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The integration of technology with traditional business practices in human resources (HR), marketing, and accounting has become a crucial driver of transformation in the modern business landscape. This paper explores the impact of technological advancements, such as automation, artificial intelligence (AI), data analytics, cloud computing, and blockchain technology, on these critical business functions. By examining the benefits, challenges, and future implications of technology integration, this research highlights how digital tools have revolutionized HR processes, marketing strategies, and accounting practices. The study underscores the importance of addressing data security, privacy concerns, and cultural resistance to change while fostering a culture of continuous learning and innovation. Through a strategic approach to technological adoption, businesses can enhance operational efficiency, improve customer engagement, and achieve sustainable growth. This paper provides valuable insights and practical recommendations for organizations seeking to navigate the complexities of the modern marketplace and leverage technological advancements for long-term success.

The purpose of this paper is to examine the impact of human resource management (HRM) practices on organizational performance in the banking sector in the United Arab Emirates (UAE), to test the mediating impact of organizational innovation on the HRM-organizational performance relationship, and to test HRM practices as mediator of the relationship between innovation strategy and organizational innovation.

Data were collected from 168 managers working in UAE banks. A structured questionnaire containing standard scales of HRM practices, innovation strategy, organizational innovation, organizational performance, and some demographic variables was used. The analytical method used to empirically test the hypotheses proposed is the structural equation modeling technique using PLS. The two steps are: the assessment of the outer model and the assessment of the inner model. Moreover, a bootstrapping method is employed in order to test indirect effects.

Results found that organizational innovation fully mediates HRM-organizational performance link. Moreover, with the existence of innovation strategy, HRM mediates the relationship between innovation strategy and organizational innovation.

The limitations of common method bias and cross-sectional data are discussed in light of implications for future research. Nevertheless, the results provide new insights on the influence of HRM on organization innovation and performance in a non-Western context of the UAE by testing the role of some mediators in influencing the relationship between HRM and performance.

In general, enhancing the effectiveness of HRM can result in higher level of performance and innovation. In particular, the choice of an innovation strategy implies the use of an effective incentive-based compensation, training and development, recruitment and selection and performance appraisal.

This study is considered the first study to examine the mediating role of organizational innovation on the relationship between HRM and organizational performance in the Middle East. Also, the study is the first study to test the role of HRM as a mediator for the innovation strategy-innovation performance relationship in a non-Western context.

This paper aims to examine the relationship between different dimensions of intellectual capital and industrial companies' financial performance. In addition, this paper aims to examine the role of organisational ambidexterity in mediating this relationship.

This paper adopted a quantitative method using a previously validated questionnaire. The questionnaire copies have been distributed to accountants and accounting managers in the context of industrial companies.

Findings indicate that there is a positive correlation between all dimensions of intellectual capital and organisational ambidexterity. Furthermore, the connection between intellectual capital dimensions and financial performance is notably positive when it comes to relational capital. Additionally, it was established that the various dimensions of capital and financial performance are interconnected through the intermediary influence of organisational ambidexterity.

This paper provides important contributions to managers, policymakers and stakeholders. Jordanian industrial companies must improve the quality of their work by enhancing levels of intellectual capital and organisational ambidexterity that leads to improving the financial performance of companies. Additionally, managers should identify and capitalise on the benefits of other intangible assets and understand more about how to increase the use level of other intangible assets.

The authors seek an answer to the research question: how do the disclosure of the intended use of initial public offering (IPO) proceeds and firm characteristics jointly influence IPO performance?

Data on the use of proceeds, firm age, size, high- or low-tech industry, and the length of the use of proceeds section were collected from 341 IPOs in the USA, UK, and Hong Kong. Fuzzy-set Qualitative Comparative Analysis was used to predict which configurations of IPO use of proceeds and firm characteristics consistently led to above-average IPO performance.

Ten configurations of causal factors were found to lead to above-average IPO performance. Disclosure of IPO proceeds use matters for IPO performance but is contingent on firm characteristics. Whether a firm is in a high- or low-technology industry along with its size and age have distinct effects on which intended uses of proceeds are beneficial and how long their intended proceeds section must be to lead to above-average IPO performance.

