Safitri, Yulia (2025) Inovasi Pelayanan Samsat Tanjak Dalam Meningkatkan Penerimaan Pajak Kendaraan Bermotor Di Samsat Simpang Tiga Badan Pendapatan Daerah Provinsi Riau. Masters thesis, Universitas Islam Riau.

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Abstract

This study discusses the implementation of innovative Samsat Tanjak services at Samsat Simpang Tiga in an effort to increase Motor Vehicle Tax revenue. The analysis was conducted using five dimensions as research indicators, namely:(1) innovation involving change in characteristics and design of service products and production processes; (2) delivery innovation, (3) conceptual innovation, (4) administrative and organizational innovation and (5) system interaction innovation. The research method is descriptive qualitative with techniques in-depth interviews with nine key informants regarding Samsat Tanjak services, namely the Head of UPT, Head of Administration Sub-Section, Head of Receipts, Tanjak Samsat Coordinator, Police Officers, Jasaraharja Officers, and three Taxpayers. The interview results were then analyzed theoretically and interpreted descriptively. The results showed that Samsat Tanjak's innovation transformed services into a more mobile, decentralized, and collaborative model, supported by a streamlined organizational structure and increasingly robust coordination mechanisms. This transformation resulted in a modern, responsive public service oriented towards increasing value for users. First, in the Innovation dimension involving changes in the characteristics and design of service products and production processes, there was a shift from a centralized, bureaucratic, and static service to a decentralized , mobile service model integrated with portable technology. Second, in the Delivery Innovation dimension, the service paradigm changed from a passive method to an active one, with the concept of scheduled outreach at strategic points. Third, in the Conceptual Innovation dimension, the service concept shifted from limited accessibility that relied solely on the head office to a decentralized, mobile, and collaborative paradigm. Fourth, in the Administrative and Organizational Innovations dimension, there was a change in the organizational structure from a centralized bureaucratic model to a streamlined, dynamic, and decentralized structure to accelerate decision-making and improve coordination. Fifth, in the context of System Interaction Innovations, there was a significant increase in internal coordination mechanisms and strategic partnerships within the Samsat Tanjak ecosystem.

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