Purpose In the contemporary business landscape, the interplay of gender, sustainability and digitalization has emerged as a critical factor influencing firm performance. This study aims to systematically integrate scientific knowledge on these dynamics through a comprehensive literature review, identifying key trends and themes that link gender diversity policies, technological innovations and firm outcomes. Design/methodology/approach The study conducted a comprehensive literature review of 211 journal articles, with 63 selected for in-depth analysis using PRISMA. Thematic clusters were identified through qualitative analysis, focusing on how gender diversity, sustainability and digitalization contribute to firm performance. Findings Five thematic clusters were identified: “Corporate Social Responsibility (CSR) and Environmental Management,” “Gender Diversity, Sustainable Development and Digital Platforms,” “Academic Research, Motivation and AI/Technology in Learning,” “Adoption and Behavioral Intention in Technology Use” and “Performance in Business and Agriculture with a Focus on Environmental Impact.” The findings demonstrate that integrating gender equality with sustainability initiatives and digital education enhances organizational adaptability and resilience. Gender diversity was also found to significantly foster innovation capabilities, making sustainability a strategic element that drives superior financial performance. The role of technology in bridging gender gaps and promoting equitable business practices was emphasized, showcasing its potential to empower women. Research limitations/implications The study is limited by its reliance on secondary data from journal articles, which may introduce selection bias. Future research could benefit from primary data collection to further validate these findings. Originality/value This study provides a novel integration of gender diversity, sustainability and digitalization in the context of firm performance. It highlights the synergistic effects of these factors on innovation and organizational success, advocating for gender mainstreaming and digitalization as essential strategies for sustainable management aligned with the United Nations sustainable development goals (SDGs).

Conflict management represents a key challenge and tool in the process of managing organizational change, particularly in public enterprises operating in complex and bureaucratically structured environments. This paper explores the theoretical and empirical aspects of conflict management as a function of more effective implementation of changes in the public sector, with a specific focus on public enterprises in the Canton of Sarajevo. Thus, the subject of this research is public enterprises and conflict management within them, while the function of change management refers to the identification of factors that influence the emergence of conflicts during the implementation of changes, as well as the analysis and evaluation of methods by which such conflicts can be managed and resolved. The aim of this study is to examine workplace conflicts, perspectives on conflicts, their causes, the most effective resolution strategies, and personal experiences with conflicts and how they were resolved in the workplace — all with the ultimate goal of improving change management in public enterprises. Quantitative and qualitative research methods were used, including a survey conducted among employees of eleven public enterprises. The results show that the absence of formal conflict management strategies negatively affects the success of change implementation and that leadership styles and organizational culture are decisive factors in conflict resolution. The paper offers recommendations for establishing institutional mechanisms for conflict management to improve organizational adaptability.

The mining industry continues to face persistent safety challenges, with powered haulage incidents remaining a leading cause of occupational fatalities. This study investigates the implementation of Autonomous Haulage Systems (AHS) in mining operations, focusing on their potential to enhance safety performance and the managerial complexities that accompany their deployment. Employing a qualitative analytical approach supported by industry case studies and empirical observations, the research evaluates how AHS integrating artificial intelligence (AI), global positioning systems (GPS), and advanced sensor technologies reduces human exposure to hazardous environments and mitigates accidents resulting from fatigue and operational error. Evidence from autonomous operations at Rio Tinto and Resolute Mining demonstrates substantial safety and efficiency gains, including zero lost-time injuries, a 15% reduction in unit costs, and increased operational uptime. Despite these advantages, AHS adoption introduces significant managerial challenges encompassing workforce transition, regulatory compliance, cybersecurity vulnerability, and system reliability. The findings underscore that the successful integration of AHS necessitates comprehensive management frameworks emphasizing employee retraining, adherence to international safety standards, proactive cybersecurity measures, and preventive maintenance systems. The study concludes that AHS represents a transformative technological innovation with the capacity to redefine safety management and operational efficiency in the mining sector. However, its long-term sustainability relies on the alignment of technological advancement with strategic management practices and organizational adaptability.

