Kolaborasi Multi-Aktor Dalam Percepatan Koperasi Merah Putih : Peran Pemda, Notaris, TNI, Dan Himbara Di Kabupaten Subang

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Abstrak Penelitian ini menganalisis kolaborasi multi-aktor dalam percepatan implementasi Koperasi Desa/Kelurahan Merah Putih (KDKMP) di Kabupaten Subang, dengan berfokus pada peran Pemerintah Daerah, notaris, TNI, dan Himbara. Kabupaten Subang dipilih sebagai lokus penelitian karena menunjukkan fenomena paradoksal: seluruh 253 unit KDKMP telah mencapai status badan hukum secara penuh (100 persen) sejak akhir Juni 2025, namun capaian ini tidak diikuti kecepatan yang setara pada dimensi operasionalisasi usaha, penyediaan lahan, maupun pembangunan infrastruktur fisik. Penelitian ini menggunakan pendekatan kualitatif dengan jenis studi kasus, dianalisis melalui Integrative Framework for Collaborative Governance (Emerson, Nabatchi, & Balogh, 2012), yang menekankan tiga dinamika kolaborasi: principled engagement, shared motivation, dan capacity for joint action. Data dikumpulkan melalui wawancara mendalam, observasi non-partisipan, dan studi dokumentasi, kemudian dianalisis menggunakan model interaktif Miles, Huberman, dan Saldaña (2014), dengan keabsahan data dijaga melalui kriteria trustworthiness Lincoln dan Guba (1985). Hasil penelitian menunjukkan bahwa hingga April 2026, baru 16 dari 253 unit KDKMP yang benar-benar beroperasi, 96 desa belum mengajukan pembangunan gedung akibat kendala lahan pada 34 titik yang melibatkan pemegang aset lahan negara/BUMN, dan ditemukan pola silang yang kompleks antara status gedung dan status operasional usaha. Penelitian ini menyimpulkan bahwa kesenjangan tersebut dapat dijelaskan oleh asimetri kapasitas kolektif (capacity for joint action) antar sub-sistem kolaborasi: kolaborasi pada aspek legalisasi telah mencapai kematangan tinggi, sementara kolaborasi pada aspek penyediaan lahan, pembiayaan, dan pendampingan usaha masih berada pada tahap principled engagement dan shared motivation yang belum tuntas. Temuan ini memberikan kontribusi teoretis bahwa keberhasilan collaborative governance perlu dianalisis secara terdisagregasi per sub-proses, serta berimplikasi praktis bahwa evaluasi keberhasilan program KDKMP tidak dapat hanya bersandar pada indikator administratif, melainkan perlu mempertimbangkan keberlanjutan operasional sebagai ukuran keberhasilan yang sesungguhnya. Kata kunci: collaborative governance; Koperasi Desa/Kelurahan Merah Putih; kolaborasi multi-aktor; capacity for joint action; Kabupaten Subang. Abstract This study analyzes multi-actor collaboration in accelerating the implementation of the Red and White Village/Sub-district Cooperative (Koperasi Desa/Kelurahan Merah Putih, KDKMP) in Subang Regency, focusing on the roles of the Local Government, notaries, the Indonesian National Armed Forces (TNI), and state-owned banks (Himbara). Subang Regency was selected as the research locus due to a paradoxical phenomenon: all 253 KDKMP units achieved full legal entity status (100 percent) by the end of June 2025, yet this achievement was not matched by an equivalent pace in business operationalization, land provision, or physical infrastructure development. This study employs a qualitative approach with a case study design, analyzed through the Integrative Framework for Collaborative Governance (Emerson, Nabatchi, & Balogh, 2012), which emphasizes three collaboration dynamics: principled engagement, shared motivation, and capacity for joint action. Data were collected through in-depth interviews, non-participant observation, and documentation studies, then analyzed using the interactive model of Miles, Huberman, and Saldaña (2014), with data trustworthiness ensured through the criteria developed by Lincoln and Guba (1985). The findings reveal that by April 2026, only 16 of 253 KDKMP units were genuinely operational, 96 villages had not yet submitted building proposals due to land constraints across 34 identified sites involving state/state-owned enterprise land assets, and a complex cross-pattern emerged between building status and operational status. This study concludes that the gap can be explained by an asymmetry in collective capacity (capacity for joint action) across collaboration sub-systems: collaboration in the legalization aspect has achieved a high level of maturity, while collaboration in land provision, financing, and business mentoring remains at an unresolved stage of principled engagement and shared motivation. These findings contribute theoretically by demonstrating that the success of collaborative governance needs to be analyzed in a disaggregated manner across sub-processes, and carry practical implications suggesting that the evaluation of KDKMP program success cannot rely solely on administrative indicators but must also consider operational sustainability as the true measure of success. Keywords: collaborative governance; Red and White Village/Sub-district Cooperative; multi-actor collaboration; capacity for joint action; Subang Regency.