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This study aims to examine the mediating role of government support programs in the halal cosmetics and personal care industry between local demand conditions and competitive advantage.

Data were collected from 96 companies in the cosmetics and personal care industry in Malaysia, and the analysis was conducted using the partial least squares structural equation modeling approach.

The results indicate that demand conditions do not have a direct effect on competitive advantage in the halal cosmetics and personal care industry. However, government support programs, specifically regulatory and innovation programs, play a crucial mediating role between demand conditions and competitive advantage. This highlights the importance of both regulatory and innovation programs in shaping the halal market ecosystem.

The halal industry policy should prioritize innovation and regulatory programs to ensure that nonfood halal products, including beauty products, are evaluated not only based on ingredient content but also on broader aspects such as product effectiveness, quality, safety and affordability.

This study offers a unique perspective by highlighting the often-overlooked role of government support programs as key drivers in shaping the halal market ecosystem and enhancing competition in the halal cosmetics and personal care industry. While the government’s role is frequently neglected in market dynamics, this research emphasizes how government intervention, when implemented through effective policy, can significantly contribute to industry growth and competitiveness.

Considering the significance of the human resource management (HRM) and corporate social responsibility (CSR) relationship, the aim of this research is twofold: first is to measure the cultural differences between HRM, CSR and sustainable performance relationship (study 1) and second is to identify the how HRM instigates CSR and sustainable performance (study 2) in the hospitality industry of UK and Pakistan.

A mixed-method approach was used to collect the qualitative and quantitative data from upscale hotels. In Study 1, a multi-respondent and time-lagged strategy was employed to collect the data from 162 Pakistani and 290 UK upscale hotels. In Study 2, in-depth semi-structured interviews were conducted to understand the HRM–CSR–performance nexus.

The results of Study 1 highlight the significant cultural differences in the relationships of HRM–CSR–performance, while Study 2 explains that ethical culture, shared objectives, transparency, training and development, and economic incentives are the factors that push the employees to take part in CSR-related activities and attaining higher sustainable performance.

This study addresses the debate on the difference between cross-cultural studies related to implementing Western theories in shaping, developing and implementing business strategies, including CSR, HRM and sustainable performance in an Asian context.