Total factor productivity (TFP) is essential for disentangling the determinants of economic growth, productivity, and the standard of living. Understanding the variations in TFP, however, is greatly challenging because of the many assumptions that comprise the theoretical growth framework. In this paper, we aim to explore the determinants of TFP growth for countries at different stages of information and communication technology (ICT) development. To address the endogenous nature of the associated growth variables, we implement a three-stage-least (3SLS) square panel regression to improve the efficiency and asymptomatic accuracy of the estimators. We find that transmission channels, such as financial openness and trade globalization, have contributed substantially to growth in both advanced and developing countries. However, we also discover that greater financial openness can undermine a country’s TFP growth if the financial system is not sufficiently developed. When time horizons are decomposed into pre-ICT development and post-ICT development periods, a significant crowding-out effect is observed between ICT investment and financial openness in the pre-period, implying that the allocation of resources is critical for countries in the developing stage. Trade and finance policies that are adopted by advanced and developed countries might not be ideal for underdeveloped countries. Discretion in choosing adequate policies regarding financial integration and trade liberalization is advised for these emerging countries.

Due to the lack of clear regulation of management accounting at the state level in Russia, the authors conducted a study based on an analysis of information sources, an expert survey on their reliability, and a case method, which resulted in a reporting form compiled for the production process of an agro-industrial enterprise (grain products) as part of inter-organizational company cooperation. The developed management reporting system (composed of eight consecutive stages: standard reports, specialized reports, itemized query reports, notification reports, statistical reports, prognostic reports, modeling results reports, and process optimization reports), on one hand, allows solving a set of tasks to increase the competitiveness of Russian agro-industrial enterprises within the framework of inter-organizational management accounting. On the other hand, the introduction of ESG principles into the management reporting system (calculation of the environmental (E) index, which assesses the company’s impact on the natural ecosystem and covers emissions and efficient use of natural resources in the agricultural production process) increases the level of control and minimizes the risks of an unfair approach of individual partners to environmental issues.

The Ecuadorian electricity sector encompasses generation, transmission, distribution and sales. Since the change of the Constitution in Ecuador in 2008, the sector has opted to employ a centralized model. The present research aims to measure the efficiency level of the Ecuadorian electricity sector during the period 2012–2021, using a DEA-NETWORK methodology, which allows examining and integrating each of the phases defined above through intermediate inputs, which are inputs in subsequent phases and outputs of some other phases. These intermediate inputs are essential for analyzing efficiency from a global view of the system. For research purposes, the Ecuadorian electricity sector was divided into 9 planning zones. The results revealed that the efficiency of zones 6 and 8 had the greatest impact on the overall efficiency of the Ecuadorian electricity sector during the period 2012–2015. On the other hand, the distribution phase is the most efficient with an index of 0.9605, followed by sales with an index of 0.6251. It is also concluded that the most inefficient phases are generation and transmission, thus verifying the problems caused by the use of a centralized model.

Purpose: This study focuses on the effects of electronic-Human Resource Management (e-HRM) on organizational consequences. In this analysis, the effects of different configurations are assessed within the same socio-economic context. Design/Methodology: This study adopts a cross-sectional survey of e-HRM actors, such as human resource managers, IT professionals, and line managers. The data analysis was conducted using linear regression. A sample of 300 respondents was selected based on Gill et al.’s framework for obtaining a representative sample. Findings: ‘Integrated e-HRM configurations’ employed in multinational corporations (MNCs) generate positive and improved operational, relational, and transformational consequences or outcomes. In small-to-medium-sized organizations, the operational-user configuration exhibits positive but lower operational, relational, and transformational consequences. However, the socio-economic variables used to categorize e-HRM configurations do not apply in a developing economy context. Practical implications: The application of information technology in HRM is not the sole predictor of organizational consequences. The sophistication of the adopted e-HRM system deserves some consideration too. When managers adopt sophisticated e-HRM systems, they are likely to achieve positive and improved outcomes. More predictor variables need to be uncovered for an elaborate categorization of effective e-HRM configurations. Originality/value: The contextual factors that define effective e-HRM configurations are not consistent across different socio-economic contexts. Company-based categorization of effective configurations is advisable. This study establishes the limitations of current categorization variables in explaining effective e-HRM systems.

This study adapts traditional service blueprint methodologies for technology-driven coopetition networks, where companies simultaneously collaborate and compete. Integrating insights from service science, we developed an enhanced service blueprint framework with three key components: the cyber frontstage Lane for digital interactions, the physical backstage Lane for physical operations, and the support stage lane for supporting processes. Empirical validation in the Portuguese stone sector demonstrated the framework’s effectiveness in identifying network dysfunctions and its ease of use for industry professionals. Feedback highlights its relevance in capturing the complexities of modern digital coopetition and managing interactions and resources. This research underscores the necessity of updating service blueprint methods to optimize service delivery and value co-creation in digitally evolving sectors.