Abstract
The purpose of this study is to empirically analyze the relationship between investment value, number of workers and project implementation in a bureaucratic reform perspective in facing the opportunities and challenges of local investment in selected provinces in Indonesia. Additional testing was carried out in more depth to test this relationship at the district level in West Java Province, Indonesia. This study uses quantitative methods with the type of empirical research to analyze the relationship between investment, projects and employment. Data was obtained from Bank Indonesia during the 2019 period with the object of research being the district level government in West Java Province. By using multiple regression by using SPSS analysis tools and ANOVA, the results of the study indicate that there is a correlation between the amount of investment and projects in selected provinces in Indonesia. Empirical tests at the district level also show that there is a positive relationship between the value of investment and the number of projects. However, the test did not find a significant effect of the number of workers on the number of projects at the district level. Theoretically, these findings underline that bureaucratic reform needs to be carried out by structuring a system of cooperation and national and international partnerships and increasing the professionalism of the apparatus in applying the strategic management conceptions of the internal environment and the external environment to create productive and efficient opportunities and create other profitable opportunities for the government. regions, specifically in West Java. In managerial terms, the findings show that a system of cooperation and partnerships needs to be done in relation to national cooperation, international cooperation, and strategic alliances. More specifically, the professionalism of the apparatus is increased by anticipating the management of change, the quality of international output, and the mastery and use of technology.
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