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This paper aims to comprehensively investigate the multifaceted realm of Initial Coin Offerings (ICOs), delving into their unique characteristics, analyzing their far-reaching influence, and uncovering broader implications within the ever-evolving financial landscape. By addressing the research gap concerning the impact of team diversity on ICO success, we contribute nuanced insights to the existing discourse. Through meticulous data collection and econometric modeling, our purpose is to unravel the intricate dynamics at play, offering valuable perspectives on the transformative role of ICOs and the potential significance of team diversity in shaping their outcomes.

To explore the impact of team diversity on the success of Initial Coin Offerings (ICOs), we compiled a comprehensive database comprising 3,082 profiles and 309 projects from LinkedIn, ICOBench, and Coindesk. This dataset facilitated the creation of diverse variables for our econometric model, enabling a nuanced analysis of interactions and dynamics in the context of our research question. Through this methodical approach, we aim to contribute valuable insights into the role of team diversity in shaping the outcomes of ICO campaigns.

Our analysis of 3,082 profiles and 309 projects sheds light on the intricate dynamics of Initial Coin Offerings (ICOs). Team diversity emerges as a pivotal factor, significantly impacting the success of ICO campaigns. The econometric model, enriched with variables derived from our extensive dataset, reveals nuanced interactions. Teams characterized by diverse profiles exhibit a tangible influence on campaign outcomes, underscoring the importance of inclusivity in shaping the transformative potential of ICOs. These findings contribute valuable insights into the evolving landscape of financial innovation, emphasizing the role of diverse teams in navigating the complexities of decentralized, inclusive investment paradigms.

This study contributes to the evolving discourse on Initial Coin Offerings (ICOs) by pioneering an exploration into the uncharted territory of team diversity and its impact on campaign success. While previous research has delved into ICO performance and success variables, our focus on team diversity as a critical determinant presents a novel perspective. By methodically assembling a substantial dataset and applying an intricate econometric model, we offer a unique lens through which to understand the nuanced interplay of diverse teams in shaping the outcomes of ICOs. This fills a significant research gap and provides valuable insights into the multifaceted dynamics of contemporary financial innovation.

Learning capability improves knowledge resources fosters innovative capabilities and firm competitiveness. The study aims to examine the human resource management (HRM) practice and employee creativity relationship using organizational learning capability (OLC) as a mediating variable.

Data were collected from 67 small-sized and 96 medium-sized firms. Confirmatory factor analysis was applied to establish construct validity and reliability. Structural equation modeling was used to evaluate the proposed model and hypotheses.

The results show that performance appraisal and employee creativity were positively related. Employee participation and employee creativity were positively related. Compensation and employee creativity were nonsignificantly related. OLC mediates the performance appraisal and employee creativity relationship. Similarly, OLC mediates the employee participation and employee creativity relationship. However, OLC did not mediate the compensation and employee creativity relationship.

Due to the research’s SME focus and cross-sectional data, the finding’s generalizability will be constrained.

The findings of the study would be useful to policymakers, stakeholders and management of SMEs in developing a supportive learning climate that promotes experiential and continuous learning cultures to ensure strategic capabilities, sustainable competitive advantage and innovativeness.

The study contributes to the extant literature on OLC, HRM practices and employee creativity by empirically evidencing that OLC mediates the performance appraisal, employee participation and employee creativity relationship.