Purpose: The aim of this paper is to analyse the role of strategic talent management as a critical factor in enhancing and maintaining organisational competitiveness. Methodology/Approach: The methodology integrated both quantitative analyses, including descriptive statistics, Pearson's Chi-square test, Spearman's correlation coefficient, and Kruskal-Wallis ANOVA, as well as qualitative thematic analyses of open-ended responses. Findings: The results confirm statistically significant relationships between employees' perceptions of career growth opportunities, digitalisation, and artificial intelligence utilisation, and their evaluations of talent management effectiveness. Research Limitation/Implication: Barriers such as insufficient time and motivation were identified, emphasising the need for personalised training and flexible learning modules. Originality/Value of paper: This paper underscoring that effective talent management, supported by technological integration and inclusive organisational strategies, significantly enhances organisational adaptability and long-term competitive advantage.

In today’s rapidly evolving organizational landscape, facilitation has emerged as a critical leadership competency that moves beyond traditional command-and-control models toward participatory decision-making, shared ownership, and reflective dialogue. This conceptual paper explores how facilitative leadership enhances collaboration, trust, and organizational adaptability within Maldivian institutions. Drawing on transformational leadership, relational coordination, and organizational readiness for change theories, it synthesizes recent literature (2020–2025) to highlight facilitation’s growing relevance across the civil service, education sector, local councils, and NGOs. In the Maldives, leadership remains shaped by hierarchical traditions; however, ongoing decentralization and governance reforms provide fertile ground for facilitative approaches to flourish. The paper argues that facilitative leadership strengthens coordination, deepens trust, and builds institutional resilience. It concludes that integrating facilitation into leadership development and capacity-building programs can foster a more inclusive, adaptive, and trust-based organizational culture across Maldivian institutions.

In the modern era, the rapid advancement of technology and the expansion of digitalization fundamentally transform organizational management and strategic planning processes. Especially in fields such as higher education institutions, industrial organizations, and public administrations, digital transformation has become a core component of strategic approaches aimed at increasing organizational efficiency and enhancing competitive advantage. This study examines the effects of digital transformation processes, based on strategic planning, on management systems. The research highlights the importance of digitalization in organizational decision-making, performance measurement, resource optimization, and agility. At the same time, it emphasizes the significance of effective management structures, transparency, and leadership for successful digital transformation. Within the scope of the study, strategic planning and digital transformation practices across various countries and sectors are comparatively analyzed, and the best management models are identified. The results show that digital transformation is not only a technological innovation but also an integral part of strategic management that is essential for sustainable development and achieving competitive superiority. In this context, the synergy between strategic planning and digital transformation accelerates organizational adaptation to changing environments and enhances the effectiveness of management systems. Overall, the study reveals ways to successfully implement digital transformation within the framework of strategic management and opens new perspectives for future research.

In the context of accelerating global economic integration and digital transformation, it is crucial to strike a dynamic balance between globalization and localization in corporate supply chains for effective strategic management. From a systems integration perspective, this paper discusses core mechanisms through which digital economy platforms collaborate with human resource management (HRM) to achieve supply chain balance. By synthesizing research on global versus local supply chains, digital-economy platforms, and HRM, the author proposes a technologyorganization collaboration framework that unveils how digital-platform empowerment and HRM-driven organizational empowerment are intrinsically linked and mutually reinforcing. Research indicates that digital economy platforms provide technological support, while HRM offers organizational capability guarantees; their collaboration optimizes the balance of the supply chain. However, existing studies are often limited by either "technological determinism" or "organizational determinism" perspectives, which lack systematic exploration of their collaborative mechanisms. Based on this gap, the paper proposes a "Platform-HRM Collaboration" theoretical framework, which elucidates the dialectical relationship between technological embedding and organizational adaptation. It reveals how the two factors form complementary and mutually reinforcing relationships at different levels of the supply chain to achieve a dynamic balance among efficiency, resilience, and innovation. This framework not only enriches interdisciplinary research in digital economy and supply chain management but also provides systematic theoretical guidance for companies to achieve coordinated globalization and localization development in complex environments.

Molecular diversity and functional roles of fibrillarin: Comparative insights across trypanosomatids and other model organisms.

