PurposeThe study aims to explore the theoretical framework of Halal B2B marketing in the metaverse, develop a conceptual framework for future research, identify challenges and opportunities, including technological, cultural and compliance aspects, and provide insights for the effective integration of the metaverse into Halal B2B marketing practices.Design/methodology/approachThe research employs a comprehensive literature review, examining works on halal marketing, Islamic business ethics and technology adoption in Islamic markets. The study also identifies key stakeholders in Halal B2B marketing within the metaverse, such as Halal businesses, Muslim buyers, technology developers, regulatory bodies and others, and discusses their unique challenges and contributions.FindingsThe study presents a conceptual framework depicting the interaction among various stakeholders in Halal B2B marketing within the metaverse. It identifies opportunities such as enhanced customer engagement, global market expansion and innovative branding, and discusses challenges including technological disparities, cultural sensitivities and Halal compliance.Research limitations/implicationsThe conceptual framework delineated in this paper succinctly outlines the potential challenges confronted by diverse stakeholders in building the digital Halal market ecosystem within the metaverse. These frameworks augment the understanding of the metaverse as an evolving digital technology for brands operating within this digital space. This contributes to both theoretical and practical insights into the integration of the metaverse into business operations. While the metaverse holds promise for immersive and interconnected digital experiences, it also comes with several limitations and challenges that need to be taken into account.Practical implicationsThe research introduces a framework that elucidates the professional relationships among key entities: Halal B2B brands aiming to enter the metaverse for brand promotion, buyers seeking business opportunities within the metaverse, and technology developers responsible for establishing the required infrastructure. This framework offers a succinct portrayal of the stakeholders' positions, delves into potential opportunities within the metaverse, and scrutinises the inherent challenges associated with these possibilities.Social implicationsThe metaverse empowers Halal enterprises to provide tailor-made experiences that resonate with the preferences of Muslim consumers. It offers scope for personalised marketing, emphasising its potential as a pivotal element in the triumph of Halal B2B marketing within the metaverse. In the realm of Halal marketing, cultural and ethical alignment holds paramount importance. The metaverse provides opportunities for devising marketing approaches that are attuned to Islamic cultural and ethical values.Originality/valueThe study results in several recommendations that could help Halal B2B brands effectively leverage the metaverse's potential and cater to Muslim consumers' needs innovatively. These are: (a) Invest in Metaverse Infrastructure by partnering with technology developers or invest in virtual spaces tailored to Halal products; (b) Tailor Marketing Experiences through creating immersive experiences aligned with Muslim consumers' preferences; (c) Ensure Cultural and Ethical Alignment by consulting religious scholars to ensure marketing respects Islamic values; (d) Foster Business Opportunities by facilitating virtual trade shows and marketplaces for Halal products; (e) Educate Stakeholders by organising workshops to introduce the metaverse's potential benefits; (f) Address Challenges Proactively by tackling privacy, accessibility and regulatory issues head-on; (g) Collaborate with Industry Partners and work with other Halal brands and tech partners to drive innovation.

This study unpacks how leader humility and charisma are related to leader effectiveness and satisfaction with the leader and examines how the need for leadership may moderate these relationships. We used data from 252 respondents from Russian companies in a 2 (high vs. low leader charisma) × 2 (high vs. low leader humility) vignette design in which levels of charisma and humility were manipulated. While leader humility was found to have a positive effect on satisfaction with a leader, no significant link between leader humility and leader effectiveness was observed in this study. Leader charisma was positively related to leader effectiveness and satisfaction with the leader. The interaction between leader charisma and leader humility in relation to leadership outcomes was found to be positive and significant. The need for leadership did not affect the relations between leader charisma and leader humility on the one hand and outcome variables on the other hand. However, the need for leadership did show strong positive relations with both leader effectiveness and satisfaction with the leader. The study's findings suggest that leader humility increases prosocial orientation and cooperation between the leaders and followers leading to higher satisfaction with the leaders. Leader charisma may motivate the subordinate more, resulting in greater (perceived) effectiveness of the leader and increasing satisfaction with the leader. Leader charisma and humility can interact, reinforcing higher leadership outcomes. Though results are based on a single cultural context, investigating the interaction between leader charisma and leader humility with leadership outcomes offers implications for theory and practice.

