Infrastructure development is critical for sustaining Asia’s economic growth. Unfortunately, huge financing gaps—estimated by a recent Asian Development Bank study to be USD22.5 trillion—constrain the ability of most emerging Asian countries to fully realize the benefits of infrastructure development. For instance, over 70% of infrastructure investments in Asia are still funded by public resources, which pose acute financing challenges for many countries with limited budgets and fiscal constraints. This paper discusses some of the challenges associated with public financing of infrastructure projects in emerging Asian countries, before introducing some new options for alleviating their infrastructure investment needs. In particular, it proposes a new approach to infrastructure financing by utilizing the spillover effects of infrastructure investment, where additional revenues generated from such investment can be channeled back to investors as subsidy to increase the returns to their investment. The paper also argues the need for Asian countries to implement fiscal reforms and to develop a more balanced approach to financing, one that involves both the private and public sector. 

Six Sigma is an organized and systematic method for strategic process improvement that relies on statistical and scientific methods to reduce the defect rates and achieve significant quality up-gradation. Six Sigma is also a business philosophy to improve customer satisfaction, a tool for eliminating process variation and errors and a metric of world class companies allowing for process comparisons. Six Sigma is one of the most effective advanced improvement strategies which has direct impact on operational excellence of an organization. Six Sigma may also be defined as the powerful business strategies, which have helped to improve quality initiatives in many industries around the world. With the use of Six Sigma in casting industries, rejection rate is reduced, customer satisfaction is improved and financial benefits also increased. Six Sigma management uses statistical process control to relentlessly and rigorously pursue the reduction of variation in all critical processes to achieve continuous and breakthrough improvements that impact the bottom-line and/or top-line of the organization and increase customer satisfaction. In this paper author reviewed some of the significant previous published papers and focused on the general overview of publication in casting industries.

Taking the geographic information industry as the research object, using the authorized invention patent data, this paper puts forward the research method of industrial innovation chain structure based on the geographic information industry chain. Then, from the perspective of overall structure and specific regional structure, the development status of the innovation chain is quantitatively evaluated, which is helpful to all countries in the world. The structural integrity and leading links of the innovation chain especially in China, the United States and Japan are compared and analyzed. The results show that: (1) from the perspective of the overall structure, the global innovation chain presents an “inverted triangle” structure due to the weak innovation ability of downstream links. From the perspective of specific regional structure, the innovation chain of geographic information industry in most countries and regions is incomplete, and there are broken links or isolated links. The global innovation chain except China has cracks between the upstream and downstream due to the relative weakness of the midstream links, showing “hourglass-shaped” structure with a wide upper part, narrow lower part and narrow middle part. (2) Relatively speaking, China’s industrial innovation chain is relatively complete, and the midstream link has significant comparative advantages in the global market. However, the industry university research cooperation in the innovation chain is weak, the degree of marketization is low, and the technological competitiveness lags behind that of the United States.

Universities play a key role in university-industry-government interactions and are important in innovation ecosystem studies. Universities are also expected to engage with industries and governments and contribute to economic development. In the age of artificial intelligence (AI), governments have introduced relevant policies regarding the AI-enabled innovation ecosystem in universities. Previous studies have not focused on the provision of a dynamic capabilities perspective on such an ecosystem based on policy analysis. This research work takes China as a case and provides a framework of AI-enabled dynamic capabilities to guide how universities should manage this based on China’s AI policy analysis. Drawing on two main concepts, which are the innovation ecosystem and dynamic capabilities, we analyzed the importance of the AI-enabled innovation ecosystem in universities with governance regulations, shedding light on the theoretical framework that is simultaneously analytical and normative, practical, and policy-relevant. We conducted a text analysis of policy instruments to illustrate the specificities of the AI innovation ecosystem in China’s universities. This allowed us to address the complexity of emerging environments of innovation and draw meaningful conclusions. The results show the broad adoption of AI in a favorable context, where talents and governance are boosting the advance of such an ecosystem in China’s universities.

This study uses dynamic capability theory and a resource-based view to examine whether intellectual capital (human, relational, and structural capital) mediates entrepreneurial leadership and innovation success. Drawing on data from 422 senior-level employees working in Peruvian I.T. companies, the proposed relationships were analyzed using SmartPLS 4. Entrepreneurial leadership was found to foster employees’ innovative performance through the mediating role of human capital, relational capital, and structural capital. Practically, businesses often rely on innovation for survival and growth, so they should consider entrepreneurial leadership to create intellectual capital (human capital, relational capital and structural capital) for innovation performance. Businesses should provide entrepreneurial training that emphasizes role modeling intellectual capital and encourages employees to recognize and pursue entrepreneurial opportunities. With significantly limited research, the study contributes by investigating the interrelationship of entrepreneurial leadership, intellectual capital, and innovation performance. The study contributes to the Resource Based View and Dynamic Capability Theory by demonstrating how entrepreneurial leadership contributes to innovation performance through human capital, relational capital, and structural capital.