With the rapid development of information technology, social media has become a significant driving force for the transformation of the fashion industry. This paper uses quantitative research methods and takes Victoria's Secret as a case study to systematically analyze how social media has restructured the fashion management system from multiple dimensions. This paper proposes that fashion enterprises should build a data-driven agile management system and respond to the opportunities and challenges in the social media environment through content innovation, community operation, and collaborative governance. The research finds that social media not only changes the mechanism of fashion information dissemination but also reconstructs the relationship model between consumers and brands. The transformation case of the Victoria's Secret brand provides key data verification: from March 2024 to March 2025, the brand gained 2.6 million new followers on Instagram, significantly higher than the industry average, reaching 1 billion users. The October 2025 show created a media influence value of 213.6 million US dollars within 24 hours, driving an 8% year-on-year increase in fourth-quarter sales to 2.27 billion US dollars, with annual sales reaching 6.553 billion US dollars, a 5% increase. The transformation in the Chinese market was particularly significant, with a 217% increase in traffic on Tmall after Tian Xwei's endorsement, 70% of consumers under 25 years old, and a 40% year-on-year increase in sales in the first three quarters. However, the popularity of social media has also brought challenges such as information overload and data privacy concerns.

Unlocking operational efficiency gains from construction robotics (CR) in commercial residential projects (CRPs) hinges critically on agile management rather than technology deployment alone. We propose the Construction Robotics Agile Success Model (CR-ASM), which formalizes feedback-driven, subproject-level mechanisms that convert localized CR productivity into project-wide gains. To test CR-ASM, we analyze 224 CRPs across 37 Chinese provinces using a dual-stage methodology combining partial least squares–structural equation modeling (PLS-SEM) and artificial neural networks (ANNs). Key findings reveal that time/budget/security constraints significantly compel top management commitment (β=0.723), which is the most significant driver of project success (β=0.702) through the sociotechnical capabilities of middle management. By contrast, direct CR work efficiency demonstrates a negligible influence on management commitment, positioning robotics as a catalyst rather than a direct efficiency driver. Multigroup analysis indicates core management pathways remain statistically indifferent between CR adopters and nonadopters, underscoring the primacy of agile practices. Complementary ANN results confirm project success as the overwhelming predictor of operational efficiency (57% normalized importance), validating the model’s nonlinear dynamics. By bridging technology and organizational strategy, CR-ASM advances understanding of how the construction management field can achieve project-wide efficiency gains and provides an empirical foundation for future research in construction engineering and management.

A driver's license (SIM) is an important document that must be possessed by motor vehicle users. A driver's license (SIM) is valid for 5 years and must be renewed after that. Therefore, public driver's license services will continue to be needed by the community. Public driver's license services are synonymous with complicated services and lengthy procedures. Surabaya, as the city with the highest number of motor vehicles in East Java, needs to provide excellent public services for driver's licenses to its citizens. The Korlantas digital application is an innovation in driver's license services. Currently, the Korlantas digital application can only be used as a service application for driver's license renewals. SATPAS Colombo, as a driver's license service location in Surabaya, is one of the locations designated to implement services based on the Korlantas digital application. This study aims to determine the agile management in the driver's license renewal service at SATPAS Colombo in Surabaya. The method used in this study is descriptive qualitative. Data collection techniques were obtained through interviews, observations, and documentation. The results of the study show that the driver's license (SIM) renewal service at SATPAS Colombo in Surabaya City can be considered agile. However, there are still obstacles such as service time that requires additional time and human resource policies that are still lacking.

The contemporary business environment is characterized by technological disruption, global uncertainty, economic volatility, and rapidly evolving workforce expectations. Traditional Human Resource Management (HRM) systems, designed for stability and control, often struggle to respond effectively to such turbulence. This conceptual paper proposes an integrative framework linking disruptive forces with Agile Human Resource Management (Agile HRM) practices to enhance organizational resilience. Drawing from dynamic capabilities theory, organizational resilience literature, strategic HRM, and agile management principles, the study conceptualizes how disruption acts as both a threat and a catalyst for HR transformation. The framework identifies technological disruption, market volatility, workforce digitalization, and crisis events as drivers of HR agility. It further explains how Agile HRM practices flexible workforce design, continuous learning, decentralized decision-making, adaptive performance systems, and employee empowerment mediate the relationship between disruption and business resilience. The paper argues that organizations that strategically embrace HR agility are better positioned to absorb shocks, adapt rapidly, and sustain competitive advantage. The study contributes to the HRM literature by reconceptualizing disruption not as a destabilizing force but as a developmental opportunity for resilient enterprise transformation.

