Electric cars are manufactured to address environmental problems, reduce dependence on fossil fuels, and nullify climate change. Their production aligns with sustainability objectives by encouraging cleaner transportation options, promoting energy efficiency, and contributing to a transition towards eco-friendly mobility in an answer to global environmental challenges. In Jordan, similar to any international market, car dealers and traders import electric cars. However, the prevailing perceptions and attitudes of Jordanian consumers need strong consideration. Nevertheless, there is still uncertainty and a need for more trust in electric vehicles among Jordanian consumers. Therefore, this research aims to ascertain whether electric cars have a lasting positive perception among Jordanians through an inductive research approach. Employing thematic qualitative analysis, this research is supported by the diffusion of innovation theory. Notably, the research findings provided robust insights, further leading to reinforcing the idea about the pervasive attitudes of Jordanian consumers. Thus, this research concludes that there still needs to be more confidence regarding electric vehicles among most consumers in Jordan. Furthermore, this research offers practical and theoretical contributions to Jordan’s policymakers and electric vehicle companies.

This paper investigates the implementation of ijarah muntahiyah bittamlik (IMBT) as an infrastructure project financing scheme within the Public-Private Partnership (PPP) models from a collaborative governance perspective. This paper follows a case study methodology. It focuses on two Indonesian non-toll road infrastructure projects, i.e., the preservation of the East Sumatra Highway projects, each in South Sumatra province and Riau province. The findings revealed that Indonesia’s infrastructure development priorities and its vision to become a global leader in Islamic finance characterized the system context that shaped the implementation of IMBT as an infrastructure project financing scheme within the PPP-AP model. Key drivers include leadership from the government, stakeholder interdependence, and financial incentives for the partnering business entity to adopt off-balance sheet solutions. Principled engagement, shared motivation, and the capacity for joint action characterized the collaboration dynamics, leading to detailed collaborative actions crucial for implementing IMBT as a financing scheme.

South Africa, like many emerging economies, grapples with the challenges of rapid urbanisation, unequal access to resources, and historical spatial inequalities. Addressing these issues requires a multifaceted approach that reimagines urban real estate development as a catalyst for positive social change. This paper explores the imperative of inclusive urban real estate development in South Africa and presents innovative strategies to promote equity, accessibility, and sustainability in urban environments. Following a quantitative inquiry technique, primary data was gathered from 109 built environment professionals with experience in sustainable urban development. To support this, descriptive and inferential statistics, particularly exploratory factor analysis (EFA), were used. According to the descriptive analysis using the mean score (MS) ranking technique, the development of affordable housing was one of the higher up-front innovative strategies for reshaping real estate development. Ensuring objectivity in city planning, re-engineering the city streets and buildings to create a safer environment were among the highly ranked strategies. The EFA further demonstrated that “urban redevelopment”, “government regulations”, “spatial planning”, “urban policy” and “diversification” were the underlying groups of new approaches for inclusive development. Implementing these innovative strategies, South Africa can move towards a more inclusive and equitable urban landscape, where urban real estate development becomes a force for positive social change, fostering sustainable economic growth and improving the quality of life for all citizens. This research contributes to the ongoing dialogue on urban development in South Africa and offers actionable insights for policymakers, developers, and community stakeholders invested in shaping more inclusive cities.

ESG (environmental, social and governance, a framework used to assess an organisation’s business practices and performance on various sustainability and ethical issues) and Digital Transformation (the process of using digital technologies to change a business’s operations, products and services by integrating digital solutions into all areas of the business, which can lead to cultural and technological changes) are emerging issues across different industries, including the banking field. There has been limited research focusing on exploring the linkages between ESG, Digital Transformation and Customer Behaviour in the banking area, especially within developing countries such as Vietnam. Based on this gap, this study analyses and assesses the role of Digital Transformation and ESG on customer behaviour towards brands in the banking sector in Ho Chi Minh City. The research employed the quantitative research methods with the combination of fundamental analytical methods such as statistics, Cronbach’s alpha reliability, Exploratory Factor Analysis (EFA), measurement models and Partial Least Squares Structural Equation Modelling (PLS-SEM). The analysis was based on survey data from 550 customers who are the commercial banks’ current customers and live in Ho Chi Minh City, yielding 514 valid responses. Using SPSS and SMART PLS software, the study provided notable results. Specifically: (1) The component factors of ESG, including Environmental Issues (EN), Social Issues (SO), Government Issues (GO) and Digital Transformation (DT), positively influence Customer Behaviour (CB); (2) The component factors of ESG, including Environmental Issues (EN), Social Issues (SO) and Government Issues (GO), play a mediating role in the relationship between Digital Transformation (DT) and Customer Behaviour (CB).