This paper provides a comparative perspective on infrastructure provision in developing Asia's three largest countries: China, India, and Indonesia. It discusses their achievements and shortfalls in providing network infrastructure (energy, transport, water, and telecommunications) over the past two decades. It documents how three quite distinct development paths—and very different levels of national saving and investment—were manifested in different trajectories of infrastructure provision. The paper then describes the institutional, economic, and policy factors that enabled or hindered progress in providing infrastructure. Here, contrasting levels of centralization of planning played a key role, as did countries’ differing abilities to mobilize infrastructure-related revenue streams such as user charges and land value capture. The paper then assesses future challenges for the three countries in providing infrastructure in a more integrated and sustainable way, and links these challenges with the global development agenda to which the three countries have committed. The concluding recommendations hope to provide a platform for further policy and research dialogue.

In response to the increasing youth unemployment rate and the demand for future-oriented career development, university student entrepreneurship has emerged as a critical domain in both economic policy and education. This study conducts a comprehensive literature review to examine the interrelationships between entrepreneurship, entrepreneurship education, entrepreneurial competency, and entrepreneurial intention among university students, with an emphasis on the Human Resource Development (HRD) perspective. The review reveals that entrepreneurial mindset significantly influences students’ intention to start a business, while entrepreneurship education contributes both directly and indirectly through the development of entrepreneurial competencies. Entrepreneurial competencies serve as a practical foundation for translating intention into action and are integral to HRD’s goal of competency-based talent development. The study further highlights that entrepreneurship education aligned with HRD principles—such as experiential learning, self-directed development, and learning organization frameworks—can foster employability and self-employment capacity. This integrative analysis suggests that university entrepreneurship programs should not be seen merely as policy instruments, but rather as strategic HRD initiatives for developing future-ready, opportunity-creating human capital. Implications for educational design, policy development, and future empirical research are discussed.

This study investigates the core competencies essential for product designers to excel in cross-cultural global markets, with particular emphasis on implications for human resource development and organizational leadership. As design practices increasingly transcend cultural and geographical boundaries, designers are required to integrate advanced technical proficiency, creative problem-solving, technological adaptability, and cultural intelligence to create inclusive, socially responsible, and market-relevant products. Employing a mixed-methods approach—including focus groups and surveys with design professionals, industry executives, and academic leaders—the research identifies key competencies such as flexibility, intercultural communication, ethical integrity, and systems thinking. The findings underscore the necessity of balancing technical expertise with emotional intelligence and transformational leadership capabilities to effectively lead diverse, cross-functional teams. These competencies contribute significantly to fostering innovation, enhancing employee well-being and job satisfaction, and strengthening organizational resilience, thereby supporting sustainable human resource strategies. Furthermore, the study highlights the importance of continuous professional development and lifelong learning in cultivating culturally competent and ethically driven design talent. The insights offer strategic guidance for human resource professionals, organizational leaders, and educational institutions aiming to develop adaptive, inclusive, and future-ready design capabilities aligned with evolving global demands.

In today's competitive and complex business environment, achieving business excellence requires a combination of effective methodologies and strong leadership to drive and sustain organizational transformation. Lean Six Sigma (LSS), a proven methodology for improving operational efficiency, relies on effective leadership for successful implementation and lasting impact. This study examines how the integration of Lean, Six Sigma, and Total Quality Management (TQM) shapes leadership strategies that enhance organizational agility, resilience, and responsiveness to market dynamics. It highlights the crucial role of leadership in fostering collaboration, optimizing resource utilization, and cultivating a culture of continuous improvement. The study introduces the Structured Lean Leadership Framework as a strategic tool to develop the leadership capabilities essential for LSS success, addressing challenges such as weak leadership commitment, resistance to change, and communication barriers. Through the application of the DMAIC framework, Key Performance Indicators (KPIs), and Voice of Customer (VOC) analysis, the research aligns LSS with business objectives, customer needs, and sustainability goals. Additionally, it explores how combining LSS with Agile methodologies can improve operational efficiency, governance, and innovation, helping organizations better navigate future challenges. This research offers valuable insights for executives, practitioners, and researchers, supporting leadership development, data-driven decision-making, and long-term value creation. Future studies should focus on validating the Structured Lean Leadership Framework, exploring Agile-LSS integration in regulated industries, and examining the impact of Industry 4.0 technologies on LSS and leadership.

This study critically examines the multifaceted dynamics of foreign employee integration within the Czech Republic, with a specific focus on the Mladá Boleslav region. Conducted prior to the Ukrainian crisis, this research serves as a crucial baseline for understanding integration in a pre-crisis context and provides comparative insights into the evolving challenges and opportunities amid the subsequent migration movements. The study explores various aspects of integration and inclusion, drawing upon migration theories, economic factors, and sociological perspectives to understand the motivators and challenges faced by foreigners, particularly in light of the majority society’s perception, which often leans towards skepticism and negativity. The research methodology builds on grounded theory and integrates both quantitative and qualitative approaches, utilizing surveys and semi-structured interviews to explore the experiences of foreign nationals, with an emphasis on immigrant women. A key finding of the study is the significant role of employers in facilitating integration. The paper discusses how businesses, through inclusive policies and practices, can profoundly influence the integration experience. Cooperation between employers, local integration centers, and other relevant organizations emerges as vital, providing additional resources and support systems to enhance the integration process. The study concludes by emphasizing the critical role of various stakeholders, particularly employers, in shaping sustainable human resources practices that foster a more inclusive and harmonious society.

Since the onset of the COVID-19 pandemic, academic research has primarily focused on the challenges posed by flexible working arrangements. However, there has been a lack of exploration into managers’ intentions to either promote or reject remote work. This paper utilizes a TAM analysis to examine managers’ attitudes and motivations towards implementing telework in a sample of European companies. Our findings reveal that this intention is largely influenced by their perception of its usefulness. Additionally, telework is more likely to be accepted when managerial teams believe that those who hold significance to them also support the implementation of flexible work practices in their companies. Our research contributes to the existing literature by considering the impact of job performance, quality of output, and digital skills on telework adoption. The results confirm that skills related to communication and team building are crucial competencies for successfully implementing telework. The ability of leaders to effectively build, motivate, recognize, and hold accountable teams in virtual environments can make all the difference.