ABSTRACT
Indonesia's Presidential Regulation No. 46 of 2025 pushes public procurement toward fully electronic, end-to-end processes, yet little is known about how this mandate is enacted in remote regencies. This study examines the implementation of procurement digitalisation through e-procurement at the Goods and Services Procurement Management Unit (UPPBJ) of West Kutai Regency, East Kalimantan, and identifies its supporting and inhibiting factors. Using a qualitative descriptive design guided by George C. Edwards III's implementation model, data were gathered through in-depth interviews with six key informants, observation, and documentation, and analysed with the Miles, Huberman, and Saldaña interactive model. Communication, disposition, and bureaucratic structure function well: outreach and technical guidance are continuous, officials are certified and committed, and the platform itself encodes procedures and deadlines. The persistent weaknesses lie in resources the unit does not own, namely internet connectivity, server stability, national data-centre continuity, and suppliers' digital readiness. We argue that e-procurement disciplines the bureaucracy from within while exposing it to infrastructural fragility from outside, a tension that sharpens at system-enforced submission deadlines. The study proposes distinguishing owned from borrowed capacity within Edwards' resource dimension and recommends connectivity redundancy and explicit contingency protocols.

ABSTRACT
Bureaucratic simplification is a key agenda item for public sector reform in Indonesia, but reducing hierarchical layers does not necessarily automatically transform the way government organizations operate. This study aims to analyze how structural simplification translates into a team-based work system in local government and to identify organizational conditions that support and hinder this transformation process. The study employed a descriptive qualitative approach in the Organizational Section of the Regional Secretariat of Magetan Regency, Indonesia. Data were obtained through in-depth interviews with seven purposively selected informants—the Head of the Organizational Section, three Team Leaders, and three implementing staff—and supplemented by direct observation and document analysis. The analysis employed Grindle's policy implementation framework and Miles, Huberman, and Saldaña's interactive model. The results indicate that structural simplification has encouraged more flexible coordination, competency-based task allocation, and more decentralized operational decision-making. However, the transformation of the work system has not been fully achieved because team-based practices still coexist with a hierarchical work culture, unequal managerial capacity among Team Leaders, overlapping assignments, and relatively rigid administrative and budgetary mechanisms. This study concludes that structural simplification is a supporting condition, but not sufficient, to produce work system transformation and organizational agility. Effective transformation requires coordinative leadership, cultural adaptation, workload management, and alignment of administrative systems.

ABSTRACT
This study examines how budget-planning policy is implemented at the Secretariat of the Papuan People's Assembly (Majelis Rakyat Papua, MRP) in South Papua Province and how that planning supports the Assembly's oversight of the Papuan Special Autonomy Fund. Using George C. Edwards III's implementation model (communication, resources, disposition, and bureaucratic structure) as the analytical lens, the study adopted a qualitative descriptive case design drawing on in-depth interviews with five purposively selected informants, field observation, and analysis of the Secretariat's 2025 and 2026 Budget Implementation Documents (DPA). Planning was procedurally compliant, anchored in a layered regulatory hierarchy and executed through formal coordination forums. Substantively, however, the budget fell by about 48% between 2025 and 2026, the dedicated programme supporting the MRP's mandated tasks (Rp6.14 billion in 2025) disappeared from the 2026 DPA, personnel spending rose to 48.5% of the total, and logistics and protocol items expanded sharply. Rigid price standards, information-system constraints, late approvals, staff multitasking, and rented premises compounded these shifts. The findings reveal a decoupling between procedural compliance and oversight capacity, suggesting that Edwards III's variables should be read through the budget as revealed priority. Ring-fenced oversight lines and performance indicators are recommended.

ABSTRACT
This study examined the influence of psychological capital on market share of manufacturing firms in Nigeria. A cross-sectional survey research design was adopted for the study. Data were collected from 89 respondents using a structured questionnaire based on a five-point Likert scale. Descriptive statistics were used to analyse the responses, while simple linear regression was employed to test the hypotheses at the 0.05 level of significance. The findings revealed a general high level of optimism among employees, with positive responses indicating that employees maintain positive expectations, remain confident about organisational objectives and sustain positive outlooks during setbacks. The regression result showed that optimism had a strong, positive and statistically significant influence on market share. Based on these findings, the study concludes that psychological capital, particularly optimism and resilience, constitutes an important human resource capable of enhancing the market position of manufacturing firms in Nigeria. The study recommends that manufacturing firms should incorporate psychological-capital development into their human-resource management practices through training, mentoring, employee support, recognition and resilience-building programmes. Such interventions can strengthen employees’ ability to cope with challenges, sustain performance and contribute to improved market competitiveness.