Journal of Management and Sustainability

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ISSN / EISSN : 1925-4725 / 1925-4733
Total articles ≅ 504
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Latest articles in this journal

Serena Santis, Alberto Incollingo, Francesca Citro
Journal of Management and Sustainability, Volume 11; doi:10.5539/jms.v11n2p111

This study aims to evaluate three dimensions proposed by the IFAC (International Federation of Accountants) in relation to impact financial sustainability. These dimensions are service, revenue, and debt. In 2017 and 2018, a regression analysis was conducted for Italian local governments on the different components of financial sustainability. Based on goal-setting theory, and in combination with the ambition to pursue adequate good financial sustainability, significant results were demonstrated. It was seen that these local governments would have to maintain a good level of autonomy with current revenue. They would also need to control the quantity and quality of service in order to pursue financial sustainability. This study suggests practical implications for policymakers and the managerial class, and it seeks to identify methods to drive and keep financial sustainability under control. It also seeks to define current and future management strategies that focus on pursuing intergenerational equity in local governments.
Khadija Ajmal, Nallan C. Suresh, Charles X. Wang
Journal of Management and Sustainability, Volume 11; doi:10.5539/jms.v11n2p77

This study examines the relationship between disruptive technologies and their potential impacts on sustainable supply chain management (SSCM), with a focus on the following technologies: Big Data Analytics / Artificial Intelligence / Machine Learning, Blockchain, Industry 4.0 / Internet of Things (IoT), 3D Printing / Additive Manufacturing, and P2P / Sharing Economy. Based on a comprehensive literature review on both theoretical and practical roles of these disruptive technologies in SSCM, we conduct a cross-case study to analyze the impacts of disruptive technologies on sustainability performance. From 100 application cases of 41 companies in key supply chain management and sustainability journals, we develop a classification scheme based on implementation complexity and sustainability performance of disruptive technologies. The implementation complexity and sustainability performance matrix show that all the cases examined have a positive overall sustainability performance score which indicates that investment in disruptive technologies improves the sustainability performance of firms. However, the impact of each disruptive technology on sustainability performance varies with the types of technology and sustainability dimensions. We also utilize the cases to illustrate how disruptive technologies are applied to key areas of SSCM and identify opportunities for future research.
Maria Carolina Garcia Peixoto Sacchi, João Paulo Pereira Marcicano, Fernando Barros de Vasconcelos
Journal of Management and Sustainability, Volume 11; doi:10.5539/jms.v11n2p100

The study evaluates comparatively some physical and chemical properties of polyamide 6.6 standard and biodegradable. It also evaluates the period of biodegradation of the biodegradable yarn sample and standard sample. The physical properties analyzed were tensile strength, elongation, and tenacity. The chemical properties were related to the behavior of the samples in dyeing and the evaluation of subsequent strength dyeing. The evaluated samples were taken from knitwear produced with polyamide textured filament yarn 80 dtex f 68x1, standard and biodegradable, being purged, bleached, and dyed. The results of the physical tests, although statistically different, have values ​​very near the average, which in practice represent acceptable values ​​within the statistical control process. Both standard and biodegradable samples had the same chemical behavior and there is no difference. Concerning to biodegradation time under laboratory conditions, the carbon dioxide produced by the samples was monitored and measured to determine the percentage of biodegradation according to ASTM D 5511. After 735 days the percentage of biodegradation of the biodegradable yarn was 81.7% and of the normal yarn was 5.2%. This is an expressive gain in ecological terms for synthetic fiber.
Sumas Wongsnuopparat, Wei Chunyang
Journal of Management and Sustainability, Volume 11; doi:10.5539/jms.v11n2p56

Sustainability has always run through social and economic activities. As significant economies have competed for their interests in the past few years, this situation has caused a global economic depression. Additionally, this situation worsened due to the spread of the COVID-19 pandemic around the world. The international politics, economy, and Culture are undergoing unprecedented destruction and challenges from the COVID-19 pandemic that has caused businesses in many countries and regions to close or are about to face bankruptcy. More and more employees are getting laid off every day since the COVID-19 began. Even employees who are employed are feeling unsecured. So, in the face of uncertainties and difficulties facing corporations worldwide, we need to find a better way to extend the company's life cycle in a more structured and sustainable manner. The main research question for this study is "What are the factors that have significant effects on organizational sustainability?" In this study, twelve independent variables including Leadership (L.S.), Management (M.N.), Culture (C.T.), Structure (S.T.), Workforce diversity (W.D.), Organizational age (O.A.), Staff age (S.A.), Mindset (M.S.), Technology (T.N.), Organizational dimension (O.D.), Group structure (G.S.), Business locations (B.L.) and one dependent variable called Sustainability (SUS) is the studied. This study aims to understand the structural relationships among these potential variables that could influence corporate sustainability. The dataset utilized to test the hypothesis postulated in this study using Structural Equation Models (SEM). This study suggested that the Leadership, Management, and Staffing Age significantly affects organizations towards organizational sustainability. Considering the different politics, economy, and cultural backgrounds in countries and industries, the study also found that some irreconcilable factors affect the performance of leadership, management, and staff ages. Thus, this study identified effective leadership, management, and staff age as strategies to lead organizations further towards organizational sustainability. The results of this study provide some valuable suggestions for all companies facing the COVID-19 threats right now to bring back to life and become more sustainable in the years to come and provide some evidence for future researchers to explore this field further.
Evelyn Xiao
Journal of Management and Sustainability, Volume 11; doi:10.5539/jms.v11n1p232