These findings contribute to a multidimensional view of IPO performance. The authors use information processing and a management perspective to see how the use of proceeds sections help frame an IPO’s equity story. The use of a configurational methodology and a management perspective shows how IPOs can be viewed as a bundle of attributes.

This study examines the existing literature on generative artificial intelligence (Gen AI) and its impact across many sectors. This analysis explores the potential, applications, and challenges of Gen AI in driving innovation and creativity and generating ideas.

The study adopts a comprehensive literature review approach, carefully assessing current scientific articles on Gen AI published from 2022 to 2024. The analysis examines trends and insights derived from research.

The review indicates that Gen AI has significant potential to augment human creativity and innovation processes as a collaborative partner. However, it is imperative to prioritize responsible development and ethical frameworks in order to effectively tackle biases, privacy concerns, and other challenges. Gen AI is significantly transforming business models, processes, and value propositions in several industries, but with varying degrees of effect. Findings indicate also that despite the theory-driven approach to investigating Gen AI's creative and innovative potential, cutting-edge applications research prioritizes examining the possibilities of Gen AI models.

Although this review offers a picture of great possibilities, it concurrently underlines the necessity for a deep knowledge of Gen AI nuances to fully harness its capabilities. The findings indicate that continuous research and exploration efforts are required to address the challenges of Gen AI and assure its responsible and ethical implementation. Therefore, more study is needed on enhancing human-AI collaboration and defining ethical norms for varied circumstances.

This study presents a relevant analysis of Gen AI's transformational potential as an innovation catalyst. It emphasizes major potential, applications across industries, and ethical issues for responsible integration.

The purpose of this study is to investigate the impact of team psychological capital (PsyCap) on team innovation. The study also examines the mediating role of team learning, including exploratory and exploitative learning, in team innovation.

A sample of 272 team leaders of firms in Vietnam was surveyed to validate the measures via confirmatory factor analysis and to test the model and hypotheses using structural equation modeling.

The results demonstrate that team PsyCap has a positive effect on team innovation. Further, team exploratory learning mediates the relationship between team PsyCap and team innovation; however, team exploitative learning does not. Although team exploitative learning is explained by team PsyCap, it does not enhance team innovation.

The study findings suggest that, to enjoy a high level of team exploratory and exploitative learning and innovation, firms should develop team PsyCap. This could be undertaken by implementing leader–subordinate mentoring programs, together with creating a social context that helps in interacting and communicating among team members.

This study is among the first to examine the role of team PsyCap in team exploratory and exploitative learning and innovation, adding further insight to the literature on innovation at the team level.

In the competitive business world, companies strive to be innovative, and to do so, they try to implement innovative human resource practices. Therefore, the authors propose an association between innovative human resource practice, organizational commitment, innovation performance and transformational leadership.

This study gathered data from 1,037 small- and medium-sized enterprises and implied partial least square structural equation modeling PLS-SEM using Smart PLS was adopted to test the hypotheses.

The findings reveal positive direct relationships between innovative human resource practices, organizational commitment and innovation performance. Moreover, organizational commitment positively mediates and transformational leadership significantly and positively moderates the relationship. Companies should use innovative recruitment and selection, performance management, and innovative compensation to enhance organizational commitment and innovation performance. In addition, the optimized organizational commitment aids in strengthening the connection between innovative human resource practices and firms' innovation performance.

Managers should also develop a sense of affiliation and attachment to increase innovation performance. The study contributes empirically to the literature on innovative human resource practices and their effect on organizational commitment and innovation performance.

This study aims to investigate the influence of human resource management (HRM) practices on two aspects of innovation capability namely product and process innovation. It also attempts to clarify the HRM-innovation relationship by examining the mediating roles of specific components of knowledge management capability (KMC) namely knowledge acquisition, knowledge sharing and knowledge application.

This research used the quantitative method and structural equation modeling (SEM) approach to examine hypotheses with data obtained by survey from 325 participants in 98 Vietnamese firms.

