The study focuses on the employees’ behavioral intentions towards the usage of disruptive technology in the industry. The digital technology application in consumer, retail, and hospitality, education and training, financial services, the health sector, infrastructure, government, and airports. The study objectives were to explore the possible adoption of innovation and creativity changes and their acceptance by the employees in the organization. To identify the variables impacting behavioral intention and analyze how these variables relate to perceived usefulness, attitude, perceived ease of use, facilitating conditions, and technology optimism. A structured questionnaire was used to collect data from 335 respondents, who were selected based on their relevance to the study objectives. The questionnaires were distributed through the Google Forms application, and the data were collected and analyzed periodically. The findings of the study provide valuable insights into the behavioral intention towards disruptive technologies in Kuala Lumpur and Putrajaya locations in Malaysia and highlight the significance of factors such as perceived usefulness, attitude, perceived ease of use, facilitating conditions, and technology optimism. The research contributes to the existing body of knowledge on Industry 4.0 by providing empirical evidence and practical implications for organizations seeking to leverage disruptive technologies in their operations management.

This paper discusses the use of workforce ecosystems to manage human intellectual capital. The need for work ecosystems has emerged in the digital age because of the rapid growth in the number of engaged partners and freelancers in the digitalization of enterprises. It is shown that this growth is directly related to the use of agile management systems in design and development: agile, DevOps, microservice architecture, turquoise practices, etc. The information systems needed to manage workforce ecosystems should have competency-based metrics to link business needs, recruitment and training, and finding new partners. At the same time, training should be prioritized over recruitment and the search for new partners in the context of staff shortages. When automating workforce ecosystems, a platform approach should be used to integrate both corporate HR, time and business process management systems, and similar systems from partners.

In modern conditions of instability and changes in the factors of the environment of the functioning of many business structures, the construction of their management systems is becoming more complicated; the issue of the conceptual principles of enterprise management is becoming especially important. The conducted research is aimed at substantiating the conceptual principles of enterprise management, defining tasks, and developing recommendations for increasing the efficiency of business processes, strengthening economic potential, and ensuring adaptation to modern challenges. It was determined that under the enterprise management system, it is advisable to consider the methods of influence and interaction between the subject and the object of management, which is based on compliance with principles, using methods, and performing functions in order to achieve the set goals and fulfill the tasks of the enterprise’s activities. The authors proposed a structure of procedural support for building an enterprise management system, which includes. The study developed a system of principles for building organizational structures for managing the activities of enterprises. The main principles of organizing the process of managing a production enterprise include achieving economic efficiency, personal material interest, single leadership, self-management, proportionality, and systematicity. The main recommendations for improving the efficiency of business processes and ensuring adaptation to modern challenges include: the use of digital platforms for promoting the corporate mission, vision and values; the creation of interactive employee training programs; the use of analytical tools for collecting and analyzing data; forecasting market trends and modeling development scenarios; the implementation of systems for integrating key enterprise functions; the use of specialized platforms for risk assessment; building a culture of innovation; methodological support for monitoring the results of the implementation of digital tools; the integration of environmental and social initiatives into all levels of management.

Volume 6, Issue 1 covers a wide range of fields, mainly discussing issues related to human resource management in enterprises, hotels, schools and organizations; spanning Indonesia, the United States, China, Malaysia and several other countries. By reading these articles, readers can gain a broader understanding of the status and development trends of human resource management and services in various fields and countries in today's society.