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.

This study is aimed at exploring the degree of association between workforce diversity dimensions and the academic performance of four universities in Ethiopia. The diversity management attributes were diversity, climate, values, and organizational justice; identity, schemas, and communication adapted to the contexts of higher education institutions. The universities were selected purposively, and stratified and systematic sampling techniques were further used to identify respondents. Quantitative and qualitative data were collected to achieve the purpose of the study. Correlation and regression analyses were used to analyze the data. Results from correlation analysis revealed that there are statistically significant positive relations between the dimensions of workforce diversity and academic performance. This implies that the organizational performance of higher education institutions can be significantly influenced by existing diversity. The freedom to express one’s own identity in the university workforce landscape was also observed to be limited in the universities studied, and this has to be improved. A democratic work environment is critical for the productivity of the staff, and an effort has to be geared towards the goal of creating such an environment. The regression analysis indicated that diversity, climate, organizational justice, identity, schema, and communication have statistically significant effects on the academic performance of higher educational institutions in Ethiopia. Finally, academic leaders are advised to apply the transformational leadership style, as it moderates the relationship between diversity management and academic performance.

The aim of this study was to analyze scientific production on accounting strategies for the management of sporting events over the last 20 years. The methodology used was mixed, combining the quantitative perspective of bibliometric analysis and the qualitative perspective of the case study, to deepen the analysis of the data set. Using bibliometrics, the number of scientific papers on this topic was quantified. For the study, 853 papers from Scopus and Google Scholar were considered that met the inclusion criteria in terms of relevance and keywords in English (accounting strategies, financial strategies and sporting events). Between 2021 and 2024, scientific production increased significantly (n = 376; 44.1%), with the United States being the largest contributor, with 21.7%. In addition, Plos One was the most important source, with 22 publications. The most cited author was Crawford (333 citations). Most of the publications (81%) were scientific articles, with 37% focused on medicine and 12% focused on social sciences. It is concluded that the literature on accounting strategies for sport event management has been the subject of research, with a wide variety of authors, topics, countries, and resources in general. Thus, financial planning, cost control, proper revenue recognition, tax compliance, all these strategies enable the organization of a sporting event to be profitable, efficient and sustainable. As a result, there is a complete picture of the global influence, perception and importance of research on this topic, which lays the groundwork for future research in this field. The value of the research lies in its ability to provide evidence-based solutions to improve the financial efficiency and sustainability of sporting events.

The research aims to map environmental protection strategies and the related control tools and to identify the links among companies with the largest number of employees and sites in Hungary. The research questions were answered using a questionnaire survey method. The authors used cluster analysis to classify the 205 company strategies into the identified strategy clusters: Leaders, Awakeners, and Laggards. Then, the examined 21 environmental management control tools in the sample were divided into four groups: strategic, administrative, methodological and economic. Economic and strategic methods were the most common in the sample. The authors used cross-tabulation analysis to examine whether there is a statistically proven relationship between belonging to environmental strategy clusters and specific control tools. The analysis showed significant but weak to moderate relationships. According to Cramer's V and the contingency coefficient, the closest relationship between the tested environmental management control tools and membership in environmental strategy clusters is shown by evaluating investments, assessing the economic viability of environmental strategies, and running an environmental training program for employees. In case of the robust lambda indicator, a significant relationship was found by examining the economics of environmental strategies and identifying environmental success factors and eco-balances. It can be concluded that the companies under examination follow a set of environmental goals, which they have incorporated into their strategic objectives. They use the available environmental management control toolbox to develop their strategies and to monitor their implementation to varying degrees.