<![CDATA[The governance of Indonesia’s National Strategic Projects (PSN) involves complex interactions among multiple public and private actors, requiring collaborative and adaptive approaches. This study examines the application of Mary Parker Follett’s organizational theory in PSN governance, focusing on key principles such as power with, integrative conflict resolution, direct contact, continuous coordination, unity of purpose, and the law of the situation. Using a qualitative descriptive–analytical approach, the study draws on document and literature analysis of academic sources, government regulations, and official policy documents related to PSN. Five major projects, the Nusantara Capital City (IKN), the Jakarta–Bandung High-Speed Railway (KCJB), the Trans-Sumatra Toll Road (JTTS), Patimban Port, and the Batang Integrated Industrial Estate were selected as analytical cases due to their scale and multi-actor governance structures. The findings show that Follett’s principles are increasingly reflected in PSN governance through collaborative power arrangements, deliberative conflict management, adaptive decision-making, and sustained cross-sectoral coordination. However, persistent challenges remain, including sectoral fragmentation, rigid regulatory frameworks, power asymmetries in public–private partnerships, and uneven institutional capacity. Overall, the study confirms the continued relevance of Follett’s theory for analyzing contemporary public administration in Indonesia, while highlighting the need for institutional strengthening and enhanced stakeholder participation to support more inclusive and adaptive national development.]]>
