Osteoid osteoma (OO) is a benign osteoblastic tumor of bone that usually affects children and young adults. They are usually located on metaphysis or diaphysis of long bones. Their clinical, anamnesis and radiological findings are typical. Intra-articular OO however has different properties due to its placement within joints. Sclerosis around the lesion is either minimal or non-existent, but synovitis can be seen in the joint. For this reason, they are usually diagnosed later. In this case series, we diagnosed three cases (2 ankles and 1 hip joint) that were diagnosed with osteochondral lesions previously and had in chronic pain which did not respond to several treatments in different centers with intra-articular OO and treated them with radiofrequency ablation using computerized tomography. Knowing the radiological properties of intra-articular OO and being aware of this condition during differential diagnosis of joint pain cases will be useful to diagnose this rare pathology.

This article aims to elucidate governance primarily from the perspective of collaboration and leadership in managing disasters. This article studies the case of Indonesia, a country with frequent and complex nature of disasters, located on the Pacific Ring of Fire to analyze its disaster management system and draw out implications from its experience. The method used is a qualitative comprehensive and systematic review from national and international earthquake occurrences. The finding is that Indonesia is simultaneously carrying out disaster management which is not contradictory but complementary. The importance of collaboration is imposed and recommendations are offered on rectifying collaborative activities’ value. Modern leadership strategies suggest that acquire their power from effective strategies and transformational power rather than standard operating procedures. This paper provides lessons on how to organize earthquake management through aspects of collaboration and leadership effectively. The author suggests optimizing the potential of the community by providing special assistance to increase disaster management efforts.

The pursuit of good governance by companies confronts a fundamental challenge: defining what constitutes “good governance”. Existing corporate governance codes and their implementation documents fall short of offering a clear answer to this crucial question. Despite the establishment of a reference framework years ago, the focus has shifted from defining the objectives of good governance to a consensus on the means of achieving these objectives. Unfortunately, this consensus often absolves stakeholders from providing detailed explanations. Achieving effective good governance necessitates a shift in focus towards the underlying goals of governance structures. Two potential approaches emerge in this context. While many companies rely on codes without explicitly outlining their objectives, there is a compelling case for urging or mandating them to articulate the purposes of the governance methods they employ in their reports. This level of specificity has the potential to enhance the reflective qualities of the transparency process, fostering a more comprehensive understanding of the governance landscape. Beyond merely discussing the objectives of corporate governance, the pursuit of good governance necessitates the implementation of instruments whose efficacy transcends reliance solely on market discipline. The aim is not to undermine the imperatives of transparency and justification. Instead, the intention is to recognize that these elements, while essential, do not independently ensure the effectiveness of soft law instruments, such as governance codes. Nowadays, it is crucial to assess the extent to which traditional corporate governance codes respond to the needs of companies in the era of digitalization and sustainability. Therefore, conducting a critical analysis of the existing corporate governance codes will contribute in shedding light on the gaps of these instruments to come up with recommendations for improvements. Aims and objectives: This article will focus on the following areas: Defining the role and purpose of corporate governance codes in enhancing corporate performance and accountability and discussing the challenges and limitations of corporate governance codes, including compliance issues and enforcement challenges. Presenting empirical evidence on the impact of corporate governance codes on corporate behavior and analyzing, through the principle of comply or explain, whether code adherence leads to improved corporate governance practices and financial performance. Discussing emerging trends in corporate governance and offering recommendations for improving the effectiveness of corporate governance codes.

Public-Private Partnerships (PPPs) can be an effective way of delivering infrastructure. However, achieving value for money can be difficult if government agencies are not equipped to manage them effectively. Experience from OECD countries shows that the availability of finance is not the main obstacle in delivering infrastructure. Governance—effective decision-making—is the most influential aspect on the quality of an investment, including PPP investments. In 2012, the OECD together with its member countries developed principles to ensure that PPPs deliver value for money transparently and prudently, supported by the right institutional capacities and processes to harness the upside of PPPs without jeopardizing fiscal sustainability. Survey results from OECD countries show that some dimensions of the recommended practices are well applied and past and ongoing reforms show progress. However, other principles have not been well implemented, reflecting the continuing need for improving public governance of PPPs across countries.

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.