The concept of sustainable urban mobility has gained increasing attention in recent years due to the challenges posed by rapid urbanization and environmental degradation. The objective of this study is to explore the role of on-demand transportation in promoting sustainable urban mobility, incorporating insights from customer interests and demands through survey analysis. To fulfill this objective, a mixed-methods approach was employed, combining a systematic literature review with survey analysis of customer interests and demands regarding on-demand transportation services. This study combines a systematic literature review and a targeted survey to provide a comprehensive analysis of sustainable urban mobility, addressing gaps in understanding customer preferences alongside technological and financial considerations. The literature review encompassed various aspects including technological advancements, regulatory frameworks, user preferences, and environmental impacts. The survey analysis involved collecting data on customer preferences, satisfaction levels, and suggestions for improving on-demand transportation services. The findings of the study revealed significant insights into customer interests and demands regarding on-demand transportation services. Analysis of survey data indicated that factors such as convenience, affordability, reliability, and environmental sustainability were key considerations for customers when choosing on-demand transportation options. Additionally, the survey identified specific areas for improvement, including service coverage, accessibility, and integration with existing transportation networks. By providing flexible, efficient, and environmentally friendly transportation options, on-demand services have the potential to reduce congestions, improve air quality, and enhance overall urban livability.

In today's changing world of work, Strategic Human Resource Management (SHRM)) still focuses on making workers more productive. This study systematically examines the mediating function of incentives both monetary and non-monetary between antecedent characteristics (e.g., leadership, organizational culture) and employee productivity using a systematic literature review (SLR) of papers published from 2010 to 2024. The review adheres to PRISMA principles and integrates 18 peer-reviewed studies chosen through a stringent screening and quality evaluation process from Scopus and Google Scholar. The results show that the success of incentives depends a lot on things like the ideals of the business, the style of leadership, and the demographics of the workforce. Thematic analysis, informed by the Ability-Motivation-Opportunity (AMO) theory and Strategic Human Resource Management (SHRM) frameworks, delineates four principal processes by which incentives affect productivity: goal alignment, perceived equity, motivational pathways, and cultural congruence. The research emphasizes the necessity of customizing incentive systems to specific organizational contexts and offers practical guidance for HR professionals. Recognizing limitations and publishing bias, suggestions for future incentive system design are presented.

Objective: This study synthesizes current evidence on the role of Artificial Intelligence (AI) and, where relevant, Open Science (OS) practices in enhancing Human Resource Management (HRM) performance. It focuses on recruitment processes, ethical considerations, and employee participation. Methodology: A systematic literature review was conducted in Scopus covering the period 2019–2024, following PRISMA guidelines. The initial search yielded 1486 records. After de-duplication and screening using Rayyan, 66 studies (≈ 4.4%) met the inclusion criteria, which targeted peer-reviewed works addressing AI-supported HR decision-making. A combined content and bibliometric analysis was performed in R (Bibliometrix) to identify thematic patterns and conceptual structures. Results: Analysis revealed four thematic clusters: 1) Implementation and employee participation emphasizing human-in-the-loop approaches and effective change management; 2) ethical challenges including algorithmic bias, transparency gaps, and data privacy risks; 3) data-driven decision-making delivering higher accuracy, fewer errors, and personalized recruitment and performance assessment; 4) operational efficiency enabling faster workflows and reduced administrative workloads. AI tools consistently improved selection quality, while OS practices promoted transparency and knowledge sharing. Implications: The successful adoption of AI in HRM requires employee engagement, strong ethical safeguards, and transparent data governance. Future research should address the long-term cultural, organizational, and well-being impacts of AI integration, as well as its sustainability.