ABSTRACT
Local government financing can expand access to capital for micro, small, and medium-sized enterprises (MSMEs), but implementation depends on the capacity of public organizations to combine accessible services with financial accountability. This study examines the implementation of a revolving fund program in West Kutai Regency, Indonesia, and identifies its enabling conditions and barriers. A descriptive qualitative approach combined semi-structured interviews, observation, and documentary analysis. Informants were selected purposively from program implementers and MSME beneficiaries. Data were examined through condensation, display, and conclusion verification, using Edwards’ communication, resources, disposition, and bureaucratic structure as the analytical framework. Findings indicate that socialization, staff coordination, applicant assistance, and formal operating procedures supported continued service delivery. However, information outreach was uneven, financing and facilities were constrained, and staff had not received dedicated credit-analysis training. Beneficiaries described waiting approximately two to four months from application to disbursement. Geographic and weather conditions disrupted field activities, incomplete documents required repeated verification, and installment records remained dependent on manual confirmation. The study suggests that procedural continuity and staff commitment coexist with unresolved access and timeliness problems. Implementation improvements should prioritize wider outreach, applicant preparation, stage-specific service tracking, staff development, and integrated payment records. The findings contribute a contextual account of how organizational capacity and territorial conditions shape public financing delivery without establishing causal effects on enterprise performance.

ABSTRACT
The general objective of the study was to examine the influence of career management on commitment of employee in Champion Brewery, Uyo, Akwa Ibom State. The survey research design was used in this study. The choice of this design was influenced by the nature of the research problem. The target population of study include all the permanent staff of Champion Brewery Uyo, Akwa Ibom State. From the Human Resource department of Champion Brewery Plc, Uyo Akwa Ibom State, the total population of the employees working in the organization is Ninety 90 employees. The sampling technique used in the study was simple random sampling technique. This method was chosen because it gives the subjects in the population equal chance of being selected. Data used in this study were obtained from primary and secondary sources. The Primary source of Data for this study was obtained through the use of a questionnaire. Simple regression analysis was used to test the influence using the Statistical Package Social Science (SPSS version 25). The study concludes that career development significantly influenced employee commitment of Champion Brewery, Uyo, Akwa Ibom State. Also, career pathing significantly influenced employee commitment of Champion Brewery, Uyo, Akwa Ibom State. Based the on the finding, the study recommended that; Management of Champion Brewery Plc, Uyo should implement a structured learning and development framework, focusing on skill-building and leadership training. Management of Champion Brewery Plc, Uyo should develop and communicate transparent career pathways for all roles. These would reduce uncertainty, increases commitment by showing a future within the company and aids retention.

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.

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
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
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
This qualitative study examines the implementation of complaint-handling and whistleblower-protection policy at the Regional Inspectorate of West Kutai Regency, Indonesia, as mandated by Regent Regulation Number 27 of 2024. Using a descriptive qualitative design grounded in George C. Edwards III's policy implementation model, data were collected through in-depth interviews, field observation, and documentation, then analyzed through data condensation, display, and conclusion drawing and verification, with credibility strengthened by source and method triangulation. Findings show that internal communication of the regulation is well institutionalized, whereas external outreach to remote communities remains fragmented and limited. Human and budgetary resources are nominally adequate but constrained by heavy auditor workloads and the absence of an integrated digital complaint system. Implementers display strong professional integrity and neutrality, yet show weak proactive follow-up in reporting case status to complainants. The rigid, hierarchical bureaucratic structure safeguards procedural legality but slows resolution speed. Persistent geographic barriers and lingering public doubt over identity confidentiality further hinder policy effectiveness. The study recommends developing an integrated digital reporting platform, intensifying grassroots oversight literacy campaigns, and simplifying disposition procedures through binding service-level agreements to strengthen public trust and whistleblower protection.