The successful execution of large-scale infrastructure projects is essential for economic growth and societal development, but these projects are too often beset with financial risks. The main financial risks related to infrastructure projects, including cost overrun, funding uncertainty, currency fluctuation, and regulatory change are examined in this research. The study identifies and assesses the magnitude and frequency of these risks by combining surveys and analysis of financial reports. The findings show that current risk management strategies, including hedging, contingency funds, and public-private partnerships, are often unsuitable to respond to the specific needs of financial uncertainties. The research suggests the need for an all-encompassing financial risk management framework that relies on real-time data analysis and a cocktail of risk assessment tools. Additionally, the development of strategic tailored approaches to address financial risk recovery depends on proactive stakeholder engagement. This research complements the existing literature on risk management in infrastructure projects by highlighting the financial dimensions of risk management and suggesting future research on advanced financial tools and technologies. Ultimately, large-scale infrastructure project sustainability and success contribute to economic stability and societal well-being can only be achieved through effective financial risk management.

Leadership behavior is a critical component of effective management, significantly influencing organizational success. While extensive research has examined key success factors in road management, the specific role of leadership behaviors in road usage charging (RUC) management remains underexplored. This study addresses this gap by identifying and analyzing leadership behavior dimensions and their impact on management performance within the RUC context. Using a mixed-methods approach, focus group discussions with industry practitioners were conducted to define eight leadership behavior dimensions: Central-Level Leadership Guidance (LE1), Local-Level Leadership Guidance (LE2), Central-Level Leadership Commitment (LE3), Local-Level Leadership Commitment (LE4), Subordinate Understanding from Central-Level Leadership (LE5), Subordinate Understanding from Local-Level Leadership (LE6), Work Motivation (LE7), and Understanding Rights and Obligations (LE8). These dimensions were further validated through a quantitative survey distributed to 138 professionals involved in RUC management in Vietnam, with the data analyzed using structural equation modeling (SEM) and partial least squares (PLS) estimation. The findings revealed that LE3 (Central-Level Leadership Commitment) had the strongest direct impact on management performance (MP) and mediated the relationships between other leadership dimensions and management outcomes. This study contributes to the theoretical understanding of leadership in RUC management by highlighting the centrality of leadership commitment and offering practical insights for improving leadership practices to enhance organizational performance in infrastructure management.

The challenge of developing cadastral infrastructure in Africa is inextricably linked to the global issues of sustainable development. Indeed, in light of the constraints inherent to conventional cadastral systems, alternative systems developed through land regulation programmes (LRPs) are compelled to align with the tenets of sustainable development. A discursive study, conducted through a semisystematic literature review, enabled the selection of 53 documents on cadastral systems deployed in multiple countries across the African continent. A number of systems were identified and grouped into four categories: urban, rural, participatory and hybrid cadastral systems. These systems are developed on the basis of standards and sociotechnical approaches, including the LADM, STDM, and FFP, as well as innovative technologies such as blockchain. However, their sustainability is limited by the fact that they are not multipurpose cadastral systems. Consequently, there is an urgent need for studies to develop a global framework that will produce truly significant and sustainable results for all sections of society.

In the context of globalization and urbanization, rural development faces many challenges, such as population loss and uneven distribution of resources. This paper analyzes the similarities and differences in sustainable rural development strategies between China and Europe through a comparative perspective. China has optimized land use by relying on land policy innovations, such as the household contract responsibility system and the “separation of three rights”, as well as the construction of small towns; while Europe focuses on private ownership and market mechanisms, and supports agricultural and rural development through the Common Agricultural Policy (CAP). Using literature review, comparative research and policy analysis, the study shows that the policy innovations in China and Europe, each with its own focus, have been effective in promoting agricultural output and rural social development. Particularly noteworthy is that the “three rights” policy has increased agricultural productivity through the liberalization of management rights, while the European CAP has contributed to the diversification of the rural economy and environmental protection through continuous reforms. This study emphasizes that through policy innovation and international cooperation, combining the strengths of China and Europe, it is possible to provide a new model of sustainable development for the global countryside. Specifically, through the establishment of Sino-European R&D centers for agricultural science and technology, exchange of talents, and cooperation in green infrastructure development, technology transfer and application can be accelerated, cultural exchange and understanding can be promoted, and the sustainable development agenda for global rural areas can be jointly advanced.

The cultivation of red chili in East Java, Indonesia, has significant economic and social impacts, necessitating proactive supply chain measures. This research aimed to identify priority risk agents, develop effective risk mitigation, and enhance supply chain resilience using the SCOR model, House of Risk, Interpretative Structural Modelling (ISM), and synthesis analysis. Examining 238 respondents—including farmers, collectors, wholesalers, retailers, home-agroindustries, and experts—the findings highlight farmers’ critical role in supply chain resilience despite risks from crop failures, weather fluctuations, and pest infestations. Simultaneous planting led to market oversupply and price drops, but accurate pricing information facilitated quick market adaptation. Wholesalers influenced pricing dynamics and income levels, impacting farmers directly. To improve resilience, three main strategies were developed through ten key elements: proactive strategies (real-time SCM tracking, Weather Early Warning Systems, risk management team formation, and training), resistance strategies (partnerships, chili stock reserves, storage and drying technologies, GAP implementation, post-harvest management, agricultural insurance, and Fair Profit Sharing Agreements), and recovery and growth strategies (flexible distribution channels and customizable distribution centers). Furthermore, the study delves into the mediating and moderating effects between variables within the model. This research not only addresses a knowledge gap but also provides stakeholders with evidence to consider new strategies to enhance red chili supply resilience.

This study’s primary objective is to determine the financial repercussions, including expenses, profits, and losses, that certain stakeholders in the Tuong-mango value chain face at various distribution stages. This was achieved through the utilisation of stakeholders cost-benefit value chain analysis. These individuals collectively contributed 849 sample observations to the dataset including 732 farmers, 10 cooperative, 32 collectors, 25 wholesalers, 30 retailers, 12 exporters and processors, and 08 grocery stores/fruit. The robust financial performance of the Tuong-mango value chain is attributable to its integrated economic efficiency, as evidenced by its over USD 1 billion in revenue and USD 98.2 million in net income. The marketing channels, specifically channels 1, 2, and 3, generate a total of USD 906.1 million in revenue, yielding a net profit of USD 81.9 million. The combined sales from domestic marketing channels 4 and 5 total USD 160 million, yielding a net profit of USD 16.2 million. The findings indicate that due to their limited scope and suboptimal grade 1, farmers are the most vulnerable link in the supply chain. This study proposes three strategies for augmenting quality, fostering technological advancement, and facilitating the spread of benefits. This study’s findings contribute to the existing literature on value chain analysis as it pertains to various tropical fruits and vegetables. The study provides empirical evidence supporting the utility of the value chain method in policy formulation.