Table 2 Governance Interactions between the Indonesian State and IPOP: from Coordination to Competition, and from Competition to Chaos, and from Chaos to Co-optation
| Â | Agenda setting | Rule formation | Implementation | Evaluation |
|---|---|---|---|---|
Period | 2014 | 2015–2016 | 2015–2016 | Middle of 2016 |
Micro-level | No interaction | Lack of support from KADIN figureheads with good relationships with the key state agencies related to palm oil issues | Lack of support from KADIN figureheads that have good relationships with the key state agencies related to palm oil issues | No interaction |
Meso-level | No interaction | Coordination for developing IPOP as a high-profile initiative in the national and international levels Co-optation by the Indonesian state through the key state officials responsible in the development of the palm oil sector | Competition through confrontation as IPOP continued operating despite being criticised heavily by key state officials in the palm oil sector Competition through threats occurred as key state officials wanted to disband IPOP. Chaos as IPOP faced uncertainty due to vocal criticism from key state officials, but it did not have any problems working with ministerial officials from the lower echelons and local government officials; meanwhile IPOP was unsuccessful in getting clarification of their positions. | Co-optation as the antitrust investigation became a sensitive issue for member companies; they finally decided to disband IPOP. |
Macro-level | Coordination for formulating a pledge between business actors (the sustainable development group of KADIN), state actors (REDD+ Taskforce and BKPM), and civil society actors (environmental NGOs) | No interaction | Chaos as IPOP faced an antitrust investigation from KPPU | No interaction |