Suchergebnisse

The Military Campaign is a series of several joint operations carried out sequentially, to achieve strategic and operational goals in a space and time (TNI 2019). This study aims to a). To analyze the implementation of Kogabwilhan I military operations in support of the military campaign in the Natuna region. b) To analyze the Riau Islands Provincial Government in support of the military campaign. c) To analyze the integration strategy of Kogabwilhan I and the Riau Islands Provincial Government in carrying out the military campaign. This study uses a qualitative method. Data collection techniques are interviews, observations and documentation studies. Research Results 1) Kogabwilhan I served as initial action, restorer, and deterrent according to the policy of the Commander-in-Chief. 2) the functions of the Riau Islands Government include security, economic development and infrastructure. 3). The implementation of territorial development activities through the Komsos method with community components. Discussion of the concept of the Kogabwilhan I military campaign in the implementation of the state's Strategic framework to determine goals in national defense and security efforts and develop national resources including the military, but to achieve this the context is also determined by community relations that support and intertwine activities between civilians and the military so that soldiers can love and respect loved by the people and awakened awareness of defending the country. Cooperation is defined as a form of social process to achieve common goals by helping each other and understanding each other's activities. So the implementation of the Defense Area Empowerment policy with the support of the Riau Islands community built a close and positive emotional relationship between soldiers and the community

The Industrial Revolution 4.0 (IR4.0) is taking shape and has a strong impact on all areas of social life. For the state administration, the IR4.0 creates many opportunities as well as challenges that require managers to promptly grasp to have appropriate orientations and solutions, to perfect the state administration, to meet the requirements of national development. On the basis of analyzing the positive effects and challenges of IR4.0 on the reform of the state administration, the article proposes a number of recommendations: actively improve the institutional system of the administration, create a legal corridor for the development of industries and fields; promote the application of modern technological achievements to the management activities of administrative agencies; actively, proactively build and improve the qualifications and capacity of civil servants. Thereby, it will continue to perfect the state administration, and meet the requirements of IR4.0.

Brick-and-mortar (B&M) retailers in India are constantly devoting their time, effort, energy, and money in discovering and adopting retailing theories, models, and frameworks that are practiced by the B&M retailers in the developed countries that have matured markets and consumers. This is a clear example of a serious timing issue. We believe the Indian market and consumers are moving towards the same maturity levels, but it is still a long way to go as the Indian consumers belong to the widest variety of religions, regions, languages, cultures, sub-cultures, ethnicities, and socioeconomic backgrounds with divergent needs. In addition to expecting world-class overall store-image, they yet require retailers to facilitate honest and authentic human-led engagement. This means, thoughtful and logical integration of existing theories aligned to, the Indian market; consumer's maturity level; divergent consumer needs are crucial, and this is the core of our theory. The ToR-b adopts elements of retailing theories that are known and suitable for retailing in the Indian context, in addition to identifying (i) new elements influencing honest and authentic humanled engagement; higher consumer-level customization; higher levels of consumer-orientation, (ii) significance of their association and determination with return on investment, (iii) their role in influencing the long-term sustainability of a retailer, and most importantly (iv) their ability to enhance interest among existing and potential employees, investors, and consumer's minds with a particular retailer. Insights from multiple empirical and qualitative studies, field experiments, and evaluation of consumer-level transactions involved in building this theory made us strongly believe that the overall phenomenon of B&M retailing in India is truly complex and complexity is necessary to an adequate description of a phenomenon. We hope that in addition to laying a foundation for new directions to guide future research on Indian retailing, our theory will ...