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This study aims to compare the antioxidant and antimicrobial activity of different parts (tip, mid and base portion) of lemongrass leaves for application as a natural ingredient in the functional drink.

Lemongrass leaf powder was prepared from different parts of leaves and evaluated for nutritional composition. Additionally, the extracts of different portions of lemongrass leaves were analyzed for total phenolics, free radical scavenging activities, ferric reducing antioxidant potential (FRAP) and antimicrobial activities for their application in food products.

Tip portion of lemongrass leaf anticipated significantly (p < 0.05) higher contents of ash, protein, calcium, potassium and iron i.e. 6.2 mg/100 g, 18 mg/100 g, 340 ppm, 819 ppm and 32 ppm, respectively. Maximum (p < 0.05) phenolics (14.7 mg GAE/100 g), 2,2-diphenyl-1-picryl-hydroxyl (86.3%) and FRAP (200 mmol/100 g) were observed in lemongrass leaf tip methanolic extracts. Moreover, lemongrass leaf tip hydro-methanolic extracts portrayed maximum zone of inhibition against E. coli and Staphylococcus aureus i.e. 16.7 and 18.2 mm, respectively.

This study demonstrated higher antimicrobial and antioxidant activities of the tip of lemongrass leaves as compared with mid and base portions, hence suggesting its role in the improvement of physicochemical, antimicrobial and antioxidant properties of food products. Consequently, the application of lemongrass methanolic extract up to 10% remarkably enhanced the nutritional value and sensorial acceptance of the beverages.

The present research draws evidence from laboratory analysis of fresh lemongrass grown in Pakistan. The findings suggest that lemongrass methanolic extracts could be used as a nutritionally rich source of antioxidant activity in functional drinks.

Enterprise risk management (ERM) is a risk management approach that calls for integrating all the organization-wide risks and takes a portfolio view point of managing organizational risks. The purpose of this paper is to investigate the factor that influence a firm’s decision to adopt ERM.

The authors employ a particular technique of survival data analysis, the Cox proportional hazards model, to investigate the factors that lead towards the decision of initiating an ERM programme. The authors constructed a unique sample of French firms derived from the information in 315 corporate news announcements for the hiring of a chief risk officer and information retrieved from publicly available annual reports to identify firms that initiated an ERM programme, over the period from year 1999 to 2008.

The results suggest that besides the growing international and local regulatory pressure, factors that are internal to the organizations like the expected probability of financial distress and its explicit and implicit costs, poor earnings performance and the existence of growth opportunities play vital role in motivating firms to adopt ERM. It was also found that corporate governance practices such as the independence of the board may also lead towards an initiation of the ERM.

This study makes theoretical and methodological contribution the ERM literature by employing a novel methodology and presenting empirical evidence based on data form French firms.

The purpose of this paper is to structure existing research on knowledge management (KM) in small- and medium-sized enterprises (SMEs) to offer a comprehensive overview of research strands and topics in KM in SMEs to determine their evolution over time.

The paper, which is considered a follow-up literature review, is based on a systematic literature review that covers 180 scientific papers that were published since the review paper by Durst and Edvardsson in 2012 that covered 36 papers.

The findings of this review and those of the aforementioned review are brought together in the form of an overview that structures research on KM in SMEs based on themes that, in turn, allow the derivation of promising research directions and research questions aimed at structuring future research on KM in SMEs.

By combining the findings of this review with the findings from the review published in this journal in 2012, this paper offers, to the best of the authors’ knowledge, the most comprehensive literature review on KM in SMEs produced to date.

The purpose of this empirical research was to investigate the individual effects of three dimensions of flexible human resource management (HRM) practices – skill flexibility, behavioral flexibility and human practice flexibility on firm performance and to what extent these relationships are strengthened/weakened when there was the moderation of empowering leadership in small- and medium-sized enterprises (SMEs) of the Kingdom of Bahrain.

The data were collected from chief executive officers (CEOs) through a questionnaire survey method to test the hypothesized relationships. A final dataset of 315 valid responses was utilized for data analysis, and results were analyzed using the Smart partial least squares structural equation modeling (PLS-SEM) technique.

