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Volume 16, Issue 1, March 2026
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1. FACTORS INFLUENCING DIGITAL MATURITY PROGRESSION IN EMERGING MARKETS
Manal LAOUAR
Higher School of Commerce, Kolea, Tipaza
Algeria
Yahia BOUKERCH
Higher School of Commerce, Kolea, Tipaza
Algeria
DOI: https://doi.org/10.24818/beman/2026.16.1-01
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The topic of digital maturity has gained significant attention in both academic and practitioners’ discourses. Despite this growing attention yet few studies explore the factors that influence digital maturity progression within an emerging setting and identify its contextual nuances. Accordingly, this exploratory qualitative research aims to contribute to the academic discussion about digital maturity in emerging contexts and explore the influencing factors of digital maturity progression with a particular focus on the Algerian market as a case study. Through semi-structured interviews with digital experts, this study identifies several internal and external factors that contribute to the digital evolution of companies. The findings indicate that internally achieving digital maturity is highly dependent to digital leadership, financial resources and digital skills availability, which in emerging economies is critically constrained by brain drain that limits the talent pool necessary for digital advancement. Externally, the study identifies factors such as governmental support and competitive pressure. The study also reveals that customers’ digital readiness and digital ecosystem readiness as distinctive characteristics of the emerging context critically influence maturity advancement of the companies.
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2. IMPACT OF INDUSTRY 4.0 ON THE INTEGRATION OF SMES INTO GVCS: A SYSTEMATIC LITERATURE REVIEW
Kgotso TSOAI
University of Johannesburg, Johannesburg
South Africa
Arnesh TELUKDARIE
University of Johannesburg, Johannesburg
South Africa
Megashnee MUNSAMY
University of Johannesburg, Johannesburg
South Africa
Thabile DUBE
University of Johannesburg, Johannesburg
South Africa
DOI: https://doi.org/10.24818/beman/2026.16.1-02
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The study aims to investigate the integration of Small and Medium-sized Enterprises (SMEs) into global value chains (GVCs) with Industry 4.0 enablement. This integration is essential, yet research on the comprehensive application of Industry 4.0 digital technologies for this purpose is limited. This study addresses the established gap through a systematic literature review (SLR) using the PRISMA methodology to analyze the impact of Industry 4.0 technologies on SME integration into global value chains. Utilizing VOSviewer for bibliometric analysis, the research identifies key themes such as innovation, digital transformation, and smart manufacturing, alongside critical technologies like the Internet of Things, big data analytics, and artificial intelligence. The SLR analyzed 955 relevant articles published between 2015 and 2023. The findings reveal a significant lack of comprehensive literature on the integration of SMEs into global value chains, particularly regarding the exploration of technologies such as blockchain, robotics, and cybersecurity, in both academic and industrial settings. There is therefore a need for industry players, academia, and policymakers to establish more targeted strategies for SMEs and global value chain integration in the context of Industry 4.0.
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3. LEADERSHIP COMMUNICATION AND TEAM PERFORMANCE IN DYNAMIC ENVIRONMENTS
Costin Andrei BUTA
Bucharest University of Economic Studies, Bucharest
Romania
Irina BADIU
Bucharest University of Economic Studies, Bucharest
Romania
DOI:
https://doi.org/10.24818/beman/2026.16.1-03
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This paper synthesizes research published between 2000 and 2025 on how leadership communication affects team performance in dynamic environments. Drawing on evidence across management, organizational behavior, and communication studies, the review identifies six recurring communication practices: clear direction, inquiry, sensegiving, regular cadence, channel–task fit, and closed-loop summaries. It argues that these practices influence performance through three mechanisms: psychological safety and trust, role clarity and alignment, and shared mental models. The paper proposes a bundled conceptual model (Figure 1) and six propositions that specify these links and the boundary conditions under which they strengthen or weaken. Key moderators include environmental dynamism, team virtuality, interdependence, tenure, team size, and compliance load.
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4. UNDERSTANDING HOW TRAINING AND DEVELOPMENT INFLUENCE EMPLOYEE RETENTION: THE MEDIATING ROLES OF ORGANIZATIONAL CULTURE AND SATISFACTION
Shahedul Alam KHAN
Leading University, Sylhet
Bangladesh
Md. Abdul Muhith CHOWDHURY
Leading University, Sylhet
Bangladesh
Md. Amir HUSHEN
North East University Bangladesh, Sylhet
Bangladesh
DOI:
https://doi.org/10.24818/beman/2026.16.1-04
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The purpose of this study is to analyze the serial mediation effects of organizational environment, culture, and employee satisfaction on the relationship between training and development and employee retention. Based on organizational equilibrium theory and psychological contract theory, a sequential mediation model is proposed where the effect of training and development through the work environment, organizational culture, and employee satisfaction on employee retention will be studied. 117 samples were used from different service industries in Bangladesh. Process Macro, developed by Hayes in SPSS, is used to conduct the analysis. Training and development significantly influence employee retention through the serial mediation of work environment, organizational culture, and employee satisfaction as well as through the serial mediation of organizational culture and employee satisfaction. Work environment and organizational culture along with employee satisfaction were insignificant as serial mediators. In the case of individual mediation, employee satisfaction worked as a significant mediator in the relationship between training and retention, instead of work environment and culture. This study will add valuable knowledge to develop strategies for improving the retention scenarios in organizations by integrating multifaceted factors altogether to examine the multifaceted impacts on employee retention.
