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.

The high demand for quality healthcare services in Portugal is generating concerns about meeting the optimum number of healthcare professionals in the private sector, such as doctors and clinicians. Critical interventions are currently in progress, aiming to provide quality healthcare that will be accessible and sustainable through actionable retention strategies such as investing and developing human capital, introducing better conditions of service to attract and retain talent in the private healthcare sector, and prioritizing the needs of patients. The objective of this study is to understand which factors promote the migration of physicians from the public to the private sector according to the theoretical assumptions of incentives. In this context, a phenomenological study was carried out, using semi-structured interviews with fifteen physicians working in the private health network. Content analysis was done using NVivo 12. The results indicate that performance evaluation in the private sector exists but has no alignment with incentives. The condition makes the private healthcare sector unattractive, however, other policies of remuneration remain promising. Current proposals that could revive the image of the sector include collective decision-making and strong labour relations advocacy for physicians in the private sector.

Human resource management practices are crucial, especially in the private healthcare sector. This could be because managing personnel in the healthcare sector is particularly challenging; therefore, meeting every employee's needs is crucial. Recently, the healthcare sector has experienced a scarcity and unbalanced distribution of employees due to job turnover. In addition, employee performance in the private healthcare sector has shown a slight drop due to the dissatisfaction of employees toward human resource practices such as unattractive compensation and rewards packages, bias in performance appraisal, lack of training and development, and many more. Therefore, this study is conducted to examine the impact of human resource practices on employees' job performance. Specifically, there are three main human resource practices observed as factors that contribute to an employee's job performance. The three human resource practices are compensation and benefits, performance appraisal, and training and development. There were four private hospitals operating in Selangor, Malaysia, chosen as a sample for this study. The private hospitals are KPJ Selangor Specialist Hospital, Columbia Asia Hospital Puchong, Assunta Hospital PJ, and Sunway Medical Centre. Out of these four private hospitals, there were about 291 employees working at the front desk: nurses, clinical workers, and administration staff were chosen as respondents in this study. The questionnaires were distributed to the respondents by hand. The data collected was analyzed using SPSS version 29. The findings indicate that employee job performance in Malaysian private hospitals is positively correlated with compensation and benefits. Employees feel motivated by compensation, which encourages them to increase their production and work more efficiently. Additionally, the findings also suggest that performance appraisal and training and development significantly contribute to employee job performance.