Type of the article: Research Article Abstract Internal marketing is widely discussed, but its assessment remains fragmented, particularly in higher education institutions. This study aims to identify relevant aspects of internal marketing in higher education institutions, develop an extended item set, and conduct an initial exploratory analysis. Data were collected in January–February 2026 from a convenience sample of 105 respondents from Lithuanian higher education institutions. The initial set comprised 55 items: 42 covered employee-oriented domains derived from the 11-item internal marketing framework, and 13 addressed management support, internal procedures, and employee appraisal. Principal component analysis suggested a provisional six-component structure, and 33 items were retained in the provisional item set. The Kaiser–Meyer–Olkin measure was 0.903, Bartlett’s test of sphericity was significant (p < 0.001), and the total explained variance was 73.94%. The overall internal consistency was high (Cronbach’s alpha = 0.965), although this value may also indicate possible item redundancy.Given the small sample relative to the initial number of items, the convenience sampling strategy, and the incomplete analytical record of the item-reduction process, the findings should be interpreted as preliminary exploratory evidence rather than as validation of a measurement instrument. The proposed six-component structure should be regarded as unstable and sample-dependent and should be re-evaluated through exploratory factor analysis and confirmatory factor analysis using substantially larger, independent samples. Potential differences among respondent groups were not examined. The results suggest that internal marketing in higher education institutions may encompass traditional employee-oriented aspects, management support, and procedural clarity.
Type of the article: Research Article AbstractUnderstanding the factors associated with employee pro-environmental behavior is particularly important in manufacturing, where employees translate organizational sustainability objectives into everyday workplace practices. This study examines the relationships among green mindful leadership, green human resource management practices, employee green self-efficacy, and employee pro-environmental behavior. Data were collected through purposive and snowball sampling from 680 full-time employees of Vietnamese manufacturing firms and analyzed using PLS-SEM. The results show that green mindful leadership is positively associated with green competence-building practices (β = 0.253; p < 0.001), green motivation-enhancing practices (β = 0.279; p < 0.001), and green employee involvement practices (β = 0.187; p < 0.001). In turn, green competence-building practices (β = 0.249; p < 0.001), green motivation-enhancing practices (β = 0.294; p < 0.001), and green employee involvement practices (β = 0.170; p < 0.001) are positively associated with employee green self-efficacy, which is further associated with employee pro-environmental behavior (β = 0.314; p < 0.001). The three dimensions of green human resource management also show positive direct relationships with employee pro-environmental behavior, with green employee involvement practices demonstrating the strongest association (β = 0.353; p < 0.001), followed by green competence-building practices (β = 0.194; p < 0.001) and green motivation-enhancing practices (β = 0.096; p = 0.033). Sequential mediation analyses confirm significant indirect pathways from green mindful leadership to employee pro-environmental behavior through green competence-building practices and employee green self-efficacy (β = 0.020; p = 0.001), green employee involvement practices and employee green self-efficacy (β = 0.010; p = 0.012), and green motivation-enhancing practices and employee green self-efficacy (β = 0.026; p = 0.002). These results indicate that leadership-driven green human resource management systems are associated with stronger employee pro-environmental behavior when green organizational practices are coupled with greater employee confidence in their ability to perform environmentally responsible actions. AcknowledgmentThis research is funded by Vietnam National University Ho Chi Minh City (VNU-HCM) under grant number C2024-28-16.
Type of the article: Research Article AbstractAgrifood SMEs play a vital role in producing high-value-added processed products, enhancing the potential of local agricultural commodities, and supporting food availability and diversity. However, these SMEs face various challenges, including limited resources and capital, the need to adapt to rapid innovation and shifting consumer preferences, and volatile purchasing power amid economic fluctuations. This study aims to analyze the motivational factors influencing the adoption of frugal innovation among agrifood SMEs in Surakarta City, Indonesia. A quantitative method was employed, involving a sample of 150 agrifood SMEs in Surakarta. Data were collected through surveys and direct interviews between April and June 2025. The data were analyzed using structural equation modeling (SEM) with partial least squares (PLS) in SmartPLS 4. The majority of respondents’ businesses have been operating for less than 10 years and generate monthly revenue ranging from IDR 5,000,000 to IDR 40,000,000. The findings reveal that compatibility (ꞵ = 0.191, p < 0.05), low-cost manufacturing (ꞵ = 0.220, p < 0.05), digital platforms (ꞵ = 0.258, p < 0.05), sustainable leadership (ꞵ = 0.160, p < 0.05), technology turbulence (ꞵ = 0.188, p < 0.05), and external sources of knowledge (ꞵ = 0.172, p < 0.05) significantly encourage the adoption of frugal innovation. Moreover, external knowledge sources partially mediate the influence of sustainable leadership on the adoption of frugal innovation. AcknowledgmentThe authors are grateful to Universitas Sebelas Maret, Surakarta, Central Java, Indonesia, for funding this study with Contract No: 371/UN27.22/PT.01.03/2025.
Type of the article: Research Article AbstractShifting municipal disability services from new public management efficiency frameworks to public value management collaborative networks is essential to align local governance with human rights standards. This study aims to examine how formal rules, administrative routines, and stakeholder participation arrangements associated with Universal Design and Public Value Management evolved in local governance. Examining the Vilnius City Municipality (1999–2025) through a longitudinal single-case design, this study adapts the sector awareness framework to analyze a multi-source qualitative corpus of 122 administrative documents and participant observations from 52 working group sessions. The empirical analysis maps a non-linear institutional transition across five distinct phases, revealing a structural shift from terminology-level denial (the official use of "invalid" until 2017) to public value management-oriented integration in non-physical domains (cultural funding criteria requiring easy language in 2024). The findings demonstrate that while universal design functions as a practical mechanism to operationalize public value management, its implementation remains fragmented and constrained by a rigid "tick-box" compliance culture that privileges physical infrastructure over informational and cognitive accessibility. Furthermore, co-creation is obstructed by deeply rooted power asymmetries that position non-governmental organizations as passive funding seekers rather than equal strategic partners with binding decision-making authority. Ultimately, the study shows that sustainable public value management implementation depends on relationship-oriented metrics, formalized power-sharing safeguards, and the institutionalization of permanent, cross-sectoral participatory channels. AcknowledgmentThe author would like to express sincere gratitude to Agota Giedrė Raišienė, doctoral research supervisor, for valuable guidance, constructive comments, and continuous support throughout the preparation of this article.The author wishes to express their sincere gratitude to the Vilnius City Municipality for providing access to the administrative documents and the Legal Acts Portal. Special thanks are extended to the 22 members of the Universal Design Working Group for their participation and insights.
The Original Article was published on August 29, 2025 CorrigendumNote. In the table, text highlighted in red indicates the erroneous (original) version, while text in green indicates the corrected version. The corrections concern the years only; all other wording, indicators and the structure of the text remain unchanged.
