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This paper is one of the first studies to examine specificities, including limits of mindfulness at work in an African organisational context, whilst dealing with the ongoing COVID-19 pandemic. It specifically addresses the role of organisational and managerial support systems in restoring employee wellbeing, social connectedness and attachment to their organisations, in order to overcome the exclusion caused by the ongoing pandemic.

The study uses a qualitative research methodology that includes interviews as the main data source. The sample comprises of 20 entrepreneurs (organisational leaders) from Ghana and Nigeria.

The authors found that COVID-19-induced worries restricted the practice of mindfulness, and this was prevalent at the peak of the pandemic, particularly due to very tough economic conditions caused by reduction in salaries, and intensified by pre-existing general economic and social insecurities, and institutional voids in Africa. This aspect further resulted in lack of engagement and lack of commitment, which affected overall team performance and restricted employees’ mindfulness at work. Hence, quietness by employees even though can be linked to mindfulness was linked to larger psychological stress that they were facing. The authors also found leaders/manager’s emotional intelligence, social skills and organisational support systems to be helpful in such circumstances. However, their effectiveness varied among the cases.

This paper is one of the first studies to establish a link between the COVID-19 pandemic and mindfulness limitations. Moreover, it is a pioneering study specifically highlighting the damaging impact of COVID-19-induced concerns on leader–member exchange (LMX) and team–member exchange (TMX) relationships, particularly in the African context. It further brings in a unique discussion on the mitigating mechanisms of such COVID-19-induced concerns in organisations and highlights the roles of manager’s/leader’s emotional intelligence, social skills and supportive intervention patterns. Finally, the authors offer an in-depth assessment of the effectiveness of organisational interventions and supportive relational systems in restoring social connectedness following a social exclusion caused by COVID-19-induced worries.

Building Information Modeling (BIM) capabilities have been studied at the individual, project, organizational, and even industry levels to ensure the realization of BIM value in the architectural, engineering, construction, and operation industry. However, limited research has focused on a project owner organization perspective to investigate owner BIM capabilities that are required to ensure effective project management and delivery. This present study aims to propose an indicator framework to evaluate owner BIM capabilities at the organizational level.

Leveraging the existing literature on BIM capabilities and synthesizing insights from the resource-based view and information technology capabilities research, this study conceptualizes the BIM capabilities of project owner organizations and offers a framework of indicators for measurement. Semi-structured interviews with BIM experts and a questionnaire survey were conducted to identify key indicators affecting owner BIM capabilities. A six-dimensional structural equation model with 29 indicators was then established.

The findings highlight the multidimensionality of owner BIM capabilities and show that process capabilities play a crucial role in enhancing owner BIM capabilities, while technical capabilities are considered as the least important aspect.

The study sheds light on the key role of project owner organizations in ensuring BIM value and suggests that project owners focus more on the organizational processes of introducing BIM in managing projects.

This study reconceptualizes owner BIM capabilities drawing on the idea of resource-based view and information technology capabilities and highlights the important dimensions and indicators of owner BIM capabilities at the organizational level.

In this paper the aim is that Aramid/alginate blended nonwoven fabrics were prepared, and the flame retardancy of the blended nonwoven fabrics was studied by thermogravimetric analysis, vertical flame test, limiting oxygen index (LOI) and cone calorimeter test.

The advantages of different fibers can be combined by blending, and the defects may be remedied. The study investigates whether incorporating alginate fibers into aramid fibers can enhance the flame retardancy and reduce the smoke production of prepared aramid/alginate blended nonwoven fabrics.

Thermogravimetric analysis indicated that alginate fibers could effectively inhibit the combustion performance of aramid fibers at a higher temperature zone, leaving more residual chars for heat isolation. And vertical flame test, LOI and cone calorimeter test testified that the incorporation of alginate fibers improved the flame retardancy and fire behaviors. When the ratio of alginate fibers for aramid/alginate blended nonwoven fabrics reached 80%, the incorporation of alginate fibers could notably decreased peak-heat release rate (54%), total heat release (THR) (29%), peak-smoke production rate (93%) and total smoke production (86%). What is more, the lower smoke production rate and lower THR of the blends vastly reduced the risk of secondary injury in fires.

This study proposes to inhibit the flue gas release of aramid fiber and enhance the flame retardant by mixing with alginate fiber, and proposes that alginate fiber can be used as a biological smoke inhibitor, as well as a flame retardant for aramid fiber.