Reviewer Acknowledgements for Journal of Management and Sustainability, Vol. 11, No. 1, 2021.
Fenjie Qi, Yaxin Zhou, Shuo Feng
Journal of Management and Sustainability, Volume 11; doi:10.5539/jms.v11n2p43

Climate change has brought people’s attention in recent decades, which demonstrates a critical phenomenon of increased natural disaster risks. The consequences of natural hazards are highly potential to bring significant economic, reputational, social, and environmental impacts on Australia’s tourism industry. Considering the close relationship between the unique natural environment and the local tourism industry, natural disasters always play critical roles in terms of the destinations’ resilience. This paper aims to examine the cause-and-effect of natural disaster resilience for the tourism industry in Eastern Australia with the particular concern of bushfire. Representative bushfire events will be studied to locate the industry’s preparedness and the existed action gaps mainly with the focus on government and destination management organizations, as well as discuss the disaster prevention implications, direct/indirect impacts and tourism-related issues. Also, a natural disaster resilience assessment framework for the industry will be developed with the key indicators from multiple aspects. A couple of future directions will be proposed regarding recovery methods, including the needs of destination image recovery, supportive policies for small businesses and cross-functional partnership.
Mushira A. Eneizat, Mohammed Mufaddy Al-Kasasbeh
Journal of Management and Sustainability, Volume 11; doi:10.5539/jms.v11n2p32

To be successful in today’s rapid and increasing changes, innovation is the only option for maintaining growth and competitiveness. Organizations actually need to become “smart” to confront the growing customer needs, and changing markets. Digital entrepreneurship (DE) is perceived as a key pillar for innovation. However, there are a number of concerns surrounding smart organization (SO), DE, and technological innovation (TI), and how they are related is complex and important to understand in this digital age. While the extant literature presents several models for innovation, however, these studies are considered to be incomplete as they do not emphasize the relation between these variables. Based on conducting a deep literature review, this study proposes a conceptual model for SO focusing on TI (i.e., Product and process). This integrated model argues that SO’s components namely business intelligence, creative orientation, environment understanding, adaptation, and continuous learning significantly contribute to TI. In addition, it proposes that DE mediates the relationship between the SO and TI. Hypotheses development and suggesting further areas of research are discussed.
Peter King
Journal of Management and Sustainability, Volume 11; doi:10.5539/jms.v11n2p15

Much has been written about trust and trust-building, but no consensual definition of trust has been developed. In this article, the definition of trust as a catalyst is proposed based on a deduction from an aggregation of peer-reviewed articles from across several disciplines and hermeneutic examination of the contents. The paper suggests that discipline-related points of view and common usage of trust as a noun and or a verb leads to confusion in trying to develop a consensual definition. Given the accepted universality of trust, a consensual definition would help achieve a further understanding of both trust and trust-building. The proposed definition permits recognition of discipline-related definitions and suggests the focus of trust should be directed to establishing the conditions under which trust enables successful exchange interactions (i.e., trust-building). The separation of trust and trust-building has implications for management and other relationships. Suggestions for further research are included.
Elanor Colleoni, Nuccio Ludovico, Illia Laura, Ravindran Kiron
Journal of Management and Sustainability, Volume 11; doi:10.5539/jms.v11n2p1

Sharing Economy organizations appear to enjoy positive moral capital associated with supporting local entrepreneurs, the economy, and the environment. However, they operate in a regulatory limbo allowing them to engage in business practices that would not be permitted in other sectors. Hence a question remains: Does Sharing Economy (SE) have a moral capital? To explore whether the sharing economy has a moral capital, we explored the discussions around Uber after a number of scandals in 2017 in news media and on Twitter. Our findings show that news media play a critical role in developing and maintaining a positive moral capital of Uber, while the general public on Twitter tend to be more negative and do not afford SE much moral capital.
Owais Khan, Luca Marrucci, Tiberio Daddi, Nicola Bellini
Journal of Management and Sustainability, Volume 11; doi:10.5539/jms.v11n1p218

Tourism is one of the most important industries in the world. On the one hand, tourism activities provide a significant boost to many national economies but on the other hand, they severely impact the environment. Tourism SMEs are therefore needed to transform their activities from a linear economy to a circular economy (CE). However, the tourism industry has not yet shown a clear and decisive transition towards CE. There is no or very little academic discussion on why the tourism industry has not yet adopted CE and how tourism SMEs can adopt CE. In this context, we analyzed a sample of 256 tourism SMEs (hotels and accommodations, travel agencies, tour operators, and reservation service activities) based in Cyprus, France, Italy, and Spain. Our survey reveals a ruthless situation regarding the adoption of environmental certifications. There is a very low demand to adopt an environmental certification in the tourism industry. Moreover, the adoption of CE among tourism SMEs is not so high. The main factors that hinder the adoption of green or CE practices are lack of funds, lack of information about potential partners, and lack of skilled personnel. Nonetheless, many tourism SMEs perceive that CE adoption leads to various positive outcomes. Our study provides some suggestions to facilitate the transition towards CE in the tourism industry.
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