The Sipongi System is essential in dealing with forest and land fires because this system provides real-time data that empowers stakeholders and communities to proactively overcome fire dangers. Its advantages are seen in its ability to provide detailed information regarding weather conditions, wind patterns, water levels in peatlands, air quality, and responsible work units. This data facilitates efficient decision-making and resource allocation for fire prevention and control. As an embodiment of Collaborative Governance, the Sipongi System actively involves various stakeholders, including government institutions, local communities, environmental organizations and the private sector. This cooperative approach fosters collective responsibility and accountability, improving fire management efforts. The Sipongi approach is critical in reducing forest and land fires in Indonesia by providing real-time data and a collaborative governance model. This results in faster response times, more effective fire prevention and better resource allocation. Although initially designed for Indonesia, the adaptable nature of the system makes it a blueprint for addressing similar challenges in other countries and regions, tailored to specific needs and environmental conditions. Qualitative research methods underlie this study, including interviews with key stakeholders and analysis of credible sources. Government officials, community leaders, environmental experts and organizational representatives were interviewed to comprehensively examine the mechanisms of the Sipongi System and its impact on forest and land fire management in Indonesia. Future research should explore the application of Sipongi Systems and collaborative governance in various contexts by conducting comparative studies across countries and ecosystems. Additionally, assessing the long-term impact and sustainability of the Sipongi System is critical to evaluating its effectiveness over time.

The aim of this research is to explore the relationship between remuneration, job satisfaction, and employee performance. Remuneration, in this context, refer to a system synchronization that is based on performance appraisal result. In this, regard, the research employed a descriptive quantitative method, with a population comprising all University of Padjadjaran lecturers which were a total of 2,090. Furthermore, in order to gather the research sample, a probability sampling technique was employed. This technique was selected because of its reputation as the most general strategic sampling technique in quantitative research to achieve representativeness (1). The obtained result showed that there was a positive and significant relationship between the remuneration and job satisfaction of lecturers in University of Padjadjaran. Accordingly, a significant value of 0.000 < 0.05 and a t-count value of 19.330 > 1.95 was observed, meaning the H1 hypothesis in this research was accepted. It is also expedient to acknowledge that a positive and significant relationship was found between job satisfaction and the performance of the lecturers in study area. For this relationship, a significant value of 0.010 < 0.05 and a t-count value of 5.676 > 1.95 was found. These findings led to the acceptance of the H2 hypothesis proposed in this research. Similarly, the relationship between remuneration and the performance of the observed lecturers was found to be positive and significant. The observed significant value in this regard was 0.000 < 0.05 and the t-count value was 4.057 > 1.95, indicating that H3 hypothesis was also accepted. Lastly, the relationship between remuneration and employee performance mediated by job satisfaction of lecturer in University of Padjadjaran was explored, and it was found to also be positive and significant, with a significant value of 0.000 < 0.05 and a t-count value of 5.429 > 1.95. This indicated that the H4 hypothesis proposed in the research was accepted.

This study was conducted to examine the roles of interconnected stakeholders based on power and interests in Ecotourism Management Policy for Dalegan Beach, Gresik Regency, Indonesia using a qualitative method. Data were collected through observation, in-depth interviews, and focus group discussions with stakeholders. Furthermore, the identification of stakeholders interest in ecotourism development was based on the strengths, important positions, and influence of stakeholders categorized into several groups. The results showed that there were three categories of stakeholders, namely Main, Supporting, and Key. In the Village Government, Dalegan Beach Tourism Manager acted as a key player and the local community had the main role. Additionally, East Java Province Maritime and Fisheries Service, Gresik Regency Tourism and Creative Economy Office, Culture, Youth and Sports Office, Gresik Regency Public Works and Spatial Planning Service, and Commanditaire Vennotschaap Mahera (CV Mahera), the landowner, were recognized for lacking direct inclusion in policy matters. Different influences were reported on the legal decisions of the government to offer insights to policymakers in tourism governance. Subsequent study could examine the conflicts of interest among stakeholders.

Organisational competitiveness hinges on the strategic integration of digital transformation (DT), emerging skills (ES), and organizational health (OH) to foster sustainable performance. Despite the pivotal role of these variables, limited research investigates their interplay in Micro, Small, and Medium Enterprises (MSMEs) in Indonesia. This study addresses this gap by empirically examining how MSMEs navigate challenges and opportunities amid the digital transformation landscape. Specifically, the research probes the intermediary function of the synergistic integration between DT and ES, influencing organisational performance (OP) moderated by OH. Utilizing a validated questionnaire, a three-month convenience sample involved 120 MSME managers. Partial least squares structural equation modelling analysis was employed to assess hypotheses. Findings indicate a significant relationship between DT, ES, and OH, with DT influencing OP. Interestingly, ES alone does not impact OP. Structural equation modelling reveals OH as a mediating variable between DT, ES, and OP. While the proposed model is preliminary, offering avenues for further research, this study underscores the importance of emerging skills in the MSME sector, contributing to a nuanced understanding of organisational competitiveness dynamics.

This paper proposes an incentive model to involve communities and industries in effectively managing coastal waste in Makassar, Indonesia. The model seeks to incentivize stakeholders to invest in waste management solutions and enable public stakeholders to monitor and evaluate the progress of waste management activities. The model actively encourages participation from all stakeholders and builds upon existing efforts to promote environmental accountability. The proposed model includes several key components. It focused on public and private partnerships that should be fostered to coordinate stakeholder approaches and provide capital investment. It also focused on a financial reward scheme that should be adopted to incentivize businesses and individuals that invest in waste management initiatives. Performance bonus awards and tax incentives are proposed as possible incentive schemes. Lastly, a regulatory framework should be developed to ensure environmental standards are met and regulated. The framework should include regular reporting and auditing requirements and the implementation of penalties for those who fail to comply. The proposed incentive model seeks to engage stakeholders in effectively managing coastal waste in Makassar, Indonesia, through public and private incentive schemes.

Organizational commitment (EOC) and employee loyalty are two critical constructs that contribute to organizational success. Understanding the intricate relationship between these factors is essential for organizations seeking to cultivate a loyal and committed workforce. This study delves into the mediating effect of EOC on employee loyalty, examining the mechanisms through which organizational culture fosters a loyal workforce. To investigate the mediating role of EOC, a sample of 300 employees from the Indonesian Port Corporation was surveyed. Path analysis, a statistical technique that assesses the strength and direction of relationships between multiple variables, was employed to test the study’s hypothesis. The findings revealed a strong association between organizational culture, EOC, and employee loyalty. Organizational culture dimensions, particularly teamwork, respect for individuals, stability, attention to detail, and outcome orientation, were positively related to EOC and employee loyalty. Furthermore, EOC was found to mediate the relationship between organizational culture and employee loyalty, indicating that EOC plays a crucial role in shaping employee loyalty within a supportive organizational culture context. These findings underscore the importance of fostering EOC to enhance employee loyalty and organizational success. Organizations seeking to cultivate a loyal workforce should create a supportive organizational culture that promotes teamwork, respect for individuals, stability, attention to detail, and outcome orientation. By nurturing these cultural traits, organizations can foster a strong sense of EOC among their employees, increasing employee loyalty, productivity, and organizational growth.