In the era of digitalization, Blockchain is an evolving technology that has the potential to change the shape of numerous industries. Blockchain is considered the transforming technology that has the ability to change the conventional supply chain network by providing additional transparency of transactions in terms of information and physical goods. Additionally, the implementation of blockchain technology in the supply chain is required to accomplish the objectives of industry 4.0. However, there has to date been a scarcity of blockchain implementations due to the numerous barriers associated with it. Therefore, the primary aim of this research is to identify and investigate the major barriers to implementing blockchain technology in supply chains. We identified ten significant barriers to adopting blockchain technology through a literature review and expert opinions. Additionally, the finalized barriers were categorized into an influential and influenced group using the DEMATEL method. The findings of this study show that 'influential group' barriers require more attention from the supply chain partners to mitigate these barriers. The primary influential barriers are ' Lack of information sharing,' 'Trust management issues,' and 'Lack of upgraded technologies', and these barriers require immediate attention from supply chain stakeholders wishing to use blockchain. These findings contribute to improving managerial decisions and digital strategies regarding blockchain within organisations, and how implementation can effectively be achieved.

Digital transformation (DT) is a complex, socio-technical, strategic, and often radical change influenced by various aspects, among which non-technological, organizational factors play significant roles. The literature on DT enablers suggests sensitivity to the organizational context, especially to the technology intensity of companies. This article analyzes the variations in non-technological DT enablers in high-tech and low-tech manufacturing companies. Through a systematic literature review, using coding techniques and cluster analysis, we created 20 aggregated enabler categories. With the Decision Making Trial and Evaluation Laboratory (DEMATEL) method, clustered DT enablers in high-tech and low-tech companies were compared. High-tech companies enable DT with the factors related primarily to organizational flexibility and dynamism. In contrast, low-tech firms propel DT with the enablers connected to more stable, traditional, managerial practices. JEL Classification: 031 and 032

The global economy continues to struggle with the disruptions caused by the COVID-19 pandemic over the last 2 years. Apart from the pandemic, the Pacific region is highly vulnerable to technological, political, and climate change-induced disruptions and natural disasters. This paper focuses on managing the impacts of the COVID-19 pandemic, natural disasters, and other disruptions in the Pacific, as well as preparing for unknown future disruptions. The paper begins by reviewing the impact of COVID-19 on businesses in the Pacific and the effects of climate change-induced natural disasters. It then details the needs of Pacific Island countries for preparing, managing, and overcoming disruptions and presents a training model for business schools throughout the Pacific, to help them future-proof the region. One of the key elements for improving the resilience of businesses is the development of business continuity plans (BCPs), which are discussed here in some detail.

As project teams become more global and culturally diverse, it is important for project managers to understand how various project management practices are implemented in different countries. We use hierarchical linear modelling to explore variation in project management practices among seven countries using GLOBE dimensions of these countries to understand patterns. Of the nine GLOBE dimensions, two particular elements had an impact on project management practices. Performance orientation has a significant positive influence and gender egalitarianism had a significant negative impact on the adoption of project management practices. Practical implications include that for those two specific GLOBE factors, executives and project team leaders should use such knowledge to anticipate how they will impact on the natural tendencies of project team members in various countries, Further, when operating projects with international team membership, such as global virtual teams, this study illuminates that some cultural differences might lead to differences in style and practice of project team members, requiring cognizant and careful team leadership. The article contributes to theory by showing that only some and not all aspects of national culture impact on project management practices that are theoretically deemed attractive as part of project management's body of knowledge.

For the Pacific Small Island Developing States (PSIDS), climate change will greatly exacerbate their vulnerability. The PSIDS have a high ranking in the Climate Risk Index and the World Risk Index. Financial losses due to climate-induced disasters, in terms of gross domestic product (GDP), are also high in the Pacific region. While climate risk insurance solutions could play a key role in the efficient distribution of recovery resources, there are many challenges to their successful implementation. Effective climate risk insurance products for the vulnerable sections of these societies are almost non-existent in this part of the world. Among the worst climate-induced disasters to affect the PSIDS are those related to cyclones and floods. These not only adversely impact the welfare of the households affected by these disasters, but they lower the long-term development potential of the countries involved. There is also evidence to suggest that climate-induced disasters are increasing in frequency and intensity over time due to climate change. It is against this background that an inquiry into the necessity for climate risk insurance products in the context of PSIDS should take place. This paper gives a comprehensive review of the literature addressing climate risk insurance as a risk mitigation or climate adaptation tool for managing the climate-induced financial vulnerabilities in the PSIDS. The paper explores the affordability of climate risk insurance, particularly among the vulnerable sections of society, and discusses the challenges of implementing an appropriate climate risk insurance model in the region. Finally, it examines recent climate risk insurance initiatives that have been attempted by multilateral agencies, such as the United Nations Development Programme (UNDP), the United Nations' Pacific Financial Inclusion Practice (UNCDF), Pacific Insurance and Climate Adaptation Programme (PICAP), and respective local governments.

