource capacity is the strongest predictor of collaborative culture. Practical implications: The findings suggest that strengthening a collaborative culture within regional governments is essential to enhance regulatory compliance, improve human resource capacity, and support effective technology adoption. Public managers are encouraged to foster cross-functional communication, provide targeted training, and integrate digital tools with collaborative work structures to improve asset management decision-making processes Originality/value: This study contributes to asset management literature by integrating technical, regulatory, and cultural perspectives into a comprehensive model. The results offer a practical framework for policymakers to strengthen decision-making through collaboration and capacity-building. It also provides empirical evidence supporting the importance of organisational culture in improving public sector governance.
Gunawan et al. (Wed,) studied this question.