Increasing pressure for innovation-driven competitiveness requires hospitality firms to integrate technological capability, market intelligence, and customer-focused innovation into coherent strategic configurations. However, prior research has largely examined these capabilities separately, limiting understanding of how their integration influences restaurant marketing performance in emerging markets. This study develops and empirically tests an integrated capability framework linking techno-resonance innovation capability, competitor orientation, consumer-centric innovation strategy, and new service development to restaurant marketing performance using survey data from 300 restaurant managers in Java and Bali, Indonesia. The results of PLS-SEM analysis indicate that techno-resonance innovation capability significantly strengthens consumer-centric innovation strategy and new service development, which subsequently improves marketing performance outcomes. The findings extend dynamic capabilities theory by demonstrating that capability integration—rather than isolated strategic actions—supports innovation-driven competitiveness in emerging hospitality markets and provides practical guidance for restaurant managers seeking to enhance performance under resource-constrained conditions.

This study’s purpose is to explore the factors that support and impede women’s economic empowerment in rural settings of Saudi Arabia. A qualitative study was conducted in particular rural settings of Saudi Arabia. Data were collected through semi-structured interviews with 18 rural women. A thematic analysis was performed to analyze and present the findings. The findings reveal the challenges that women face that limit their engagement in economic activities, such as low levels of education, limited access to finance, and societal and cultural barriers. Moreover, there are opportunities for women’s empowerment via technical training, policy reforms and infrastructural development. Hence, women’s engagement in economic activities is vital for their personal development as well as overall economic growth. It is necessary to uplift the economy with women’s engagement in economic activities by emphasizing community-based programs, redesigning gender-sensitive policy and providing initial finance to start activities. Thus, policymakers should focus on creating environments that provide access to technical education, financial inclusion, and startup initiatives. Moreover, tailored programs based on women’s needs in rural settings could be highly supportive in empowering them economically.

Public project performance is shaped by both organisational capability and governance controls, yet the interaction between these factors remains underexamined in decentralised public administration contexts. This study examines the direct effects of team capability and ethical compliance on project performance, and tests whether ethical compliance conditions the capability–performance relationship. A quantitative explanatory survey design was adopted. Structured questionnaires were administered to 320 senior officers involved in project evaluation, procurement, budgeting and technical oversight, and the data were analysed using PLS-SEM to estimate the hypothesised direct and moderating relationships. Team capability and ethical compliance each have a significant positive effect on project performance, and team capability is positively associated with ethical compliance. The moderating effect of ethical compliance is significant but small in magnitude, indicating that higher levels of compliance modestly attenuate the marginal performance gains associated with greater team capability. These findings suggest that while compliance mechanisms strengthen accountability and directly support performance, they may simultaneously constrain the discretionary flexibility through which capable teams generate incremental improvements. The study contributes to public management research by empirically demonstrating a conditional capability–governance relationship in a local government project context. Given the moderate explanatory power of the model, future research should incorporate additional institutional and political variables to further clarify performance drivers in public-sector project systems.

Capital is classified as tangible and is used in the production process. It is a resource or collection of resources that can be accumulated or depleted, exchanged for other forms of capital, and unequally distributed. This study proposes holistic capital (HolC) as the synergistic value derived from the combined effects of multiple capitals, including human, behavioral, social, and spiritual capitals. Holistic capital is defined as the complex integration of human, behavioral, social, and spiritual resources that collectively enable individuals to function, thrive, and contribute meaningfully to their organizations and societies. It reflects a comprehensive spectrum that provides growth, transience, performance, thriving, and sustainability beyond customary financial or human capital models. Human capital theory, on which this proposed study is based, has a profound impact on multiple disciplines and is of deep interest to academicians and social scientists. Though the theory is a subject of severe criticism, it has easily survived and expanded its influence since its inception. Not surprisingly, a considerable number of criticisms have been made in response to this expansion. Based on this theory and to bridge gaps in the literature and present them systematically, the proposed study adopts a holistic approach. This review article examines theories across four dimensions: theoretical, methodological, empirical, and practical. In this manner, the proposed study intends to conceptualize a new capital—the holistic capital.

This study aims to identify and prioritize the key factors influencing export performance among Turkish exporters, based on the resource-based view (RBV) and industrial organization theory (IO), categorizing the factors as internal and external, and employing the Stepwise Weight Assessment Ratio Analysis (SWARA). Twenty-five factors across Internal (IF) and External (EF) categories were evaluated through expert assessments. Results reveal that Internal Factors (58.0%) significantly dominate External Factors (42.0%), indicating that Turkish exporters possess substantial control over their export competitiveness. The top five critical factors are Management and Leadership (9.6%), Strategy (6.2%), Technological Change (5.3%), Industry and Sector Activity (5.0%), and Competitors (5.0%). Surprisingly, traditional factors such as firm size, international experience, and digitalization ranked much lower, challenging conventional assumptions about export success. A leave-one-out (LOO) sensitivity analysis further validated the robustness of these rankings, with Management and Leadership, and Strategy emerging as the most stable and dominant factors across all scenarios. The predominance of management and strategic factors over structural characteristics suggests that even smaller, less experienced companies can achieve export success through effective leadership and strategic planning. These findings contribute theoretically by supporting the notion that the resource-based view has a greater impact on export performance than the industrial organization theory, and they provide practical guidance for companies to focus on managerial and leadership skills, organizational capabilities, and strategic approaches to enhance export investments. The study presents the first comprehensive SWARA-based ranking of export performance factors in the Turkish context, providing empirical evidence to support the internal-external factor debate in the international business literature.