Many companies recruit employees from different parts of the globe, and faking behavior by potential employees is a ubiquitous phenomenon. It seems that applicants from some countries are more prone to faking compared to others, but the reasons for these differences are largely unexplored. This study relates country‐level economic variables to faking behavior in hiring processes. In a cross‐national study across 20 countries, participants ( N = 3,839) reported their faking behavior in their last job interview. This study used the random response technique (RRT) to ensure participants’ anonymity and to foster honest answers regarding faking behavior. Results indicate that general economic indicators (gross domestic product per capita [GDP] and unemployment rate) show negligible correlations with faking across the countries, whereas economic inequality is positively related to the extent of applicant faking to a substantial extent. These findings imply that people are sensitive to inequality within countries and that inequality relates to faking, because inequality might actuate other psychological processes (e.g., envy) which in turn increase the probability for unethical behavior in many forms.

Projects implemented in conditions of high uncertainty are sometimes called entrepreneurial projects. Success in such projects is more difficult to achieve. To successfully manage entrepreneurial projects, project managers should have entrepreneurial skills. The article explores two issues related to project success, entrepreneurial characteristics, and project uncertainty. First, the article tries to find out whether the increase in the entrepreneurial nature of the project, manifested in the increase in project goals and methods uncertainty, is accompanied by a decrease in project success. Second question is – does the entrepreneurial orientation of project managers affect project success and the relationship between the projects’ success and their entrepreneurial features. To answer these questions, data were collected from Russian project managers assessing the entrepreneurial nature of projects, project success and the individual entrepreneurial orientation of project-managers. The collected data were examined using factor and regression analysis. The findings indicate that there is a negative relationship between the entrepreneurial nature and such indicators of project success as internal efficiency, preparation for the future, and results for clients. Some indicators of success were positively associated with such indicators of entrepreneurial orientation as proactivity and risk taking. As uncertainty increased, some measures of individual entrepreneurial orientation of project managers can positively compensate negative impact on project success from uncertainty associated with projects’ entrepreneurial nature.

The concept of the circular economy has acquired importance in the academic world. The corporate firms and governments believe that the pressure on the environment can be reduced by implementing the circular economic system. The switching of a linear economy to a circular economy requires to build new business models that overcome the limitations of the linear model of the economy. This paper aims to rank the business models for the successful adoption of the circular economy through the criteria by employing an appropriate multi-criteria decision making (MCDM) method. Fuzzy Technique for Order of Preference by Similarity to Ideal Solution (Fuzzy TOPSIS) has been used in this study. Eleven Business Models have been identified through literature review and analyzed based on nine criteria for the business model to be successful. The ranking of results indicates that the product and process design is the most important business models for the implementation of the circular economy. The findings of this research enhance the understanding about the relative importance of the several business models based on which the management can formulate an effective strategy to systematically adopt an appropriate business model for successful implementation of an economic system.

This paper examines psychological and behavioral mechanisms that underlie business growth expectations by examining how managerial optimism and self-regulatory focus influence learning behaviors. To empirically examine these relationships, the study situates in a resource-constrained business context by studying managers in two Pacific Island economies. Results indicate that a positive view toward gains encourages exploratory learning in unknown situations; whereas, a less optimistic disposition and avoidance are related to exploitative learning. This finding is consequential as managerial learning that leans toward development of new insights and possibilities is associated with greater business growth expectations versus learning that adheres to familiar and proven ideas and alternatives. The study results have implications for both practice and theory.

Applicants from different cultures vary in their self-presentation behavior during job interviews. This study investigates self-presentation behavior in the United Arab Emirates (UAE), the second largest economy in the Arab world. Specifically, it examines self-presentation behavior of applicants from the UAE and compares it to the behavior of American, European, and Chinese applicants from previous studies. The randomized response technique was used to gather self-presentation prevalence data of 111 UAE applicants regarding self-presentation behavior in their last job interview. Prevalence rates were lower than those from the United States and from China but higher than those from Iceland and from Switzerland. Results indicate that though UAE culture values modesty, UAE applicants still engage in distinct self-presentation behavior.

