Introduction: Chest trauma has a high incidence and pneumothorax is the most frequent finding. The literature is scarce on what to do with asymptomatic patients with pneumothorax due to penetrating chest trauma. The aim of this study was to evaluate what are the findings of the control radiography of patients with penetrating chest trauma who are not initially taken to surgery, and their usefulness in determining the need for further treatment. Methods: A retrospective cohort study was performed, including patients older than 15 years who were admitted for penetrating chest trauma between January 2015 and December 2017 and who did not require initial surgical management. We analyzed the results of chest radiography, the time of its acquisition, and the behavior decided according to the findings in patients initially left under observation. Results: A total of 1,554 patients were included, whose average age was 30 years, 92.5% were male and 97% had a sharp weapon wound. Of these, 186 (51.5%) had no alterations in their initial X-ray, 142 had pneumothorax less than 30% and 33 had pneumothorax greater than 30 %, hemopneumothorax or hemothorax. Closed thoracostomy was required as the final procedure in 78 cases, sternotomy or thoracotomy in 2 cases and discharged in 281. Conclusion: In asymptomatic patients with small or moderate pneumothorax and no other significant lesions, longer observation times, radiographs and closed thoracostomy may be unnecessary.

Purpose: There have been many studies on corporate social responsibility. Still, research on the dual relationship showing the impact of management control on corporate social responsibility and business performance has not been exciting researchers. The article also identifies and measures the elements of management control that affect compliance with corporate social responsibility and business performance. At the same time, the paper also analyzes the influence of compliance with corporate social responsibility on business performance. From the research results, listed companies will see the importance of designing management control and complying with corporate social responsibility to maximize the business’s profits. Findings: The article demonstrates the practicality of institutional theory in the relationship between management control, corporate social responsibility, and business performance. Institutional theory influences the relationship between management control, CSR, and business performance by highlighting the role of external institutional pressures, legitimacy, and conformity to societal norms. Companies that strategically integrate institutional expectations into their management control systems can enhance their CSR efforts, improve their reputation, and contribute to better business performance. Methodology: We collect data on 195 manufacturing enterprises listed on the Vietnam stock market in 6 sectors. This study’s main data analysis method is the structural equation modeling method (SEM). The article used AMOS software to evaluate and measure the influence of each factor. Practical implications: The article has analyzed five aspects of management control to corporate social responsibility and business performance: Size of the Board of Directors (BOD), percentage of independent members in the BOD, and concurrence. CEO and Chairman of the Board of Directors, state ownership ratio and foreign shareholder ownership rate. The results show that a company with a CEO who is not the Chairman of the BOD will have a higher level of CSR compliance than a company with a CEO who is also the Chairman of the BOD. The larger the Board size, the higher the level of CSR, but This has not been verified for the company’s business performance. The higher the foreign ownership ratio, the better the CSR compliance; however, this has the opposite direction for the state ownership rate. The higher the percentage of independent members on the Board of Directors, the lower the level of CSR compliance. In terms of impact on business performance in the enterprise: The higher the company’s compliance with corporate social responsibility, the better it’s business performance. A company with a CEO who holds the position of BOD will have lower business performance than companies with a CEO who does not hold the position of Chairman of the Board of Directors. Companies with a high percentage of state ownership will have lower business performance. The higher the percentage of independent members on the Board of Directors, the lower the business performance. Originality: This attests that the research paper I submitted is the result of my original and independent work. I have duly acknowledged all sources from which the ideas and quotations have been obtained. The project does not contain any plagiarism and has not been sent elsewhere for publication.

