Throughout the course of a project cycle, the many phases of project management—including planning, execution, control and monitoring, and ending—are integrated and executed. In modern firms, project management has become the dominant tool for managing change. Best practices have emerged due to global project management practices and company evolution. The primary goal was to investigate how project management approaches affected project performance of the Saudi Arabia Small and Medium Sized Enterprises (SMEs). This study investigated the impact of various project management practices including risk management, communication, leadership, and stakeholder management, on project performance in manufacturing SMEs in Riyadh, Saudi Arabia. A quantitative research methodology was employed, with data collected from 250 employees (i.e., supply chain, finance and R&D managers/supervisors) across 8 SMEs. The results revealed that risk management, leadership practices, and stakeholder management significantly contribute to project performance. Surprisingly, no significant relationship was found between communication practices and project performance. The findings of this study emphasize the importance of effective risk management, strong leadership, and efficient stakeholder management in achieving successful project outcomes. Finance managers and R&D managers in Saudi manufacturing SMEs should lead and engage stakeholders to improve project performance. Supply chain managers must manage risk and maintain stakeholder relationships to avoid disruptions. Communication improvements, despite their small impact, are essential for departmental coordination. Global project management strategies tailored to local culture and business will improve project success.

In the era of rapid technological development, the integration of technology in education has become crucial (Hashim et al., 2022). The digital transformation of education requires universities to transform their traditional operational models, strategic directions, and teaching practices, re-examine their own value propositions, and promote high-quality innovative development in universities. Transformation and change bring challenges to organizational management, especially leadership. Can digital leadership positively influence the innovative behavior of university teachers? Can digital leadership improve organizational innovation performance by influencing innovation behavior? These questions urgently need to be answered through practical surveys of digital transformation in universities. From March 2024 to May 2022, we conducted a survey of 1142 participants from 12 universities in Kunming, southwestern China. Our research findings indicate that digital leadership has a positive impact on the innovation performance of university organizations; Innovation behavior plays a mediating role between digital leadership and organizational performance. These findings provide new insights into the potential mechanisms by which digital leadership influences organizational innovation in universities. The research findings emphasize that in the process of transforming traditional operational models, strategic directions, and teaching practices in higher education, in order to achieve high-quality innovative development, it is necessary to attach importance to digital leadership and continuously stimulate innovative behavior.

With the popularity of smartphones, consumers’ daily lives and consumption patterns have been changed by using multi-functional apps. Convenience store operators have developed membership apps as a platform to promote their brands to consumers to create the benefits of “membership economy”. This study examined consumer behavior towards convenience store membership apps using UTAUT2. Consumers who have installed the convenience store membership apps were recruited as the target population. SPSS 23.0 was used to conduct item analysis and reliability analysis in the pretest questionnaires. The formal questionnaires were distributed online by convenience sampling method, with 375 valid questionnaires collected. Smart PLS 3.0 was conducted by analyzing the confirmatory factor analysis and structural equation model analysis. The results of the study, “performance expectancy”, “social influence”, “price value” and “habit” of convenience store member app users showed positive and significant effects on “behavioral intention”. “Facilitating conditions”, “habit” and “behavioral intention” have positive and significant effects on “actual use behavior”. “Gender” affects “habit” to have a significant moderating effect on “use behavior”. “Use experience” affects “habit” to have a significant moderating effect on “behavioral intention”. Based on the study results, the further suggestions of marketing management implications and feasible recommendations are proposed for convenience store operators to refer to in the implementation of membership app marketing management.

Given its insular geographic location, Taiwan inherently benefits from a natural advantage in developing its shipping industry, positioning it as a critical sector for the nation’s economic advancement. The shipping industry operates within a highly competitive maritime market, wherein ocean freight forwarders provide services on a global scale, thus classifying them within the international transportation and logistics industry. The global competition from logistics peers renders the services highly substitutable. This study breaks new ground by integrating the SERVQUAL scale with advanced methodologies such as the Analytic Hierarchy Process (AHP) and Decision-Making Trial and Evaluation Laboratory (DEMATEL) to assess and enhance service quality in the shipping industry. By segmenting the five dimensions of SERVQUAL, the study delineates 19 specific evaluation indicators. The expert questionnaires developed and analyzed through AHP and DEMATEL reveal a previously unidentified link between specific service quality dimensions and customer satisfaction. The findings from this analysis offer crucial insights into the critical success factors (CSFs) of service quality and their causal interrelationships, thereby establishing a model for service standards. By leveraging the identified CSFs and understanding the causal relationships among these key factors, ocean freight forwarders can enhance and optimize their value propositions and resources. This proactive approach is expected to significantly improve service quality, fortify core competitiveness, and elevate customer support and satisfaction levels, ultimately leading to an increased market share and ensuring sustainable business operations.

The present study is designed to analyse how the Public-Private Partnership (PPP) model is helping to create sustainable livelihood opportunities for women. It draws an inference from ‘Marudhara Rangsaaz’, a producer company operating in the textile sector in Rajasthan, India. It explains how this woman-based organisation operates in a PPP model to create economic value for women. It also tries to understand the specific role of the Rajasthan Grameen Aajeevika Vikas Parishad (RAJEEVIKA), The Rajasthan Government partner and ‘Rang Sutra’, the private partner, and the women members of ‘Marudhara Rangsaaz’ in the PPP model. The paper adopted a case study research design. The data was collected using in-depth interviews with all stakeholders and analysis of the documents. The findings indicate that in the said PPP model, Government took the role of mobilizer, financer, mentor, and private player, took the responsibility of building up capacity and arranging market links, and the women members worked together to help themselves sustain the project.