The rapid digitalisation of business processes and the widespread adoption of remote work since the COVID‑19 pandemic have forced private enterprises to re‑examine the role of human resource management (HRM). Drawing on the resource‑based view, this study investigates how digital HR strategies—covering recruitment & selection, training & development, performance management and digital employee services—affect employee engagement and firm performance in a context where a significant portion of the workforce operates remotely. Using survey data from 150 employees and managers in 50 privately owned firms in Chongqing, China, supplemented by semi‑structured interviews with HR leaders, we develop a digital HR adoption index and test its impact on remote work effectiveness and organisational performance. The results show that higher levels of digital HR adoption positively influence employee engagement, reduce perceptions of relative deprivation and cyberloafing, and enhance remote work effectiveness. Regression analysis further indicates that remote work effectiveness mediates the relationship between digital HR adoption and organisational performance. Qualitative insights highlight the importance of leadership support, training and the integration of platforms such as WeChat Work, DingTalk and Tencent Meeting for managing remote teams. Our findings offer evidence‑based recommendations for private enterprises in emerging economies to align digital HR strategies with remote working arrangements, support employee well‑being and sustain 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.

Introduction/Main objectives: This study aims to test the influence of the application of the concept of value for money on regional government financial management at the quality level of regional development, which is determined by the level of foreign and domestic investment in local governments. Background problems: State the problem or economic/business phenomena studied in this paper and specify the research question(s) in one sentence. Novelty: This study has a research model that has yet to be widely carried out in Indonesia, namely, a moderated model regression analysis of the value concept for money on the quality of regional development with investment as a moderating variable. Research methods: This study uses data on financial performance, domestic and foreign investment levels, and human development index of 34 provincial governments from 2017 to 2021. This research data comes from the website of the Directorate General of Fiscal Balance, Ministry of Finance and the Central Bureau of Statistics. The data collected in this study is then analyzed using moderated regression analysis (MRA) with the SPSS ver 23.0 application. Findings/Results: The findings in the research show that the application of value for money ( economics, efficiency, and effectiveness ) from local government financial governance can influence the quality of regional development in Indonesia’s provinces in 2017–2021. In addition, the existence of foreign and domestic investment in the provincial government also strengthens the influence of value-for-money financial governance on the quality level of regional development in the provincial government. Conclusion: Based on existing research, local government financial management applies the concept that value for money needs to be increased to create optimal public services to improve the quality of human development in the regions. Regional governments are also expected to be able to encourage the level of capital investment both domestically and abroad to support the creation of development that can strengthen the quality of regional development in the regions.

Investment growth in many emerging market and developing economies (EMDEs) has slowed sharply since 2010. Investment growth performance has varied significantly across different regions, however. This paper examines the evolution of investment growth in six EMDE regions, documents remaining investment needs, especially for infrastructure, and presents a set of region-specific policy responses to address these needs. It reports three main findings. First, investment growth has been particularly weak in EMDE regions hosting a large number of commodity exporters. In regions with a substantial number of commodity-importing economies, investment growth has been somewhat resilient but has also declined steadily since 2010. Second, sizable investment needs remain in most EMDE regions to make room for expanding economic activity and rapid urbanization. A large portion of these investment needs is in infrastructure and human capital. Finally, while specific policy priorities vary across regions, several policy options to address remaining investment needs apply universally. These include more, and more efficient, public investment and measures to improve overall growth prospects and the business climate. Improved project selection and monitoring, as well as better governance, may enhance the efficiency and benefits from public investment.

The key goal of the study is to identify aspects of the implementation of blockchain technologies in human resource management and argue for the moderating role of institutional support. The need to introduce new technologies at both the tactical and strategic levels is substantiated. It is highlighted that the key core of modern organizations is the human resource management system. The role of integration of blockchain technologies in human resource management, which ensures the effective training of qualified personnel at the right time and in the right place, is argued. It has been determined that the introduction of blockchain technologies in human resource management facilitates the organization of cooperation between countries in updating skills and knowledge based on compliance with competency standards and corporate governance rules. A survey of 300 employees of the pharmaceutical industry in Jordan was conducted, which served as the basis for a multivariate analysis to confirm reasonable hypotheses. The results obtained are valuable and can be applied in practice in terms of determining the impact of the implementation of blockchain technology in the human resource management system and on the UTAUT structure, which in turn provides institutional support.