The study aims to investigate how organizational culture affects the relationship ‎between accounting information systems (AIS) and the overall performance of Jordanian ‎small and medium-sized projects. A poll was conducted with senior executives from several ‎small and medium-sized Projects in various industries. Structural Equation Modeling (SEM) ‎analysis was applied to test the direct and moderating effects. According to the study, the ‎relationship between small and medium-sized projects' performance and accounting ‎information systems is influenced by organizational culture, as the moderating role is ‎statistically significant. The findings show that the organizational culture's consistency, ‎adaptation, and mission are important and shape the impact of the AIS, which has a major ‎effect on the performance of Jordanian small and medium-sized projects. The study ‎concludes that ethical cultures have an impact on and a moderating effect on the impact of ‎AIS, which ultimately affects the performance of small and medium-sized projects. Jordan is ‎a developing nation with underdeveloped institutions and systems. There is a lack of studies ‎on the impact of AIS and organizational culture on the success of small and medium-sized ‎Projects because these entities are still in the early stages of development. This is because ‎businesses and organizational structures are relatively new. Regarding how national culture ‎affects organizational culture, institutions, and the usage and caliber of accounting data, ‎Jordan's culture is very different from that of developed countries and even from that of ‎other Arab states. Thus, the study adds to the body of existing work in both a theoretical and ‎contextual sense by examining the moderating impacts of organizational culture, AIS, and ‎small and medium-sized projects' performance from the perspective of rising nations. The sole ‎method of evaluating performance was through collective perceptions of managers and ‎owners, which limited the study‎.

This article presents the Music-Inspired Leadership Model (MILM), an innovative conceptual framework that integrates key musical principles “harmony, rhythm, dynamics, and improvisation” with contemporary leadership theories and strategic management practices in higher education institutions and modern organizations. In the rapidly changing context of the 21st century, effective leaders must demonstrate vision, adaptability, creativity, and the ability to foster cross-disciplinary collaboration. A Systematic Literature Review (SLR) was conducted using major academic databases including Web of Science, Scopus, and ERIC to synthesize knowledge from music psychology, music education, leadership studies, and organizational management. The findings indicate that musical principles offer a robust and transferable framework for leadership development: strategic alignment and organizational coherence (harmony), process consistency and workflow momentum (rhythm), adaptive and context-responsive leadership (dynamics), and enhanced resilience and innovation through strategic improvisation (improvisation). Moreover, the MILM model aligns with Sustainable Development Goals (SDGs) 4, 8, and 16 by promoting collaborative learning cultures, fostering engagement, and strengthening organizational adaptability. The article concludes with policy implications, practical applications, and recommendations for future research to assess the effectiveness of the MILM model in advancing leadership capacities in educational institutions and modern organizations.

Abstract In an increasingly dynamic and competitive global economy, where rapid technological advancements continually reshape market structures, digital transformation has emerged as a critical driver of business resilience and sustainable growth. This study examines how the adoption of digital technologies contributes to enhancing operational efficiency, organizational adaptability, and long-term competitiveness. Using a mixed-methods approach, quantitative and qualitative data were collected from 70 medium-sized service-sector companies in Peru. The findings reveal that organizations implementing digitalization processes experienced notable improvements in productivity (63%) and responsiveness to changing environments (58%). However, persistent challenges remain, particularly in relation to the technological gap, change management, and digital skills training. The study concludes that digital transformation should not be understood merely as technological modernization, but rather as a comprehensive strategic process aimed at achieving the Sustainable Development Goals (SDGs), promoting decent work, and fostering more resilient economies in developing countries.

