This research aimed to investigate the role of humanizing leadership in enhancing the effectiveness of change management strategies within organizations. Specifically, it focused on how humanizing leadership influences change outcomes and the extent to which organizational culture moderates this relationship. The study addressed critical questions regarding the impact of leadership behaviors, such as model vulnerability, emotional intelligence, open communication, and psychological safety on effective change management and employee performance. A quantitative approach was employed to provide a comprehensive analysis of the phenomena. Quantitative data were collected from a sample of 325 employees through surveys that measured perceptions of Humanizing leadership behaviors, organizational culture, and change outcomes. Data was analyzed by IBM SPSS 26.0. The findings revealed that humanizing leadership behaviors significantly enhances the success of change initiatives, primarily through improved employee engagement and reduced resistance. Organizational culture was found to play a moderating role, amplifying the positive effects of empathetic and inclusive leadership practices. The study provides actionable recommendations for organizational leaders and managers to foster a culture that supports humanizing leadership. By adopting leadership strategies that emphasize vulnerability, empathy, and inclusivity, organizations can enhance their adaptability and resilience against the backdrop of continuous change. These findings are particularly valuable for enhancing managerial practices and informing policy within corporate settings.

This paper investigates the elements affecting dividend yield in developing Southeast Asian countries—more specifically, Thailand, Malaysia, and Singapore. Examined here are the roles of financial information including debt to equity ratio, free cashflows, property, plant, and equipment (PPE) and total sales with controlling factors of size, institutional ownership, and firm age using both short-run and long-run analytical frameworks including the Error Correction Model and Engle and Granger’s approach. The results reveal different trends in the three nations. Higher debt and free cashflows lower dividend yield in Thailand; institutional shareholders benefit from maintaining greater dividend payouts. Aging companies in Malaysia are more likely to pay more dividends while rising revenues are linked to smaller short-term payouts. Leveraged and asset-heavy companies are more likely to keep paying dividends in Singapore. These discoveries have important ramifications for investors and business management trying to maximize dividend policies and improve shareholder value in developing economies.

The construction of gas plants often experiences delays caused by various factors, which can lead to significant financial and operational losses. This research aims to develop an accurate risk model to improve the schedule performance of gas plant projects. The model uses Quantitative Risk Analysis (QRA) and Monte Carlo simulation methods to identify and measure the risks that most significantly impact project schedule performance. A comprehensive literature review was conducted to identify the risk variables that may cause delays. The risk model, pre-simulation modeling, result analysis, and expert validation were all developed using a Focused Group Discussion (FGD). Primavera Risk Analysis (PRA) software was used to perform Monte Carlo simulations. The simulation output provides information on probability distribution, histograms, descriptive statistics, sensitivity analysis, and graphical results that aid in better understanding and decision-making regarding project risks. The research results show that the simulated project completion timeline after mitigation suggested an acceleration of 61–65 days compared to the findings of the baseline simulation. This demonstrates that activity-based mitigation has a major influence on improving schedule performance. This research makes a significant contribution to addressing project delay issues by introducing an innovative and effective risk model. The model empowers project teams to proactively identify, measure, and mitigate risks, thereby improving project schedule performance and delivering more successful projects.

Based on the resource-based view and institutional theory, this study investigates the impact of their environmental management capabilities and environmental, social, and governance (ESG) pressure on the non-financial performance of small and medium-sized enterprises (SMEs). In particular, it examines the interaction effect of ESG pressures on the relationship between SMEs’ environmental management capabilities and non-financial performance. For this study, a total of 1865 SME lists were obtained through Jeonnam Techno Park and Jeonnam Small Business Job and Economy Promotion Agency. Based on this, a total of 127 questionnaires were returned as a result of a telephone, e-mail, and online survey, and finally, an empirical analysis was conducted based on 120 questionnaires. We conducted an empirical analysis of Korean SMEs and obtained the following results: First, environmental management capabilities have a significant, positive effect on SMEs’ non-financial performance. Second, ESG pressure has a significant, negative effect on the non-financial performance of SMEs. Next, we analyzed the moderating effect of ESG pressures and observed that ESG pressures strengthen the positive effect of environmental management capabilities on non-financial performance. Based on the resource-based perspective and institutional theory, this study provides meaningful academic implications by examining environmental management capabilities and ESG pressures, which have not been identified in previous studies, as factors of non-financial performance that are becoming important under the new management paradigm, such as climate change and ESG. Furthermore, while ESG pressure has a significant negative effect on non-financial performance, we find that it is a moderating variable that strengthens the relationship between SMEs’ environmental management capabilities and non-financial performance, which has useful academic and practical implications for ESG and strategic management.

The objectives of this qualitative research are to study problems and factors promoting success in the career path of government officials in the Ministry of Higher Education, Science, Research, and Innovation (MHESI) in Thailand. The study also finds out career path model to opinions between executives and government officials. This qualitative employed in-depth interview and focus group discussion with executives, academics, and civil servants. It found that the problem was the planning and management of career path due to lacking of standard pattern. Also, it found that the model of career path provides practitioners with career advancement opportunities and job titles from the very beginning to the very top where they can advance and can plan their career progression. The model also provides an opportunity to explore officers’ competencies, aptitudes, and interests that are appropriate for any type of work in the organization and able to prepare them to perform the job, which will affect the success of civil servants’ work and human resource management to create career path and develop oneself to be able to compete for academic and professional excellence, as well as prepare the government officers for appropriate positions in the future.

The study documents the model of the knowledge transfer process between the University, the Vocational Training Center and the industrial actors. The research seeks to answer to the following questions. Where is new knowledge generated? Where does knowledge originate from? Is there a central actor? If so, which organization? Hypotheses tested by the research: H1: Knowledge starts from the higher education institution. H2: Most “new knowledge” is generated in universities and large multinational companies. H3: The university is a central actor in the knowledge flow, transmitting both hard and soft skills, as well as subject (‘know-what’), organizational (‘know-why’), use (‘know-how’), relational (‘know-who’), and creative (‘care-why’) knowledge. The aim of the research is to model the way of knowledge flow between the collaborating institutions. The novelty of this research is that it extends the analysis of the knowledge flow process not only to the actors of previous researches (higher education institutions, business organizations, and government) but also to secondary vocational education and training institutions. The methodology used in the research is the analysis of the documents of the actors investigated and the questionnaire survey among the participants. Knowledge transfer is the responsibility of the university and its partner training and business organizations. In vocational education and training, knowledge flows based on the knowledge economy, innovation and technological development are planned, managed and operational. The research has shown that knowledge is a specific good that it is indivisible in its production and consumption, that it is easy and cheap to transfer and learn.