The findings revealed positive effects of skill flexibility, behavioral flexibility and human practice flexibility on firm performance. The moderating role of empowering leadership further strengthened the effects of employee skill flexibility and employee behavioral flexibility had on firm performance. However, empowering leadership did not pose any moderating effect on human practice flexibility and firm performance relationship.

This paper offers implications for theories on HRM and leadership. It also provides valuable insights for organizations and leaders seeking to boost firm performance across SMEs.

This paper offers implications for theories on HRM and leadership and also contributes in the understanding of the modern managers.

This paper investigated the effects of flexible HRM practices on firm performance and the role of empowering leadership across SMEs in Bahrain. It also explored how the performance of SMEs can be improved using flexible HRM practices followed by the presence of empowering leadership.

The purpose of this paper is to examine perceived supervisory support (PSS) and the impact of the antecedents of sharing knowledge, namely, clan culture (CC) as well as trust in innovative work behavior (IWB).

This research focuses on small and medium-sized enterprise (SME) employees, especially SMEs located around tourist attractions in Indonesia. Data collection was carried out by distributing questionnaires. The distribution of the questionnaire was carried out in two ways, namely, the offline and online systems via the Google form. Data analysis tool using structural equation modeling.

The findings reveal that PSS, knowledge sharing (KS), CC as well as trust are positively related to IWB. In addition, it was also found that KS was proven to mediate CC relationships as well as the trust which had a positive relationship with IWB.

The research design uses cross-sectional data. This means that the measurement of variables is based on self-reports and is carried out at one time, which can lead to method bias that can affect the results of the study. Thus, further research is recommended to collect data longitudinally, which will make the findings stronger.

Theoretically, this study extends previous research by outlining a set of organizational elements that tend to influence KS behavior and their impact on IWB in the SMEs context.

Managers and owners of SMEs need to create a CC because the creation of a family or CC will more easily foster a culture of sharing knowledge within the organization, which will ultimately increase IWB.

This study emphasizes that it is not only internal factors within employees that can foster IWB but there are external factors that play an important role in increasing IWB, such as CC, PSS, trust and KS. And to the best of the authors’ knowledge, this is the first study to include all the constructs in one model and the context of SMEs.

Although previous studies have studied the impact of spiritual leadership (SL) on employees’ innovation, the research on mechanisms and the boundary conditions for stimulating this relationship is scant. This paper aims to follow the idea of social capital theory (SCT), which contends that social relationships are resources that lead toward the development of intellectual capital, important for innovative work behavior (IWB) of employees; the mediating role of knowledge sharing self-efficacy (KSSE) and moderating role of innovation climate (IC) are considered.

The authors collected the data from the foreign and local employees working in multinational companies in China. The quantitative analysis was performed using Smart-PLS 3.0.

The results indicated that employee high-ranking of SL is positively related to KSSE. Moreover, SL is significant to enhance IWB, whereas KSSE explained this relationship. The authors also suggest that an employee’s KSSE is significant to form important behavior at work (IWB). However, IC did not play its moderating role in the SL – IWB link.

This study explores the influence of the leadership style (SL) on employees’ KSSE and the effect of KSSE on IWB, which have not been studied previously. The current study confirms the relationship between SL and IWB in the multicultural workplace and reveals the deeper influence of an individual’s belief (KSSE) mechanism between them. SCT was applied to explain the proposed relationships.

This study aims to investigate the direct impact of knowledge sharing (KS) and functional flexibility (FF) on innovative work behavior (IWB) of small medium enterprises (SME’s) employees. This study also observes the mediating role of FF in the connection between KS and IWB.

This study adapted a quantitative methodology and used the cross-sectional data. Data were collected from the 751 workers of SMEs to validate the mediation model.

Results reveal that KS and FF significantly affect IWB in SME’s workers. The findings also reveal that FF acts as a mediator between KS and IWB link.

The live experience of currently working employees shows that IWB is dependent of employees' KS and FF. Moreover, this study contributed to the streams of knowledge management and organizational innovation perspective by emphasizing upon the mediating mechanism of FF.

