Vehicle detection stands out as a rapidly developing technology today and is further strengthened by deep learning algorithms. This technology is critical in traffic management, automated driving systems, security, urban planning, environmental impacts, transportation, and emergency response applications. Vehicle detection, which is used in many application areas such as monitoring traffic flow, assessing density, increasing security, and vehicle detection in automatic driving systems, makes an effective contribution to a wide range of areas, from urban planning to security measures. Moreover, the integration of this technology represents an important step for the development of smart cities and sustainable urban life. Deep learning models, especially algorithms such as You Only Look Once version 5 (YOLOv5) and You Only Look Once version 8 (YOLOv8), show effective vehicle detection results with satellite image data. According to the comparisons, the precision and recall values of the YOLOv5 model are 1.63% and 2.49% higher, respectively, than the YOLOv8 model. The reason for this difference is that the YOLOv8 model makes more sensitive vehicle detection than the YOLOv5. In the comparison based on the F1 score, the F1 score of YOLOv5 was measured as 0.958, while the F1 score of YOLOv8 was measured as 0.938. Ignoring sensitivity amounts, the increase in F1 score of YOLOv8 compared to YOLOv5 was found to be 0.06%.

Purpose: Drawing on the Resource Based View (RBV) and Dynamic Capabilities Theory (DCT), the study seeks to investigate the impact of Big Data Analytics (BDA) on Project Success (PS) through Knowledge Sharing (KS) and Innovation Performance (IPF). Design/Methodology: Survey data were collected from 422 senior-level employees in IT companies, and the proposed relationships were assessed using the SMART-PLS 4 Structural Equation Modeling tool. Findings: The results show a positive and significant indirect effect of big data analytics on project success through knowledge sharing. IPF significantly mediated the relationship between BDA and PS in IT companies. Originality/Value: This study is one of the first to consider big data analytics as an essential antecedent of project success. With little or no research on the interrelationship of big data analytics, knowledge sharing, innovation performance, and organizational performance, the study investigates the mediating role of knowledge sharing and innovation performance on the relationship between BDA and PS. Implications: This study, grounded in RBV and DCT, investigates BDA’s influence on PS through KS and IPF. Implications encompass BDA’s strategic role, KS and IPF mediation, and practical and research-based insights. Findings guide BDA integration, collaborative cultures, and sustained success.

The mining sector faces a complex dilemma as an economic development agent through social upliftment in places where mining corporations operate. Resource extraction is destructive and non-renewable, making it dirty and unsustainable. To ensure corporate sustainability, this paper examines the effects of knowledge management (KM), organizational learning (OL), and innovation capability (IC) on Indonesian coal mining’s organizational performance (OP). We used factor and path analysis to examine the relationships between the above constructs. After forming a conceptual model, principal component analysis validated the factor structure of a collection of observed variables. Path analysis examined the theories. The hypothesized framework was confirmed, indicating a positive association between constructs. However, due to mining industry peculiarities, IC does not affect organizational performance (OP). This study supports the importance of utilizing people and their relevant skills to improve operational performance. The findings have implications for managers of coal mining enterprises, as they suggest that KM and OL are critical drivers of OP. Managers should focus on creating an environment that facilitates knowledge sharing and learning, as this will help improve their organizations’ performance.

This study uses dynamic capability theory and a resource-based view to examine whether intellectual capital (human, relational, and structural capital) mediates entrepreneurial leadership and innovation success. Drawing on data from 422 senior-level employees working in Peruvian I.T. companies, the proposed relationships were analyzed using SmartPLS 4. Entrepreneurial leadership was found to foster employees’ innovative performance through the mediating role of human capital, relational capital, and structural capital. Practically, businesses often rely on innovation for survival and growth, so they should consider entrepreneurial leadership to create intellectual capital (human capital, relational capital and structural capital) for innovation performance. Businesses should provide entrepreneurial training that emphasizes role modeling intellectual capital and encourages employees to recognize and pursue entrepreneurial opportunities. With significantly limited research, the study contributes by investigating the interrelationship of entrepreneurial leadership, intellectual capital, and innovation performance. The study contributes to the Resource Based View and Dynamic Capability Theory by demonstrating how entrepreneurial leadership contributes to innovation performance through human capital, relational capital, and structural capital.