Impact of digital economic liberalization and capitalization in the era of industrial revolution 4.0: case study in Indonesia

In the modern world, developing countries like Kenya, Tanzania, Ethiopia and several others in the African continent have been encouraged to reform their public expenditure management systems through computerization of the entire public sectors in response to the increasing volume of data or information that need to be processed. There are, however, various factors to be considered prior to the implementation of the public expenditure management information systems. This paper undertakes a theoretical review of the critical success factors that impact on the implementation of an Integrated Financial Management Information System (IFMIS) with a view to identify factors applicable to the Migori County of Kenya. The paper, then, identifies the key factors to be incorporated in the proposed IFMS framework. The proposed framework draws from the Technology Acceptance Model (TAM), Innovation Diffusion Theory (IDT) and the Work Around Theory (WAT). The paper fuses these theories towards a successful adoption of use of modern technology within the public sector IFMS. The key factors include technical, organizational, environmental, cultural and ethical behavior. These factors could improve efficiency and transparency through direct payments to suppliers and contractors, reduced prices due to gains based on the time value of money, as well as the comparative analysis of market rates and advanced relations across the numerous organizational units within government on execution, reporting, and thoroughness of budget transactions.

At the beginning of 2020, the world faced the most frightening threat to the population’s health – COVID-19 pandemic. For this reason, the international institutions, governments of countries and various organizations are forced to use unprecedented restrictive measures in many spheres of activity. As a result, the economies of the countries all over the world are significantly affected and are on the verge of crisis. This paper presents examples of economic consequences of COVID-19 pandemic for different countries of the world and analyzes still few scientific works, which study the influence of pandemic on their economies. The article generalizes the legislative and anti-crisis measures of the Ukrainian Government, as well as the National Bank of Ukraine and other state authorities. It is evidenced that at the end of 2019 and the beginning of 2020, Ukraine witnessed a significant decrease in GDP growth rate, reduction of industrial production and electricity production. The financial indicators also underwent significant losses, particularly the unemployment rate increased as thousands and thousands of labor migrants have returned to Ukraine from European and other countries. The article proves the inconsistency and unprofessionalism of such restrictive and regulatory measures. Finally, the necessity is substantiated to combine the methods of market economy and state regulation. The compulsory steps are offered, which would minimize the losses of the state and its population during this economic crisis.

Talents play a critical role in achieving organizational strategic goals and a higher level of performance in the healthcare industry. Therefore, the UAE government, which strives to provide world-class healthcare services, encouraged the adoption of talent management strategies and creation of essential capabilities for talent recruitment, development, and retaining. This study explores the talent management strategies, policies, and practices in multiple departments of a public UAE hospital. Moreover, it investigates required skills, competencies, and programs for those departments in the context of Industry 4.0. The study adopted a case study approach and qualitatively surveyed a purposive sample of 13 departmental managers, section heads, and supervisors who are experienced in employee management. The study found that talent management at the studied hospital is undefined and unclear in terms of strategies, policies, and practices. Furthermore, the study highlighted the need for employee encouragement, motivation, and engagement, as well as confirmed the critical role of management and leadership in facilitating talent management in the hospital. Accordingly, a UAE hospital could benefit from this study to develop its talent management policy and strategies that will guide managers in the Industry 4.0 era.

Acknowledgment
The nursing administration, nursing research committee at Tawam hospital and managers who responded to the study survey are acknowledged for the extension of support for the study.