This study investigates how pandemic-induced digitalisation, understood as the transition to remote work combined with the enforced use of digital tools and the reconfiguration of tasks and digital skills at the job level, has affected job security and job quality in Portugal. In 2022, a nationwide survey was administered to employees in companies registered in the country, yielding 2001 valid responses through a stratified random sampling strategy that ensured representation across different firm sizes. Structural equation modelling (PLS-SEM) was used to examine the relationships between digitalisation (independent construct) and perceived job quality and job security (dependent constructs), while controlling for demographic, organisational, and work-regime characteristics. Digitalisation had a significant positive effect on perceived job quality but no systematic effect on perceived job security. The results also revealed more positive perceptions of job security among women, employees in smaller firms, and those working on-site, whereas directors and workers in the Lisbon Metropolitan Area reported greater negative effects. These findings underscore the importance of contextual factors in shaping how workers experience digitalisation and provide evidence to inform public policies aimed at promoting job security and job quality in a post-COVID-19 labour market.

Leadership plays a central role in the long-term sustainability of family enterprises, yet existing evidence is fragmented across contexts and methodologies. This systematic review synthesizes empirical findings on leadership practices that support sustainable family entrepreneurship. The objectives are to identify available evidence on leadership in sustainable family enterprises, describe the methodologies employed, and examine how leadership is perceived and enacted across global contexts. The review followed PRISMA 2020 guidelines. Searches were conducted on 28 January 2025 on Scopus, Web of Science, EBSCOHost, and ProQuest. Eligibility criteria included empirical studies, full accessibility, publication in English, non-duplicated records, and relevance to leadership in sustainable family enterprises. Twenty-six studies met the inclusion criteria. Data extraction focused on context, methodology, leadership evidence, and key findings. Studies spanning Asia, Europe, Latin America, Africa, and the Middle East indicate that leadership strongly shapes sustainability outcomes in family firms. Three core leadership dimensions emerged: transformational leadership, which promotes innovation, engagement, affective commitment, and continuity; transactional leadership, which supports governance, succession planning, operational control, and performance; and ethical leadership, which fosters trust, shared values, and social responsibility. Cross-cutting themes include gendered leadership contributions, succession risk management, and cultural influences. Sustainable family enterprises rely on multidimensional leadership integrating these approaches, reinforced by structured succession processes, value alignment, and human capital investment.

Climate change threatens the future of the next generations and is already causing widespread destruction in the present through an increasing number of natural disasters. A new model of production and consumption based on sustainability is required, especially in the fashion industry—the second most polluting sector in the world. Therefore, in order to determine whether these companies contribute to people’s and the planet’s well-being, it is necessary to understand their practices. To this end, we analyse the sustainable practices of the sector by studying the ten most responsible fashion companies according to the BoF Sustainability Index, that is based on the methodology of content analysis applied to case studies. To do this, we have defined a taxonomy of the ten most common sustainability strategies and practices: stakeholder engagement, strong governance and transparency, decarbonisation, biodiversity conservation and restoration, circularity, reducing waste and pollution from the use of plastics, eliminating hazardous chemicals, preserving water quality, diversity, equity and inclusion policies, supply chain responsibility, and supporting the communities in which companies operate. The results show that major business groups have integrated axes into their sustainability strategies that address the industry’s primary social and environmental challenges. These plans are based on ambitious goals that go beyond stakeholder demands and the generation of economic benefits.

This study systematically reviews 53 peer-reviewed articles on public sector innovation published between 2021 and 2025 to synthesize knowledge on how innovation is conceptualized, triggered, enacted, and constrained. Findings reveal that innovation is framed across technological, organizational, governance, and social dimensions, reflecting substantial conceptual and theoretical diversity. Key triggers include digital transformation, leadership, inter-organizational collaboration, fiscal pressures, and workforce capabilities, with emphasis shifting toward technology, human capital, and collaboration in recent years. Innovation produces both positive outcomes, such as improved service quality, efficiency, and citizen engagement, and negative or unintended consequences, including implementation failures, equity concerns, and employee resistance. Persistent barriers, such as bureaucratic rigidity, risk-averse culture, accountability pressures, and political interference, operate as structural conditions rather than isolated obstacles. Theoretical foundations remain fragmented, with New Public Management, New Public Governance, institutional theory, and public value theory applied inconsistently. These findings underscore the need for integrative, context-sensitive approaches that combine institutional, human, and technological perspectives to guide innovation effectively. The review offers actionable insights for public managers and policymakers, emphasizing alignment with organizational capacity, leadership, and regulatory design, and highlights directions for future research to advance theory, practice, and policy in public sector innovation.

This study examines how state-owned enterprises (SOEs) manage reputational threats related to morally controversial issues. Analyzing three Norwegian SOEs—Norsk Tipping, Equinor, and Kongsberg Gruppen—over 2002–2023, we identify three distinct reputation management approaches: mitigation, translation, and symbolism. The findings show that the SOEs adopt reputation management approaches aligned with norms of appropriateness. Specifically, they show that Norsk Tipping emphasizes mitigation to address concerns about gambling harms, while Equinor and Kongsberg Gruppen use symbolic and translational approaches to manage broader, evolving controversies related to fossil energy production and defense industry activities. Contrary to expectations, the approaches do not become more complex over time but remain stable and refined. We explain these patterns through the Logic of Appropriateness and discuss implications for reputation management theory and government ownership policy.