This study explores the impact of organizational culture on execution of strategic plans within the Kenyan insurance industry, with a strong emphasis on adhocracy culture, a culture type under Competing Values Framework (CVF). Adhocracy culture underpins innovation, flexibility, and adaptability; traits necessary for firms operating in highly evolving and dynamic environments. While much of the existing body of knowledge acknowledges the impact of organizational culture on strategic plan implementation, rarely has any empirical study tested this correlation in an African context, especially in a dynamic and highly regulated environment such as the Kenyan Insurance sector. Employing a descriptive survey design, data was collected from 30 insurance firms and analyzed through inferential and regression methods. The findings reveal that adhocracy culture is a statistically significant forecaster of strategic plan implementation ( ). These results underpin the importance of adaptive and innovation-driven organizational environments in converting strategic plans into actionable outcomes, particularly in rapidly-evolving and highly-dynamic markets where traditional and highly structured approaches are insufficient. The research progresses the knowledge in the areas of corporate culture and organizational strategy by offering empirical evidence from a highly-regulated and dynamic industry in an understudied developing economy. The research emphasizes the idea that adaptive organizational cultures underpinned by innovation are essential for effective strategic plan implementation. The research offers practical lessons for leaders and policymakers tasked with implementation of strategic plans. It supposes that vibrant cultural characteristics largely enhance strategy execution in highly-evolving business set-ups. The study recommends that organizations entrench innovation processes, encourage cross-functional collaboration, and set up flexible decision-making models to enhance effective strategic plan implementation.

This study investigates the impact of Human Resource (HR) practices on organizational cultural adaptation and employee engagement in the Saudi Telecommunications Company (STC), which is based in the Kingdom of Saudi Arabia. The study examined five HR dimensions: cultural diversity management, digital HR transformation, HR practices related to innovation, HR practices related to values, and employee empowerment. A quantitative survey method was informative, including the distribution of data through 300 questionnaires to STC employees, with 250 valid for statistical analysis using SPSS 28. Descriptive statistics, reliability analysis, Pearson correlation, and multiple regression statistical methods were employed. The study results revealed that all five dimensions related to HR enhanced organizational cultural adaptation and employee engagement with significance. These study results emphasize consideration for strategies that include aspects of cultural awareness, technology in HR, and innovative and values-based strategies to promote employee engagement, commitment, and resilience within the organization. This study contributes to the strategic HRM literature of emerging economies and presents to strategic HR leaders’ important implications for practices that complement the goals of Saudi Vision 2030.

Purpose: This study aimed to explore the lived experiences of Saudi female nurses working in mixed-gender healthcare environments and understand how they navigate professional identity while managing cultural expectations in Saudi Arabia’s evolving healthcare landscape. Methods: A descriptive phenomenological qualitative study grounded in symbolic interactionism was conducted using in-depth semi-structured interviews with 20 Saudi female nurses working in mixed-gender healthcare settings in Riyadh. Interviews were conducted in Arabic and systematically translated using forward–backward translation protocols. Data were analyzed using Colaizzi’s phenomenological analysis framework to identify essential themes and meanings. Trustworthiness was established through credibility, dependability, confirmability, and transferability strategies, including member checking with 6 participants, peer debriefing, and comprehensive audit trails. Results: Four major themes emerged: (1) Reconciling Traditional Values with Professional Duties, (2) Negotiating Gender Dynamics in Clinical Practice, (3) Developing Professional Identity Amid Cultural Tensions, and (4) Organizational Support and Environmental Adaptation. Participants demonstrated remarkable resilience in balancing cultural expectations with professional responsibilities while developing sophisticated coping strategies. Conclusions: Saudi female nurses actively construct their professional identities while navigating complex cultural landscapes. The study reveals the need for organizational policies that support cultural sensitivity while promoting professional growth and gender equality in healthcare settings. These findings may inform healthcare workforce development in other Islamic and culturally transitioning contexts.

This paper explores present-day strategies for recalibrating corporate workflows in response to increasingly unpredictable market dynamics. The importance of this inquiry lies in the mounting volatility of economic landscapes and the swift pace of technological innovation, both of which compel enterprises to remain adaptable and structurally resilient. The analysis synthesizes conceptual and applied frameworks for operational adjustment—ranging from business process redesign and adaptive process governance to agile principles and digitization. Special focus is given to how artificial intelligence, automation technologies, and cloud platforms serve as pivotal mechanisms for achieving organizational elasticity. The research sets out to organize and classify contemporary instruments that enhance an enterprise’s capacity to respond to external shifts. Through comparative examination and scholarly aggregation, the study uncovers operational patterns and managerial interpretations of organizational adaptability. The findings reveal how such approaches allow firms to recalibrate internal routines, optimize output, and maintain strategic viability under conditions of disruption. The article offers value to academics, executives, and consultants engaged in advancing innovative approaches to business operations and technological integration.