Projects are an interdisciplinary planned work that involves various business disciplines, such as finance, human resource management, accounting, quality management, and strategy. Because project management is important for organizational and national growth, this research aims to compare project management capabilities among various Asia Pacific countries and identify strengths and weaknesses in each country. This comparative benchmarking analysis can allow organizations in various countries to improve relatively weak areas. For this purpose we collected survey data from 1,166 projects in seven countries the broad in Asia-Pacific region: India, Malaysia, Japan, Russia, Singapore, New Zealand and Israel. Most questionnaires were from organizations in the software industry (32.8%), government (15.1%), and construction (11.6%). As different types of project are conducted in each industry (e.g. a software project in a construction company), we also report on project type distribution. The projects in the sample were mainly of the following types: software (25.1%), services (24.2%), engineering (15.8%), and construction (14.5%). To measure project management practices, this research uses the following two conceptual project perspectives (Andersen, 2016): (1) Task perspective of a project manager focuses on delivering a project within the predefined time frame, budget and indicated quality measures, (2) Organizational perspective focuses on creating value for the project funder. To operationalizes these project perspectives, we use two relevant project management dimensions included in the Project Management Planning Quality (PMPQ) model (Zwikael and Globerson, 2004): project management practices (consists of nine practices representing knowledge areas of the Project Management Institute’s Project Management Body of knowledge) and organizational support practices (17 practices derived from the literature). This model was selected because it had been validated and utilized extensively in the project management literature (e.g. Chin and Pulatov, 2007; Masters and Frazier, 2007; Zwikael and Sadeh, 2007; Papke-Shields et al., 2010; Zwikael and Ahn, 2011; Rees-Caldwell and Pinnington, 2013; Zwikael et al., 2014; Feris et al., 2017). Respondents were asked to rate the extent to which each of the practices were adopted on a 5-point Likert scale, where 1= extremely low usage; 3= moderate; and 5= very high usage. A comparison of project management capabilities of all 26 project management practices among the sample countries shows that overall India adopts project management practices at the highest level, including having the highest scores in 21 out of the 26 project management practices. Russia and Malaysia perform project management practices at the lowest level. Japan project mamangers require more support from their senior executives. In Israel, communications management is the most important area for improvement, and in Singaport it is human resources management. A detailed comparison and practical recommendation will be discussed at the conference.

A trait-environment-state model of Unethical Business Decisions was developed and tested in two studies in a Pacific Islands setting (i.e., Fiji and the Marshall Islands). In Study 1 (N=212), we conceptualized and operationalized the environment using two situational variables named ‘Perceived Environmental Corruption’ (PEC) and ‘Perceived Environmental Normativeness’ (PEN). Both environmental variables were (respectively positively and negatively) related to Unethical Business Decisions through the states Felt Lure, Perceived Risk, and (to a lesser extent) Negative Affect. In Study 2 (N=235), we replicated these findings and additionally showed that HEXACO Honesty-Humility was negatively related to Unethical Business Decisions through Felt Lure and Negative Affect. Furthermore, an interaction between Honesty-Humility and Perceived Environmental Corruption on Felt Lure was observed, indicating that the negative relation between Honesty-Humility and Felt Lure was stronger when the environment was perceived to afford corruption than when it was not.

This paper argues that initiatives in e-governance can accelerate economic development and increase empowerment of individual citizens. Initiatives in e-governance can do so by helping to bring about good governance. More inclusive governance stimulated by e-governance can help overcome massive global problems of poverty alleviation. The paper discusses the impact of specific initiatives in e-governance and how they might help address poverty alleviation in the state of Uttar Pradesh (UP) in India. Uttar Pradesh has approximately 8 percent of the world's poor population. Eighty percent of poor households in UP live in rural areas. The paper draws lessons from the customized usage of e-governance, in particular, e-choupals (in Hindi choupal means village square or rural meeting place). It argues that such initiatives can: a) Fill gaps in access to communications infrastructure; b) Enable poor people to help themselves; and c) Help re-motivate officials responsible for implementing measures to alleviate poverty. The paper presents a thematic sequence of steps and stages for incorporating e-governance as a mode of operation. The sequence is open to customization as and when required. Expected issues and constraints facing initiatives in e-governance are also outlined.