Background: Digital transformation in the sports industry has become increasingly crucial for sustainable development, yet comprehensive empirical evidence on policy effectiveness and risk management remains limited. Purpose: This study investigates the impact of policy support and risk factors on digital transformation in sports companies, examining heterogeneous effects across different firm characteristics and regional contexts. Methods: Using panel data from 168 sports companies listed on China’s A-shares markets and the New Third Board from 2019 to 2023, this study employs multiple regression analyses, including baseline models, instrumental variables estimation, and robustness tests. The digital transformation level is measured through a composite index incorporating digital infrastructure, capability, and innovation dimensions. Results: The findings reveal that policy support significantly enhances digital transformation levels (coefficient = 0.238, p < 0.01), while financial risks demonstrate the strongest negative impact (−0.162, p < 0.01). Large firms and state-owned enterprises show stronger responses to policy support (0.312 and 0.278, respectively, p < 0.01). Regional development levels significantly moderate the effectiveness of policy implementation. Conclusions: The study provides empirical evidence for the differential effects of policy support and risk factors on digital transformation across various firm characteristics. The findings suggest the need for differentiated policy approaches considering firm size, ownership structure, and regional development levels. Implications: Policy makers should develop targeted support mechanisms addressing specific challenges faced by different types of firms, while considering regional disparities in digital transformation capabilities.

This study explores the determinants of control loss in eating behaviors, employing decision tree regression analysis on a sample of 558 participants. Guided by Self-Determination Theory, the findings highlight amotivation (β = 0.48, p < 0.001) and external regulation (β = 0.36, p < 0.01) as primary predictors of control loss, with introjected regulation also playing a significant role (β = 0.24, p < 0.05). Consistent with Self-Determination Theory, the results emphasize the critical role of autonomous motivation and its deficits in shaping self-regulation. Physical characteristics, such as age and weight, exhibited limited predictive power (β = 0.12, p = 0.08). The decision tree model demonstrated reliability in explaining eating behavior patterns, achieving an R² value of 0.39, with a standard deviation of 0.11. These results underline the importance of addressing motivational deficits in designing interventions aimed at improving self-regulation and promoting healthier eating behaviors.

There is insufficient consideration of Generation Z’s cultural and generational needs in the implementation of biometric attendance systems in Arabic educational settings. This study delves into Generation Z’s discipline, exploring their perspectives on attendance systems and aligning commitment with their interests. The primary aim is to gauge biometric systems’ impact on productivity. Google Form questionnaires collected data from young employees, ages 25 to 35, who belong to Generation Z’s working in the higher education system. Structural equation modeling and descriptive analysis assessed the data. While biometric systems enhance discipline, they may dampen morale. Implementing systems fairly and maintaining flexibility is vital. The study underscores the importance of evaluating employees based on achievements. It sheds light on biometric systems’ role in attendance management and organizational performance, aiding HR practices. The results showed no significant effect of Employee Management Practices (EMP) on organization performance through Biometric Attendance Technology (BAT) (B = 0.049, t = 1.330, p = 0.184). Nor significant effects of Organizational Performance Metrics (OPM) (B = 0.019, t = 0.608, p = 0.543). Technological Infrastructure (TI) (B = 0.019, t = 0.2461, p = 0.645), or Satisfaction and Engagement (ESE) (B = 0.057, t = 1.381, p = 0.167) on organization performance through Biometric Attendance Technology. The mediator impact was also found to be not significant (P > 0.05). Therefore, both direct and specific indirect effects were not significant. Indicating that Biometric Attendance Technology does not mediate the relationship between these variables and organizational performance.

The challenge of rural electrification has become more challenging today than ever before. Grid-connected and off-grid microgrid systems are playing a very important role in this problem. Examining each component’s ideal size, facility system reactions, and other microgrid analyses, this paper proposes the design and implementation of an off-grid hybrid microgrid in Chittagong and Faridpur with various load dispatch strategies. The hybrid microgrids with a load of 23.31 kW and the following five dispatch algorithms have been optimized: (i) load following, (ii) HOMER predictive, (iii) combined dispatch, (iv) generator order, and (v) cycle charging dispatch approach. The proposed microgrids have been optimized to reduce the net present cost, CO₂ emissions, and levelized cost of energy. All five dispatch strategies for the two microgrids have been analyzed in HOMER Pro. Power system reactions and feasibility analyses of microgrids have been performed using ETAP simulation software. For both the considered locations, the results propound that load-following is the outperforming approach, which has the lowest energy cost of $0.1728/kWh, operational cost of $2944.13, present cost of $127,528.10, and CO₂ emission of 2746 kg/year for the Chittagong microgrid and the lowest energy cost of $0.2030/kWh, operating cost of $3530.34, present cost of 149,287.30, and CO₂ emission of 3256 kg/year for the Faridpur microgrid with a steady reaction of the power system.