This study examined the influence of strategic management practices on the organizational performance of mobile telecommunication firms in Kenya. Specifically, it investigated the effects of Strategic Planning, Strategic Leadership, Strategic Alliance, Strategic Innovation on firm performance. The study was guided by strategic fit theory, Ricky Griffin’s model, human capital theory, organizational culture theory, and the resource-based view theory. The research focused on the three main mobile telecommunication companies in Kenya—Safaricom, Airtel, and Equitel—and targeted all senior managers within these organizations. A total of 188 managers were identified as the study population, from which a sample size of 156 respondents was drawn using a simple random sampling technique. Data were analyzed using both descriptive statistics, including percentages, means, and standard deviations, and inferential statistics, primarily regression analysis, to test the study hypotheses. The findings revealed that strategic planning practices had a strong positive correlation with organizational performance, and regression analysis indicated a significant positive causal effect. Strategic leadership was found to exert a statistically significant influence on firm performance, with improvements in leadership practices likely to enhance overall organizational outcomes. The study also established that strategic alliances contributed significantly to firm performance, while strategic innovation demonstrated a positive and statistically significant impact on operational efficiency and competitive advantage. The results suggested that firms emphasizing strategic planning set clear objectives, allocate resources efficiently, and enhance performance. Similarly, strategic leadership facilitated a clear organizational vision and adaptability to dynamic market conditions. Furthermore, strategic alliances and innovation were found to strengthen competitiveness, operational efficiency, and responsiveness to evolving customer demands. The study recommended that mobile telecommunication firms in Kenya invest in continuous leadership development, actively pursue strategic alliances, and leverage innovation to sustain competitive advantage. Future research could examine the individual effects of these strategic management practices on specific performance indicators such as financial outcomes, customer satisfaction, and market share

In a hypermodern context characterized by technological acceleration, societal recomposition, and climate urgency, classical agility frameworks struggle to account for ecosystemic interdependencies and the plurality of temporal horizons. This article addresses the following research question: how can organizational agility be conceptualized to meet the singular challenges of the hypermodern era, marked by accelerated innovation cycles, market unpredictability, and a diversity of stakeholders? We advance the theory of “hypermodern agility,” grounded in three key latent variables: (i) the cognitive reconfiguration of decision-making routines, (ii) the plasticity of coordination structures, and (iii) the reflexivity of innovation ecosystems. The mixed-method design combines a systematic literature review (two thousand–2025), multi-sector case studies (36 interviews), and quantitative validation through PLS-SEM on a sample of 311 respondents. Qualitative findings reveal short-cycle sensemaking loops, modular organizational architectures, and inter-actor learning mechanisms. Quantitative results confirm a second-order construct of hypermodern agility explained by cognitive reconfiguration (β = 0.34; p < 0.001), coordination plasticity (β = 0.28; p < 0.001), and ecosystem reflexivity (β = 0.31; p < 0.001; R² = 0.62). Hypermodern agility enhances strategic performance (β = 0.42; R² = 0.49) and organizational sustainability (β = 0.35; R² = 0.45). Model robustness is supported (loadings ≥ 0.70; α = 0.82–0.91; AVE = 0.54–0.71; HTMT < 0.85; SRMR = 0.058; Q² > 0; bootstrapping 5,000). Environmental uncertainty strengthens the impact of agility on performance (β_mod = 0.12; p = 0.02). The theoretical contribution introduces the concept of “fractal temporality,” through which organizations articulate short-, medium-, and long-term horizons. Managerial implications concern algorithmic governance, adaptive steering, and ecosystem orchestration. Limitations relate primarily to sectoral scope and the absence of longitudinal tracking; comparative and experimental studies are proposed for future research.