This study presents a structured development and implementation process executed within the KAMAX manufacturing plant, leveraging a sophisticated technical workflow that integrates 3D scanning (via iPad Pro), the FataMorgana AR ecosystem, and Microsoft HoloLens 2 hardware. The goal is to practically show the possibilities of using the means of augmented reality in connection with specific hardware equipment, which helps in more agile management and functioning of a modern production company. A fundamental methodological advancement of this research is the deployment of a QR-code-based spatial synchronization protocol, which guarantees high-fidelity alignment during the superimposition of digital twins onto the physical production environment. Through a pilot initiative centered on the configuration of new manufacturing cells, the research empirically validates that AR-enhanced auditing substantially mitigates spatial design discrepancies. Specifically, the system excels at detecting physical interferences undetectable in conventional 2D blueprints, thereby streamlining the consultative and decision-making processes for organizational stakeholders during layout verification. These findings offer significant empirical evidence regarding the integration and interoperability of AR devices and IoT datasets within the broader Industry 4.0 paradigm.

Purpose This study explores the integration of digital twin (DT) technology within technology transfer (TT) processes, focusing on a case study involving a pharmaceutical Contract Development and Manufacturing Organization. It aims to identify barriers to effective TT, propose mitigation strategies and develop a tailored project management methodology. Design/methodology/approach The research includes a literature review of TT barriers, interviews with professionals and an analysis of agile project management methodologies (Scrum, Kanban and eXtreme Programming). DT applications were simulated to assess their potential in optimizing the production process of prefilled syringes. Findings The proposed methodology effectively mitigates TT barriers, including communication, organizational and knowledge-related challenges. Simulations demonstrated the potential of DT technology in reducing process delays and enhancing decision-making, particularly by improving resource availability rather than setup times. Research limitations/implications The methodology relies heavily on inter-organizational collaboration and a “lean” mindset. Further validation is required for broader applications, especially in complex or multi-organizational contexts. Practical implications By integrating DT technology and agile management approaches, organizations can accelerate TT processes, enhance quality and reduce completion times, leading to a more efficient resource allocation and faster Return on Investment (ROI). Originality/value This study is among the first to combine DT technology with a hybrid agile project management methodology to address barriers in TT processes. Its findings contribute to both academic research and practical applications in industrial settings.

Public-private partnership (PPP) proves to be an effective approach to solving the financing problems of railway construction projects. However, there is a lack of studies on how to control its high revenue risk on financial returns caused by great uncertainties regarding revenue and cost during a long concession period for both the public and private sectors. Few studies focused on the mid-term risk assessment model, and there is still no well-developed mid-term risk assessment mechanism. To fill this research gap, this paper develops a mid-term revenue risk assessment model combining copula and net present value (NPV)-at-risk method. The copula-NPVaR (net present value at risk) model is applied in a numerical case study based on a railway construction project. The results indicate that by means of a copula, the simulated NPVs, under the more reasonable stochastic assumptions of random variables, will approach the real value. This model can be a useful tool to assess the profitability and financial sustainability of the project in the operation period, providing the stakeholders with more reliable and quantitative reference on the revenue risk. This study offers both theoretical foundations and practical suggestions to practitioners that will ultimately promote the adaptive and agile management of railway PPP projects.

The article provides a comprehensive analysis of the development of Ukrainian EdTech startups under conditions of digital transformation and full-scale war. The main focus is placed on managerial approaches, technological stack, process automation, and the role of visual culture in enhancing the effectiveness of educational IT products. The methodological framework of the study includes an analysis of scientific publications and industry analytical reports, a comparative analysis of Ukrainian and international EdTech practices, systematization of technological and managerial solutions, as well as a generalization of the operational experience of leading Ukrainian educational IT startups. The research results indicate that despite significant wartime challenges, the Ukrainian EdTech sector demonstrates resilient growth and high adaptability. Key factors driving market development are identified, including institutional support, steady demand for digital educational services, and a strong human capital potential in the IT sector. The feasibility of applying agile management methodologies, Product Discovery strategies, and systematic monitoring of key product and learning metrics is substantiated. It is proven that the implementation of LMS/LCMS platforms, cloud services, artificial intelligence technologies, Learning Analytics, and business process automation ensures learning personalization, facilitates product scalability, and enhances operational resilience. The conclusions establish that visual culture and UI/UX design are integral components of EdTech product quality, as they directly influence user engagement and learning outcomes. Prospects for further research are associated with an in-depth analysis of the application of artificial intelligence, adaptive algorithms, and educational analytics, as well as with assessing the global competitiveness of Ukrainian EdTech solutions.

