In this study, the entropy weight method, the α convergence model, the absolute β convergence model and the conditional β convergence model are used to evaluate the 31 provinces’ innovative potential in China from 2011 to 2022. It is found that the innovative potential in nationwide China and in various regions are all increasing year by year, and the innovative potential in the eastern region is obviously better than that in the central region and western region. No matter considering the influence of external factors or not, the gap of innovative potential among provinces in different regions will gradually expand over time, with the largest gap among provinces in the eastern region, followed by the central region and the smallest in the western region. The conclusion of this study is instructive to enhance the innovative potential of China and promote the balanced development of regional innovative potential in China.

This empirical inquiry adopts the AutoRegressive Distributed Lag (ARDL) model to meticulously examine the multifaceted interconnections among innovation, globalization, and productivity across a diverse set of 76 nations, encompassing both developed and developing economies. The research employs rigorous econometric techniques within the ARDL framework to discern the short- and long-term effects of innovation and globalization on productivity levels. The findings underscore a robust and statistically significant association between innovation and productivity, as well as a constructive impact of globalization on enhancing productivity. The outcomes underscore the transformative potential of innovation and the facilitating role of globalization in fostering productivity growth. This empirical evidence contributes to the empirical literature by offering a refined understanding of the intricate relationships shaping productivity patterns on a global scale, emphasizing the joint influence of innovation and globalization in driving economic efficiency.

The Government of Indonesia has modernized the toll road transaction system by implementing the multi-lane free-flow (MLFF) project, set to operate commercially by the end of 2024. This project leverages Global Navigation Satellite System (GNSS) technology to identify vehicles using toll roads and establish a transaction mechanism that allows the MLFF Project Company to charge road users according to distance, vehicle category, and tariff levels. The project has result in a complex business arrangement between the Indonesia National Toll Road Authority (INTRA), Toll Road Companies (TRCs), and the MLFF Project Company. The aim of this paper is to review the regulatory and institutional framework of the MLFF project and analyze its challenges. The methodology employed is a qualitative framework for legal research, utilizing international literature reviews and current regulatory frameworks. The study assesses the proposed transaction architecture of the project and identifies commercial, political, and other risks associated with its implementation. Based on the analysis, the research identifies opportunities for regulatory improvements and better contracting arrangements. This research provides valuable insights into the regulatory landscape and offers policy recommendations for the Government to mitigate the identified risks. This contribution is significant to the academic field as it enhances understanding regulatory and institutional challenges in implementing advanced toll road systems.

When power is exercised, it results in political behavior in organizations. Excessively held organizational politics can hurt an organization and its members though some consider wisely used political behavior as positive. This study was conducted at Wolaita Sodo Polytechnic College (WSPTC) to investigate the effect of power and political dynamism on employee job satisfaction. Cross-sectional survey design was used to collect data from stratified, randomly selected 146 informants. The Rahim Leader Power Inventory (RLPI), Interpersonal Power Inventory (IPI), Perception of Organizational Politics (POP), and Minnesota Satisfaction Questionnaire (MSQ) were employed to collect data. Descriptive and inferential statistical analyses were made using statistical packages (SPSS version 23). The findings revealed that when managers legitimate, coercive, and reward power bases are higher, then organizational politics becomes higher. Power concentration at higher positions results in increased organizational politics than when it was shared. Regression analysis uncovered that 47% (R-squared 0.468) of variations in job satisfaction were explained by POP and power dynamics. Hence, it is recommended that having power sharing, empowering subordinates, and moderate political maneuvering in the use of power and politics will be helpful in maintaining constructive relationships and job satisfaction.