This study aims to explore the distinctive dynamics of knowledge sharing, empowering leadership, psychological empowerment, innovative work behavior, and the moderating impact of kinship employee engagement in the creative industries of SMEs in Tana Toraja, Indonesia.

Using structural equation modeling, this research analyzes quantitative data collected from 512 employees in creative industry SMEs.

Knowledge sharing is not found to be associated with psychological empowerment but is positively related to innovative work behavior. Empowering leadership is positively associated with both psychological empowerment and innovative work behavior. Psychological empowerment mediates the relationships between knowledge sharing and innovative work behavior, as well as between empowering leadership and innovative work behavior. Finally, kinship employee engagement moderates the relationship between psychological empowerment and innovative work behavior.

The cross-sectional design restricts establishing causal relationships among variables, suggesting the need for longitudinal studies. Contextual factors specific to Tana Toraja, such as cultural nuances and economic conditions, may not have been fully explored, impacting the applicability of findings elsewhere. Future research could mitigate these limitations by using larger and more diverse samples, using mixed-methods approaches and conducting longitudinal studies to track changes over time.

The findings underscore the importance of nurturing empowering leadership and promoting a culture of knowledge sharing to cultivate innovative work behavior. Moreover, leveraging kinship relationships can optimize organizational effectiveness and employee engagement in culturally nuanced settings.

Strengthening these organizational practices not only enhances SME performance in creative industries but also fosters community cohesion and contributes positively to societal well-being.

This research uniquely explores the interplay of knowledge sharing, empowering leadership, psychological empowerment and the role of kinship employee engagement in enhancing innovative work behavior within SMEs in culturally distinct contexts like Tana Toraja’s creative industries.

The present study aims to develop a strategic business performance (SBP) model for larger firms by examining the mediating role of structural flexibility in the network capability–SBP link, as well as testing the moderating role of entrepreneurial orientation in the relationship between structural flexibility and SBP.

Data were collected from 929 senior managers/owners of large textile sector firms operating in Pakistan. Regression and bootstrapping techniques were used to test the proposed relationships.

The results revealed that network capability positively shapes firms' structural flexibility, which, in turn, helps firms achieve SBP. The present work also showed that entrepreneurial orientation strengthens the positive relationship between structural flexibility and SBP.

This study is based on the cross-sectional data, and data were collected from the textile sector firms operating in Pakistan.

The findings suggest that managers should focus on developing firms' network capability, which positively shapes structural flexibility and helps firms achieve SBP. Entrepreneurial orientation can also play an imperative role for strengthening the link between structural flexibility and SBP.

The value of the present work rests on the deeper understanding of the network capability–SBP link that it offered by examining the relationships of the network capability dimensions with SBP through structural flexibility. Moreover, by bringing to the fore firms' entrepreneurial orientation as a moderator of the structural flexibility–SBP relationship, the study provided a new vantage point to uncover the complexities involved in the links between network capability, structural flexibility, and SBP.

Building on social exchange theory (SET), the main aim of this paper is to empirically study the impact of high-commitment work practices (HCWPs) systems on radical innovation. Additionally, the paper examines the mediating roles of employee innovative work behaviour (IWB) and knowledge sharing (KS) in the relationship between HCWPs and radical innovation.

Using a survey questionnaire, data were collected from employees working in pharmaceutical, manufacturing and technological industries in Jordan. A total of 408 employees participated in the study. Structural equation modelling (SEM) using AMOS v28 was employed to test the research hypotheses.

This research found that HCWPs in the form of a bundle of human resource management (HRM) practices are significant for employee IWB and KS. However, similar to previous studies, this paper failed to find a direct significant impact for HCWPs on radical innovation. Rather, the impact was mediated by employee IWB. Additionally, this paper found that HCWPs are significant for KS and that KS is significant for employee IWB.

Distinctively, this paper considered the mediating effect of employee IWB on radical innovation. Extant research treated IWB as a consequence of organisational arrangements such as HRM practices; this paper considered IWB as a foundation and source for other significant organisational outcomes, namely radical innovation. Additionally, the paper considered employees' perspectives in studying the relationship between HRM, KS, IWB and radical innovation.