The purpose of this study is to examine the application of the Agile Management paradigm in quality-based curriculum development, with particular attention to how adaptive, collaborative, and iterative principles enhance curriculum relevance and educational quality holistically. This study employs a qualitative approach using a case study design. Data were collected through semi-structured interviews, participatory observation, and document analysis involving key educational stakeholders, and were analyzed thematically through open, axial, and selective coding. The findings indicate that Agile Management contributes significantly to curriculum flexibility, stakeholder engagement, and continuous improvement. Adaptive practices enable curriculum adjustments aligned with students’ needs, collaborative processes strengthen shared ownership among stakeholders, and iterative cycles support ongoing refinement and integration of learning innovations. These results demonstrate that Agile-based curriculum management fosters a responsive and sustainable educational framework. The study implies that integrating Agile Management principles into curriculum governance can strengthen quality assurance systems, support contextualized learning, and enhance institutional capacity for continuous improvement in integrated Islamic education.

The aim of this study was to present a model for evaluating the value of non-monetary compensation in Management accounting using a qualitative approach based on the Grounded theory method. The data collection tool was semi-structured interviews with experts. To this end, in the qualitative phase during 2022, using a purposive (snowball) sampling approach, in-depth interviews were conducted with 13 experts who were knowledgeable and experienced in management accounting until data saturation was reached. The collected data were analyzed using a coding method with the aid of MAXQDA software. Based on the proposed model, the findings showed that regarding causal conditions, most experts in the field of Behavioral management accounting believed that the most influential factors affecting non-monetary compensation in behavioral management accounting were components such as phases of psychological–social motivation, including social norms and priorities, Cognitive psychology, and Motivational psychology. The core category of this study was non-monetary compensation in management accounting at the individual, group, and environmental levels. Two main categories—Agile management and the effects of management accounting techniques—constituted the contextual conditions. The intervening conditions consisted of two main categories: behavioral and social skills, and foundational concepts of behavioral management accounting. The first category of intervening conditions, behavioral and social skills, included the subcategories of leadership skills, teamwork, accountability, goal-setting ability, and networking skills. The category of foundational concepts of behavioral management accounting included the budgeting process, performance management, and information and decision-making. The only main strategic category was the principles of behavioral management accounting, which included five subcategories: stewardship, trust, value, relevance, and degree of influence.

Digital transformation and Industry 4.0 have reshaped the way organizations design processes, make decisions, and create value across industrial, public, and social systems. This Special Issue of Transactions on Energy Systems and Engineering Applications brings together a diverse set of contributions that explore digital transformation not only as a technological phenomenon, but as a managerial, organizational, and societal challenge. The selected articles address key dimensions, including disruptive innovation assessment, business intelligence for public-sector decision-making, agile management in traditional industries, artificial intelligence in industrial quality control, operational efficiency through OEE automation, advanced sensing and data-driven modeling, digital inclusion as social innovation, and the socioeconomic impacts of ICT adoption. Together, these works offer a comprehensive view of how Industry 4.0 technologies must be strategically managed to generate sustainable value, enhance organizational performance, and promote inclusive development. This editorial contextualizes the contributions, highlights their interconnections, and outlines practical and research-oriented recommendations for advancing digital transformation management.

Wydawnictwo SIGMA-NOT wydaje czasopisma fachowe informujące swoich czytelników o najnowszych osiągnięciach naukowych i nowoczesnych rozwiązaniach technicznych w Polsce i na świecie, popularyzuje problemy techniczne oraz poszerza wiedzę i kulturę techniczną.

