The melon culture is one of the Brazilian horticultural crops, due to its productive potential and socio-economic role. It is recommended for the State of Goiás and the Federal District for it is easy to plant and having need of zoning of climatic conditions and thus, being able to perform their sowing. The present work used the Sarazon program to perform the water balance of the melon crop, for the 2nd, 4th and 6th five-day sowing dates in August, September and October and in relation to the water reserves in the soil of 50 mm and 75 mm. The data were spatialized using the SPRING 4.3 program. It was observed that the producers are performing in practice what can be demonstrated in theory that the period October 16–20 is the most indicated for sowing in soils of 50 mm of water reserve and October 6–10 the beginning of sowing in soil of 75 mm of water reserve for the cultivation of melon and have adequate profitability.

Purpose: The aim of the study is to apply policy analysis matrix (PAM) to identify international competitiveness of marketing channels and policy impacts of government on each marketing channels. Methodology: Policy analysis matrix is employed to evaluate influences of macroeconomic policy on the Tuong-mango value chain. The study investigated 213 sampling observation of eight main actors in chain. Findings: The findings indicate that although domestic channel 4 exhibits competitiveness (Private cost ratio (PRC) < 1), channels 1, 2, and 3 possess both comparative and competitive advantages (PRC < 1, Domestic Resource Cost (DRC) < 1, and social benefit-cost (SBC) > 1). The government’s strategy on production protection, referred to as Nominal protection coefficient on tradable output (NPCO) 0.16, together with the plan for enhancing added value, denoted as Effective protection coefficient (EPC) 0.14 and Subsidy ratio to producers (SRP) −0.18, place a significant emphasis on the first export channel. The government’s subsidy plan grants preferential treatment to Channel 4 in terms of the pricing of commercially available products, with a Nominal protection coefficient on tradable input (NPCI) value of 0.75. A value-added strategy is implemented for export channels 2 and 3, which have EPCs of 0.76 and 0.85, respectively. Policy implications: If the tradable cost is modified by 20%, there will be a change in the ratio of DRC, SBC, EPC, and SRP. While the EPC does not see a 20% reduction in domestic prices, the DRC and SBC do benefit from this cost reduction. A reduction of 20% in the local cost, coupled with a corresponding rise of 20% in the Free on Board (FOB) price, would result in a significant elevation of the SRP for export channels 1, 2, and 3. Conclusion: This is as evidence for the combination of quantitative is a dynamic tool in the policymaking process to ensure targets, constrictions, and consistent policies for agricultural fields. This permits policies to be changed in steps with an alteration in the economy and priorities set up for the tropical fruits and vegetables field.

Apple farming is a new production venture across the North Shewa Zone. Its production, harvest, postharvest handling, and marketing status are not well known. This study was conducted to assess the above-lined situations across the district. Four representative locations, Asabahir, Tsigereda, Tengego, and Godnamamas were selected based on their apple production status. Then, a total of 88 respondents were randomly selected and interviewed by a structured questionnaire. The data were analyzed by descriptive statistics of percentage, standard deviation, and chi-square tests. A larger percentage of farmers are male (82.9%), in their active production age (41.7%), and produce apples in their backyard (85.25%). The agronomic management of fertilization, pruning, training, and plant spacing deviate from the recommended practices of apple farming. Whereas varietal distribution, irrigation, and post-harvest treatments are better practiced. Loss of fruits by fruit drops and discrimination on the market due to small fruit size are serious problems across the locations. Regarding apple farming, the farmers think of it as a productive venture and got a better price per kg and single fruit sale. They sell mainly in local collectors (60.2%) and nearby cities. As for institutional support, the farmers got apple seedlings, training, and capacity buildings by Agriculture Offices and NGOs, even if the farmers are still in higher need of better support. Therefore, it can be concluded that if not outwaited by poor tree management, destructive product transportation, and higher loss of fruits from trees and in the market, the attitude of the farmers can be capitalized in better production of apples.

Due to the lack of clear regulation of management accounting at the state level in Russia, the authors conducted a study based on an analysis of information sources, an expert survey on their reliability, and a case method, which resulted in a reporting form compiled for the production process of an agro-industrial enterprise (grain products) as part of inter-organizational company cooperation. The developed management reporting system (composed of eight consecutive stages: standard reports, specialized reports, itemized query reports, notification reports, statistical reports, prognostic reports, modeling results reports, and process optimization reports), on one hand, allows solving a set of tasks to increase the competitiveness of Russian agro-industrial enterprises within the framework of inter-organizational management accounting. On the other hand, the introduction of ESG principles into the management reporting system (calculation of the environmental (E) index, which assesses the company’s impact on the natural ecosystem and covers emissions and efficient use of natural resources in the agricultural production process) increases the level of control and minimizes the risks of an unfair approach of individual partners to environmental issues.

Purpose: This study focuses on the effects of electronic-Human Resource Management (e-HRM) on organizational consequences. In this analysis, the effects of different configurations are assessed within the same socio-economic context. Design/Methodology: This study adopts a cross-sectional survey of e-HRM actors, such as human resource managers, IT professionals, and line managers. The data analysis was conducted using linear regression. A sample of 300 respondents was selected based on Gill et al.’s framework for obtaining a representative sample. Findings: ‘Integrated e-HRM configurations’ employed in multinational corporations (MNCs) generate positive and improved operational, relational, and transformational consequences or outcomes. In small-to-medium-sized organizations, the operational-user configuration exhibits positive but lower operational, relational, and transformational consequences. However, the socio-economic variables used to categorize e-HRM configurations do not apply in a developing economy context. Practical implications: The application of information technology in HRM is not the sole predictor of organizational consequences. The sophistication of the adopted e-HRM system deserves some consideration too. When managers adopt sophisticated e-HRM systems, they are likely to achieve positive and improved outcomes. More predictor variables need to be uncovered for an elaborate categorization of effective e-HRM configurations. Originality/value: The contextual factors that define effective e-HRM configurations are not consistent across different socio-economic contexts. Company-based categorization of effective configurations is advisable. This study establishes the limitations of current categorization variables in explaining effective e-HRM systems.

This study adapts traditional service blueprint methodologies for technology-driven coopetition networks, where companies simultaneously collaborate and compete. Integrating insights from service science, we developed an enhanced service blueprint framework with three key components: the cyber frontstage Lane for digital interactions, the physical backstage Lane for physical operations, and the support stage lane for supporting processes. Empirical validation in the Portuguese stone sector demonstrated the framework’s effectiveness in identifying network dysfunctions and its ease of use for industry professionals. Feedback highlights its relevance in capturing the complexities of modern digital coopetition and managing interactions and resources. This research underscores the necessity of updating service blueprint methods to optimize service delivery and value co-creation in digitally evolving sectors.