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This study aims to explore the challenges and opportunities of adopting Industry 4.0 technologies in Africa, specifically focusing on the automotive industries in Morocco and Nigeria. By comparing these two leading African countries in Industry 4.0 adoption, the research seeks to identify key factors influencing the implementation of smart manufacturing technologies and to provide insights into the potential benefits and challenges faced.

The research uses a multiple case study design with a quantitative approach, collecting data through structured questionnaires from 167 participants across five automotive companies in Morocco and Nigeria. Regression analysis assessed the impact of opportunities and challenges. Statistical analysis identified significant differences between the two countries.

The study reveals significant differences in the perceived challenges and benefits of Industry 4.0 adoption between Morocco and Nigeria. In Morocco, key challenges include high implementation costs and resistance to change, whereas, in Nigeria, lack of skilled workforce and high implementation costs are predominant barriers. Both countries recognize the benefits of improved productivity, better product quality and enhanced supply chain agility.

While focused on two countries and the automotive industry, the study provides valuable insights into Industry 4.0 adoption in Africa, with potential for expanded future research.

The insights provided by this study can guide policymakers in developing tailored strategies to support Industry 4.0 adoption in Africa. For organizations, understanding the specific challenges and benefits can aid in designing effective Industry 4.0 implementation plans, enhancing competitiveness and achieving sustainable growth.

By providing a comparative analysis of Morocco and Nigeria, the study offers unique insights into the specific factors influencing Industry 4.0 implementation in different African contexts with differences between North and West of Africa.

In India’s federal system, rising expenditure responsibilities and limited tax-raising powers challenge states’ fiscal stability. Analyzing the short- and long-term revenue–expenditure nexus and identifying fiscal consolidation strategies is crucial to managing fiscal deficits effectively.

The present study delves into the short- and long-term causal relationships between state expenditures and taxes, utilizing panel data from 29 Indian states. The use of panel autoregressive distributed lag.

The estimates confirm that the growth of state government spending and state government income (state gross domestic product) positively impacts state government taxes. Therefore, these findings lend support to the spend-tax hypothesis, both in the short run and long run. The estimates of spend-tax causality also suggest that states may not necessarily need to be concerned about controlling their expenditure and increasing fiscal deficits.

States in India can garner the necessary financial resources through either their own taxes or their share in central taxes to fulfill their expenditure needs. This, indeed, is an advantage of the federal system.

The outcomes of this investigation also prompt the necessity for a fresh assessment of the spend-tax hypothesis utilizing the variables of state expenditure and states’ owned tax income, excluding any form of central transfers. This study can be further added to the literature on causal link between expenditure and states’ own revenue in India and also reevaluate the progression of fiscal decentralization in the country.

The peer review history for this article is available at: https://publons.com/publon/10.1108/IJSE-03-2024-0232

This paper examines the impact of green human resource management (GHRM) practices on employees’ pro-environmental behavior in Pakistan’s hospitality industry. It attempts to identify the critical success factors involved in promoting GHRM and pro-environmental behaviors at the workplace using Interpretive Structural Modeling (ISM) and cross-impact matrix multiplication applied to classification (MICMAC) approaches. Later, based on the ability-motivation-opportunity (AMO) model, the study also categorizes the identified critical factors into three categories: ability, motivation and opportunity.

The ISM approach was applied to determine the contextual relationship among the identified critical success factors responsible for promoting GHRM. MICMAC, a structural technique to analyze and validate the ISM-based model, was used to determine the autonomous, dependent, linkage and independent factors based on expert opinions and judgments. The goal was to determine the role of GHRM in transforming the pro-environmental behavior of employees.

The study’s findings show that the proper integration of effective GHRM practices significantly impacts pro-environmental employee behavior. The hierarchical model introduces innovation in the field of GHRM because ISM-based hierarchical models are flexible enough to include or exclude practices according to the green organizational objectives in the hospitality industry within the context of Pakistan. The results offer a comprehensive illustration of the importance of GHRM practices in facilitating, encouraging and promoting employees to take green initiatives and achieve business sustainability.

The study utilizes the Preferred Reporting Items for Systematic Reviews and Meta-Analyses (PRISMA) technique to identify key success criteria for GHRM, while the innovative approaches of ISM and MICMAC techniques were used to investigate employee pro-environmental behaviors. This novel method gives GHRM research an analytical direction by providing an organized framework for evaluating the impact of GHRM initiatives on environmental outcomes. Additionally, by focusing on developed economies rather than emerging ones, our study within Pakistan’s hospitality sector fills a knowledge vacuum on the dynamics of GHRM in a developing nation.

This study highlights the significance of managers in the hospitality sector serving as role models for implementing GHRM practices to encourage pro environmental behavior among employees. Prioritizing green structural capital, establishing standard environmentally friendly criteria for hiring and evaluating prospective employees and initiating green projects to promote a psychologically green environment are some of the key recommendations. Improving environmental performance, employee satisfaction and loyalty in the hotel industry requires constant communication, training and employee participation in sustainability decision-making.

The GHRM practices have been extensively discussed by academics and researchers. However, there is a notable absence of discussion on the key factors that play a role in transforming employees’ attitudes and behaviors.