This study examined the effect of organizational resilience on the effectiveness of beverage firms in South-East Nigeria. Specifically, it investigated how adaptive leadership, operational flexibility, and employee engagement influence organizational effectiveness. The study adopted a descriptive survey research design, and data were collected through structured questionnaires administered to employees of selected beverage firms across Abia, Anambra, Ebonyi, Enugu, and Imo States. Using the Taro Yamane formula, a sample size of 222 respondents was determined from a total population of 500 employees. Data analysis was conducted using descriptive statistics and the Pearson Product Moment Correlation Coefficient (PPMCC) with the aid of SPSS version 26.0. Findings revealed that adaptive leadership has a strong and significant effect on the effectiveness of beverage firms operational flexibility positively and significantly influences organizational effectiveness, and employee engagement has a significant positive relationship with organizational effectiveness. The study concludes that organizational resilience substantially enhances the effectiveness of beverage firms in South-East Nigeria by enabling them to anticipate, adapt, and respond effectively to environmental and operational challenges. Based on the findings, the study recommends that beverage firms promote adaptive leadership development through continuous training, enhance operational flexibility via agile management practices, and strengthen employee engagement through participatory management and motivation strategies.

The article conducts a comprehensive scientific inquiry into administrative planning and control practices within project management, conceptualizing them as an integrated system of organizational procedures, standardized documentation protocols, and strategic managerial interventions. Unlike traditional functional approaches, this study offers an original interpretation of administrative activities as the "structural backbone" of project resilience. The author posits that effective administration is not merely a supportive function but a proactive regulatory mechanism designed to synchronize project objectives with strict temporal, qualitative, and financial constraints. The research introduces a proprietary conceptual model of the «Administrative Planning-Control Cycle». This model transcends the linear progression of tasks by integrating a continuous feedback loop that links documentation flow with real-time decision-making. By categorizing key practices, specialized tools, and organizational measures, the study identifies specific administrative levers that significantly enhance project performance. The scientific novelty lies in the synthesis of rigid bureaucratic accountability with agile management principles, creating a hybrid framework capable of mitigating systemic risks. Furthermore, the article provides evidence-based recommendations for implementing this administrative framework across both public and private sectors. Special emphasis is placed on the Ukrainian context, where the administrative environment is characterized by a transition from traditional hierarchical structures to flexible governance. The findings are uniquely adapted to the specificities of public administration and the operational realities of small and medium-sized enterprises in Ukraine. The study concludes that the institutionalization of standardized administrative procedures is a prerequisite for project success in volatile socio-economic environments, providing a scalable roadmap for practitioners and policy-makers alike.

Purpose This study investigates the impact of contemporary management and leadership styles on sustainable business performance. With sustainable business performance as the dependent variable, modern management approaches and leadership styles were designated as independent variables, and innovation was the mediating variable. This study employs economic, environmental and social sustainability as proxies for sustainable business performance. Systems thinking, total quality management, lean management, agile management and matrix management were used as proxies for contemporary management. Transformational, servant, authentic and situational leadership styles. Design/methodology/approach Among the 23 registered banks in Ghana, this study focuses on nine banks listed on the Ghana Stock Exchange. A survey questionnaire was designed, and a stratified purposive sampling technique was employed, resulting in a sample of 405 completed questionnaires. Data analysis was performed using partial least squares structural equation modelling (PLS-SEM) to assess the seven hypotheses. Findings The findings suggest that leadership styles and modern management approaches positively and statistically significantly impact sustainable business performance. The findings also demonstrate that innovation has a positive and statistically significant influence on sustainable business performance. Additionally, the results indicate that innovation partially mediates the relationship between leadership style, modern management approaches and sustainable business performance. Practical implications These findings emphasise the importance of modern management practices and adaptive leadership for sustainability. Policymakers should endorse training that fosters flexible leadership and innovation, and managers should adopt practices aligned with these insights to enhance sustainable performance and gain a competitive advantage. Originality/value This study explores the relationship between contemporary management practices and leadership styles in fostering sustainable business performance, particularly the mediating role of innovation.

This study aims to determine the implementation of creative management in the digital era. This research approach collects data through literature studies, which involve reading literature from various sources including books, articles, journals, and reports using qualitative and deductive approaches. The results of this study indicate that the implementation of creative management in the digital era involves systematic stages starting from identifying innovation opportunities, developing creative ideas, digital validation and prototyping, to implementing ideas into organizational systems. This process faces challenges such as resistance to change, limited digital skills, technology investment, data security risks, and digital fatigue. To overcome these challenges, key strategies are needed, including the integration of human creativity with digital intelligence, collaborative innovation, continuous learning, design thinking, and agile management. This strategy enables organizations to generate innovative ideas that are data-driven, adaptive to market changes, and relevant to users.

