In response to the increasing youth unemployment rate and the demand for future-oriented career development, university student entrepreneurship has emerged as a critical domain in both economic policy and education. This study conducts a comprehensive literature review to examine the interrelationships between entrepreneurship, entrepreneurship education, entrepreneurial competency, and entrepreneurial intention among university students, with an emphasis on the Human Resource Development (HRD) perspective. The review reveals that entrepreneurial mindset significantly influences students’ intention to start a business, while entrepreneurship education contributes both directly and indirectly through the development of entrepreneurial competencies. Entrepreneurial competencies serve as a practical foundation for translating intention into action and are integral to HRD’s goal of competency-based talent development. The study further highlights that entrepreneurship education aligned with HRD principles—such as experiential learning, self-directed development, and learning organization frameworks—can foster employability and self-employment capacity. This integrative analysis suggests that university entrepreneurship programs should not be seen merely as policy instruments, but rather as strategic HRD initiatives for developing future-ready, opportunity-creating human capital. Implications for educational design, policy development, and future empirical research are discussed.

This study investigates the core competencies essential for product designers to excel in cross-cultural global markets, with particular emphasis on implications for human resource development and organizational leadership. As design practices increasingly transcend cultural and geographical boundaries, designers are required to integrate advanced technical proficiency, creative problem-solving, technological adaptability, and cultural intelligence to create inclusive, socially responsible, and market-relevant products. Employing a mixed-methods approach—including focus groups and surveys with design professionals, industry executives, and academic leaders—the research identifies key competencies such as flexibility, intercultural communication, ethical integrity, and systems thinking. The findings underscore the necessity of balancing technical expertise with emotional intelligence and transformational leadership capabilities to effectively lead diverse, cross-functional teams. These competencies contribute significantly to fostering innovation, enhancing employee well-being and job satisfaction, and strengthening organizational resilience, thereby supporting sustainable human resource strategies. Furthermore, the study highlights the importance of continuous professional development and lifelong learning in cultivating culturally competent and ethically driven design talent. The insights offer strategic guidance for human resource professionals, organizational leaders, and educational institutions aiming to develop adaptive, inclusive, and future-ready design capabilities aligned with evolving global demands.

In an era of intensified market competition, internal brand management (IBM) has emerged as a critical strategy for aligning employee behavior with brand values. This study investigates how IBM influences brand citizenship behavior (BCB) among front-line restaurant employees in Macao, emphasizing the mediating role of brand identification (BI) and simultaneously testing the moderating effect of leader-member exchange (LMX). Drawing from Social Identity Theory and Social Exchange Theory, the structural equation modeling (SEM) was used to test the model using data from 315 employees across 11 Macao restaurant companies. Analyzing via software package Smart-Pls 4.1, we found that IBM significantly enhances BI, which in turn strongly predicts BCB. While IBM directly impacts BCB, the effect is mediated by BI. Furthermore, LMX moderates the IBM-BI relationships, underscoring the role of leadership in internal branding effectiveness. These findings contribute to the internal branding literature by validating BI as a key psychological mechanism and LMX as a boundary condition. Practically, the study provides insights for restaurant industry seeking to foster brand-aligned behaviors through internal brand management.

In today’s competitive and complex business environment, achieving business excellence requires a combination of effective methodologies and strong leadership to drive and sustain organizational transformation. Lean Six Sigma (LSS), a proven methodology for improving operational efficiency, relies on effective leadership for successful implementation and lasting impact. This study examines how the integration of Lean, Six Sigma, and Total Quality Management (TQM) shapes leadership strategies that enhance organizational agility, resilience, and responsiveness to market dynamics. It highlights the crucial role of leadership in fostering collaboration, optimizing resource utilization, and cultivating a culture of continuous improvement. The study introduces the Structured Lean Leadership Framework as a strategic tool to develop the leadership capabilities essential for LSS success, addressing challenges such as weak leadership commitment, resistance to change, and communication barriers. Through the application of the DMAIC framework, Key Performance Indicators (KPIs), and Voice of Customer (VOC) analysis, the research aligns LSS with business objectives, customer needs, and sustainability goals. Additionally, it explores how combining LSS with Agile methodologies can improve operational efficiency, governance, and innovation, helping organizations better navigate future challenges. This research offers valuable insights for executives, practitioners, and researchers, supporting leadership development, data-driven decision-making, and long-term value creation. Future studies should focus on validating the Structured Lean Leadership Framework, exploring Agile-LSS integration in regulated industries, and examining the impact of Industry 4.0 technologies on LSS and leadership.

This study explores the influence of human resource empowerment on the establishment of green human resource management (GHRM) within Tehran’s 14th district municipality. Utilizing a descriptive-analytical research approach, the study targets the practical implications of empowerment strategies on GHRM implementation. The research population consists of 1500 employees from the 14th district, based on the 2017 census. A sample of 306 respondents was selected using Morgan’s table. Data were collected via a structured questionnaire developed from the study’s conceptual framework and research hypotheses. The questionnaire’s validity and reliability were confirmed through expert review and Cronbach’s alpha (0.9). Descriptive statistics outline the background and primary variables, while inferential statistics, particularly the Pearson correlation test, were used to evaluate the hypotheses. Results indicate that human resource empowerment positively affects the establishment of GHRM in Tehran’s 14th district municipality.

Human resources (HR) analytics is garnering increasing interest each year and is set to play a pivotal role in the development of human resources. In the present era, numerous companies are harnessing the power of analytics to gain a competitive advantage by comprehending all the vital aspects of their workforce by enhancing employee retention through leveraging HR analytics to inform strategic HR choices. Many companies are now incorporating analytical tools into their HR function as a fact-based approach to develop relevant strategies and make informed decisions in managing their workforce more effectively. However, HR faces several challenges in implementing data analytics. Talent management commonly utilizes data analytics to enhance employee engagement, including retention rates, recruitment, job satisfaction, and happiness. This paper discusses the adoption of HR data analytics to enhance employee retention in the workplace. This study delves into the significance of HR data analytics in the realm of employee retention, aiming to assess the efficacy of data-driven decisions. A thorough examination of scholarly publications was undertaken, encompassing both indexed and non-indexed papers sourced from reputable electronic databases to gain insights into the present understanding of HR analytics and its influence on employee retention. The discussion uncovers that HR analytics has a noteworthy impact on improving employee retention in the workplace.