The empirical findings show the evidence on the mediating roles of components of KMC in the HRM-innovation relationship and indicate that HRM practices have a greater impact on product innovation compared to its effects on process innovation. In contrast, all three components of the KMC produce larger impacts on process innovation than on product innovation. In particular, it highlights the key role of knowledge sharing in predicting product and process innovation in comparison to the roles of knowledge acquisition and knowledge application.

CEOs/managers should practice and manage their human resource to foster organizational capability for product and process innovation directly or indirectly via enhancing aspects of KMC namely knowledge acquisition, sharing and application.

By investigating the mediating mechanisms of specific components of KMC, the paper has significantly contributed to advancing the body of knowledge of innovation theory and providing deeper insights on the correlation between HRM practices and aspects of innovation capability namely product and process innovation.

This paper aims to examine the mediation effect of organizational learning on the link between human resource management (HRM) practices and organizational performance in some Big4 financial services companies.

The quantitative methodology was chosen for this research, using resource theory and knowledge-based approach to explain the relationship between latent variables. A sample of 403 HR employees and managers of the companies under study in France was selected in 2022. Structural equations modeling was used based on the Spss-Amos program to test the research hypotheses.

The results revealed that organizational learning played a mediating role between HRM practices (hiring, training, motivation and decision-making) and organizational performance and that learning enabled the performance of workers to improve and achieve competitive advantages in this field.

The sample was based on four international companies working in the field of financial services and consulting and providing their services within France, which may affect the generalisability of the results and limit them to the studied sector.

The contribution of the study is to improve the awareness of administrators, decision makers and company employees of the importance of organizational learning for companies, and to stimulate motivation to learn and exchange knowledge in a constructive way that enhances organizational performance. Working on organizational culture change through HRM-practices-based learning as an effective mechanism for organizational performance improvement is one implication. These practises influence cadres' attitudes toward their work, which improves their performance.

Working on organizational culture change through HRM-practices-based learning as an effective mechanism for organizational performance improvement is one implication. These practises influence cadres' attitudes toward their work, which improves their performance.

This study seeks to provide cadres and executives with an in-depth analysis of HRM and organizational learning, which, through its integration of these attributes, can contribute to the earning of knowledge-based competitive advantage and achieve superior and sustainable performance.

This study endeavours to (1) evaluate the impacts of consumers’ perceptions regarding the corporate social responsibility (CSR) practices of casual dining restaurants on their memorable experiences (ME); (2) assess the impacts of consumers’ perceptions regarding the CSR practices of casual dining restaurants on their positive emotions; (3) explore the mediating effect of consumers’ positive emotions in the relationship between CSR and ME; (4) examine the impacts of ME on electronic word-of-mouth (eWOM) and (5) investigate whether consumer behavioural engagement on social networking sites (CBE-SNS) moderates the relationship between ME and eWOM.

This survey included 394 casual dining restaurant consumers in Portugal. The hypothetical model, grounded in the stimulus-organism-response theory (S-O-R) proposed by Mehrabian and Russell (1974), was evaluated employing partial least squares structural equation modelling (PLS-SEM).

The results demonstrated that restaurants’ CSR (stimulus) directly and positively impacts consumers’ ME and positive emotions (organism). Positive emotions mediate the relationship between restaurants’ CSR and consumers’ ME. Memorable consumer experiences directly and positively impact eWOM (response). Finally, CBE-SNS moderates the relationship between ME and eWOM.

This study uniquely elucidates the relationships among CSR, positive emotions, ME, CBE-SNS and eWOM within casual dining restaurants. Restaurants can use CSR as a stimulus to affect consumers’ positive emotions and ME (organism), generating repercussions on eWOM. Moreover, ME positively influences eWOM. However, CBE-SNS is crucial to establish strategies for distinct consumer profiles, which would increase the impact on eWOM. This study contributes to the S-O-R and provides practical implications for restaurant owners, managers, marketing professionals and policymakers in the food service sector.