This study addresses a critical gap in the literature: despite the pivotal role of Bumiputera SMEs in Malaysia’s economic inclusivity agenda, there is limited systematic understanding of how human-centric digital transformation can empower these enterprises. Prevailing digital initiatives often prioritize technology over people, overlooking the unique socio-cultural, human capital, and organizational challenges faced by Bumiputera entrepreneurs. To address this, the study aims to analyze the research landscape on human-centric digital transformation in Bumiputera SMEs by mapping key themes, identifying intellectual structures, and proposing future research directions. Using Scopus AI (as of 25 September 2025), the research employed an advanced bibliometric and semantic analysis based on a targeted search string encompassing Bumiputera identity, SMEs, digital transformation, human-centricity, and empowerment. The analysis generated a Summary, Expanded Summary, Concept Map, Topic Experts profile, and Emerging Themes. Findings reveal that while digital transformation frameworks, organizational agility, and even novel technologies like digital twins are gaining traction globally, research explicitly focused on Bumiputera SMEs remains virtually absent. Instead, empowerment is mediated by human capital particularly digital literacy, innovation culture, and leadership capabilities and enhanced through culturally resonant strategies such as narrative-driven digital storytelling. The study contributes a novel integrative framework that positions human agency at the core of digital transformation. Practically, it urges policymakers and support agencies to co-design context-sensitive interventions that blend digital upskilling with cultural identity, community engagement, and agile management practices. Theoretically, it bridges ethnic entrepreneurship, inclusive innovation, and digital sociology. The paper concludes with a call for primary research, action-based pilots, and longitudinal studies to ground digital empowerment strategies in the lived realities of Bumiputera entrepreneurs.

This study explores the role of agile management as a modern managerial approach and its position in current literature. Although its origins can be traced back to the Agile Manifesto from 2001 in software development, agile management has since extenden to various sectors and is now recognized as a strategic capability. Unlike traditional management approaches, which are characterized by stability, hierarchical structures, and rigid planning, agile management focuses on flexibility, rapid adaptation, and continuous improvement. This paper discusses the conceptual foundations of agile management, its distinctions from classical management approaches, its core principles, its relationship with organizational transformation, and contemporary trends in the literature. Additionally, bibliometric analyses that highlight research directions are included to underline the interdisciplinary impact of agility. In conclusion, agile management should be regarded not merely as a project-level methodology but as a managerial paradigm that enables organisations to achieve resilience and sustained competitive advantage in environments characterized by uncertainty and change.

This study investigates how technical management and product management influence the adoption of smartwatches in Shenzhen, China, emphasizing the mediating role of management innovation. Situated in one of the world’s most dynamic technology hubs, the research explores the strategic interplay between engineering, product development, and organizational innovation within the region’s competitive smartwatch industry. Drawing on an interpretive qualitative approach, data were collected through in-depth interviews with 26 senior managers, product strategists, and technical experts across leading smartwatch firms. Thematic analysis revealed three overarching themes: (1) the strategic alignment of technological capabilities with market demands, (2) innovation as a systemic organizational capability, and (3) management innovation as a dynamic integrator linking technical potential to market impact. Findings show that successful smartwatch adoption depends not only on technical excellence or market insight but on the ability of firms to bridge these domains through agile management structures, cross-functional collaboration, and open innovation practices. Management innovation emerges as a pivotal enabler of organizational ambidexterity, allowing firms to balance exploration and exploitation while maintaining responsiveness to consumer trends. The study extends theories of innovation management by demonstrating how internal cultural shifts, structural redesign, and leadership practices support product adoption in fast-paced, resource-constrained environments. Implications for future research, policy, and managerial practice are discussed, offering insights into how emerging-market firms can foster sustainable innovation through adaptive and integrative management approaches.

Digitalization represents the deep integration of technology and digitalization, marking an inevitable trend in the future development of society. This era of development not only has a significant impact on the macro environment of the country, but its promotion also drives corresponding innovations in internal corporate governance to a certain extent. As a key element of internal corporate governance, the human resource management model also needs to be upgraded to keep pace with the times. Currently, the flexible human resource model, synonymous with agile management and people-oriented management, is increasingly recognized and applied by enterprises. Its breakthrough requires integration with the digitalization era and project management concepts to cope with rapidly changing market environments and enterprise project demands. Therefore, this article explores the necessity of innovative optimization of flexible human resource management based on project management in the digitalization era, analyzes the current status of the management model, and proposes innovative and optimization paths for flexible management models in project human resources. This provides certain reference and inspiration for the management of internal human resources in enterprises and is also conducive to the sustainable and high-quality development of enterprises.