Journal La Bisecoman

Bonding and Bridging Social Capital: The Performance of MSME Groups

Salma Rivani Luawo — 2026-04-07

This study examines the utilization of social capital by members of the MSME group “H2 Rifal” in supporting their business performance. Two types of social capital serve as resources that enhance business performance. Bonding social capital refers to internal relationships or networks of family and relatives, which were utilized during the initial phase of business establishment. Meanwhile, bridging social capital refers to external relationships with various parties, which were utilized by H2 Rifal members during the business development stage. External relations with cooperatives, government institutions, and reseller agents have had positive impacts, providing various resources such as economic support, information, and educational assistance needed by group members.

The research employs a descriptive qualitative method with six informants: (a) three group members who are business founders committed to running small enterprises in the pastry and cake production sector; (b) one reseller agent; (c) one staff member from the Social Affairs Office of North Gorontalo Regency; and (d) one staff member from the Cooperative and Trade Office of Gorontalo Province.

The main contribution of this study is to emphasize the importance of social capital in the discourse on MSME empowerment. Business capital is not solely about financial capital but also includes non-economic capital. The argument concerning bonding and bridging social capital highlights that both are equally important as economic capital. Through the effective utilization of social capital, the H2 Rifal business group has demonstrated strong business performance, growth, independence, and sustained success over the past 20 years.

Analysis of Obstacles and Strategies for Accelerating Accreditation of Motor Vehicle Testing Units

Fadli Fadli — 2026-04-21

This study aims to analyze barriers and formulate strategies to accelerate the accreditation of the Nunukan Regency Transportation Agency's Motor Vehicle Inspection Technical Implementation Unit (UPT PKB). Accreditation is a requirement of the Ministry of Transportation to ensure service quality, safety, and compliance with national standards. To date, the Nunukan Regency UPT PKB has not yet obtained accreditation, resulting in weak formal legitimacy and poor quality of public services in the motor vehicle inspection sector. This study used a qualitative method based on case studies. Data were collected through in-depth interviews and field observations, and then analyzed using the Miles & Huberman interactive model. The analysis focused on the application of the “Plan-Do-Check-Act” (PDCA) framework, integrated with Total Quality Management (TQM) principles, to identify barriers and develop continuous improvement strategies. The results indicate that barriers to accelerating accreditation stem from three main categories. Internal factors include limited human resources, substandard facilities and infrastructure, and incomplete quality documentation. External factors include budgetary constraints, difficult geographical conditions, weak inter-institutional coordination, and the absence of regional regulations. Structural and bureaucratic factors include weak synergy between DPOs and a lack of urgency regarding the accreditation process.

CEO Education, Tenure, and the Speed of Capital Structure Adjustment: The Moderating Role of Political Connections

Rudy Candra — 2026-04-27

This study investigates how managerial and institutional factors influence the firm-level speed of capital structure adjustment (SOA). While prior research on dynamic capital structure largely estimates aggregate adjustment speeds, limited attention has been given to granular SOA measured at the firm-year level and its relationship with managerial decision-making and institutional context. Using panel data from 71 non-financial firms included in the Kompas100 Indeks, representing the 100 largest and most liquid companies on the Indonesia Stock Exchange (IDX), over the period 2019-2024, this study examines how CEO education, CEO tenure, and political connections affect firms’ leverage adjustment behavior. The analysis employs panel regression models to estimate firm-level SOA and evaluate the direct and moderating effects of managerial and institutional variables. The results show that CEO education significantly accelerates leverage adjustment, indicating that firms led by more highly educated executives adjust their capital structures toward target levels more quickly. In contrast, CEO tenure does not show a significant effect on SOA. The findings also reveal that political connections slow leverage adjustment but strengthen the positive influence of CEO education on SOA, suggesting that managerial capability becomes more effective when supported by institutional access. These findings highlight that capital structure adjustment is shaped by the interaction between managerial decision-making and institutional networks, rather than by managerial characteristics alone.

Implementation of the Principles of Efficiency and Transparency in Management of Local Original Revenue (Pad)

Nursalam Nursalam — 2026-04-27

The implementation of efficiency and transparency principles in the management of Regional Original Revenue (PAD) is a crucial aspect of promoting good governance, particularly in the tourism sector. At the Department of Culture and Tourism of North Toraja Regency for the 2024 fiscal year, efficiency is reflected in the optimization of resources and the digitization of tourism retribution services, while transparency is demonstrated through public information disclosure and the preparation of accountable financial reports. However, efforts to develop the tourism sector as a driver of PAD remain constrained by several challenges, including limited funding, the absence of clear regulations on tourism retribution, and weak support for information system infrastructure. Additional technical barriers include uneven human resource capacity, complex asset management, and suboptimal coordination among stakeholders. To address these issues, the Department has formulated responsive strategies, such as strengthening financial literacy, establishing coordination forums among regional work units (SKPD), enhancing accounting-based information systems, conducting regular monitoring, and providing technical training for staff. Overall, the effectiveness of implementing efficiency and transparency principles is determined by institutional synergy, modernization of financial management systems, and shared commitment in managing local revenue potential in a sustainable manner.