Systemic and Family Constellations (SFC) is a phenomenological approach that reveals and harmonizes unconscious dynamics in human systems. This study positions it as a central—and not merely complementary—methodology in Organizational Development (OD), addressing the systemic roots that block transformation. The study highlights a strong convergence between theory and practice using a mixed-methods approach, consisting of an integrative literature review (28 articles, PRISMA protocol) and empirical research with 131 Brazilian constellation practitioners. The results demonstrate that SFC promotes cultural change (by resolving hidden loyalties and systemic exclusions), integrates teams (by strengthening a sense of belonging), develops systemic leadership (by clarifying roles and hierarchies), and improves the organizational climate (by mediating deep-rooted conflicts). Direct impacts have been reported on innovation, productivity, and employee well-being. Bibliometric analyses (VOSviewer) confirm a consolidated theoretical core based on authors such as Hunger-Schoppe and Weinhold, with recent expansion led by the Netherlands, highlighting the transition of SFC from a therapeutic approach to an organizational and systemic methodology. The study also proposes a practical three-phase framework for integrating SFC into OD programs, incorporating ethical guidelines, facilitator qualification criteria, and impact measurement protocols. From a theoretical perspective, the research articulates the phenomenological principles of SFC (Belonging, Order, and Balance) with classical OD theories (Lewin, Schein, Bertalanffy), rigorously responding to methodological criticisms—subjectivity, replicability, and the lack of randomized controlled trials—through its epistemological basis in lived experience and empirical triangulation. It is concluded that Systemic and Family Constellation constitutes a social and strategic technology centered on human beings, capable of strengthening the resilience and adaptability of organizations in contexts of increasing complexity and uncertainty.

In an era of unprecedented uncertainty and disruption, the survival of organizations in emerging economies increasingly depends on their ability to adapt, innovate, and remain resilient. This study examines the combined influence of leadership and creativity on building organizational resilience and sustaining business performance within the Nigerian telecommunications industry, a sector marked by intense competition, regulatory complexity, and technological volatility. Drawing on theories of adaptive and transformational leadership as well as creativity and resilience frameworks, the study explores how leadership behaviors stimulate creativity-driven resilience that enables firms to withstand and recover from environmental shocks. A quantitative research design was employed using data collected from 383 employees across major multinational and indigenous telecommunications firms in Nigeria. Partial Least Squares Structural Equation Modelling (PLS-SEM) was applied to test the hypothesized relationships among leadership, creativity, resilience, and business survival. The results revealed that adaptive and transformational leadership styles significantly predict organisational resilience through the mediating role of creativity. Leaders who encourage experimentation, inspire innovation, and provide intellectual stimulation were found to enhance employees’ capacity to respond creatively to uncertainty. Furthermore, resilient firms demonstrated superior operational stability, stronger customer loyalty, and greater adaptability to technological and regulatory disruptions. Theoretically, this study contributes to leadership and resilience literature by integrating creativity as a central mechanism linking leadership behaviours with long-term organisational adaptability. It advances understanding of how adaptive leadership functions within emerging market contexts, where structural constraints and resource limitations intensify the need for creative problem-solving. Practically, the findings underscore the necessity for leadership development programmes, HR strategies, and organisational policies that institutionalise creativity and resilience as strategic imperatives. Policymakers are also urged to design supportive regulatory frameworks that foster innovation and capacity building across the telecommunications ecosystem. Ultimately, this research provides both scholars and practitioners with actionable insights into how adaptive leadership and creativity can serve as twin pillars for building resilient organisations in volatile business environments.

This study explores the role of digital transformation (DT) in enhancing Human Resource Management Practices (HRMP) within multinational enterprises (MNEs). Employing a qualitative multi case study approach, data were collected through semi structured interviews, organizational documents, and digital implementation records across global companies. The research identifies four key areas of improvement due to digital tools: recruitment, training and development, performance management, and employee engagement. AI-based platforms, cloud based HRIS, and Learning Management Systems (LMS) have streamlined processes and enabled data driven decision making. However, the study also finds significant disparities in DT effectiveness across regions, influenced by infrastructure, digital literacy, and cultural factors. Critical organizational enablers such as digital leadership, employee digital competence, and strategic alignment were found to significantly mediate DT outcomes. The findings suggest that DT in HR should be approached holistically, integrating technology with strategic planning, change management, and ethical governance. This research contributes to the theoretical framework of digital HRM and provides practical insights for global HR leaders aiming to design adaptive and culturally responsive digital strategies. The study concludes that while digital tools offer significant potential, their success depends on organizational readiness and regional adaptability. Suggestions for future research include expanding the study to small and medium sized enterprises and analyzing sector specific dynamics.