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5. ANALYSING THE POST-EFFECTS OF COVID-19 ON FMCG SMES IN GAUTENG PROVINCE, SOUTH AFRICA
Cleopatra Moipone MATLI
Durban University of Technology, Durban
South Africa
Tshepo TLAPANA
Walter Sisulu University, Butterworth
South Africa
Nomkhosi Pearl SHANDU
Coca-Cola Beverages South Africa (CCBSA), Johannesburg
South Africa
Tinashe MUSASA
University of Botswana, Gaborone
Botswana
DOI:
https://doi.org/10.24818/beman/2026.16.1-05
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This study examines the post-pandemic effects of COVID-19 on small and medium-sized enterprises (SMEs) in the fast-moving consumer goods (FMCG) sector in Gauteng Province, South Africa. The aim of this research is to bridge a gap in the existing literature on FMCG shopping habits, particularly in the post-pandemic context. A quantitative and descriptive research approach was employed, utilising convenience sampling to select 398 owners of small and medium-sized FMCG enterprises from a total population of 70,992. Data were collected through an online questionnaire and analysed using SPSS to gain insights into the pandemic's impact on this crucial sector of the South African economy. The data analysis revealed that COVID-19 negatively affected FMCG SMEs in Gauteng, particularly regarding consumer purchasing behaviour and sales revenue. This study highlights the lasting impacts of the pandemic on SMEs within the FMCG sector. It recommends that SMEs build resilient, pandemic-proof supply chains by incorporating online platforms, revising sourcing policies, engaging new vendors, simplifying product lines, and assessing supply chain robustness. Additionally, SMEs should integrate technology and online platforms into all operational processes to enhance adaptability to environmental uncertainties such as pandemics.
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6. INFLUENCE OF HUMAN CAPITAL ON PERFORMANCE OF PUBLIC UNIVERSITIES IN WESTERN REGION, KENYA
Mudi Titus INGOSI
Masinde Muliro University of Science and Technology, Kakamega
Kenya
Jackline Akoth ODERO
Masinde Muliro University of Science and Technology, Kakamega
Kenya
DOI:
https://doi.org/10.24818/beman/2026.16.1-06
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The study examined the influence of human capital on performance of Public Universities in Western Region, Kenya. The study adopted descriptive and correlational research designs. The study targeted 160 respondents from four public universities in western region Kenya. Stratified and simple random sampling techniques was used. Closed ended questionnaires were used in primary data collection. Both descriptive and inferential statistics was used for data analysis. Findings revealed that Human capital had a positive and significant influence on performance of Public Universities in Western Region, Kenya (B=0.789, p= 0.000). The study recommends that public universities should always employ competent and adequate staff for effective performance.
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7. EFFECTS OF PROJECT MANAGEMENT PRACTICES ON THE PERFORMANCE OF PUBLIC PROJECTS IN TANZANIA
Peter KISOBERE
Tanzania Institute of Project Management, Dar es Salaam
Tanzania
Lwidiko BADI
Mwalimu Nyerere Memorial Academy, Dar es Salaam
Tanzania
DOI:
https://doi.org/10.24818/beman/2026.16.1-07
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This study assessed the effect of project management practices on the performance of public projects in Tanzania. The study employed a mixed-methods approach, combining quantitative surveys and qualitative interviews with project managers, government officials, and other stakeholders across selected public projects. A total of 80 respondents participated in the survey. Study findings revealed that project management practices such as planning, monitoring, and stakeholder engagement were found to improve performance, though implementation challenges, including weak risk management and insufficient capacity building, hindered their full effectiveness. Conversely, the adoption of modern practices, including digital tools and Agile methodologies, was positively perceived as enhancing efficiency, transparency, and accountability, yet barriers such as limited technical skills and financial constraints were evident. The study concludes that while Tanzanian policy frameworks and project management practices provide a foundation for public project performance, their effectiveness is curtailed by frequent policy revisions, weak enforcement, limited stakeholder engagement, and inconsistent adoption of modern tools. The study recommends strengthening policy enforcement, institutionalizing capacity-building programs, promoting stakeholder participation, and adopting cost-effective digital solutions will enhance project efficiency and sustainability. This study contributes to the understanding of the interplay between policy, project management practices, and stakeholder dynamics, offering actionable insights for improving the planning, execution, and sustainability of public infrastructure projects in Tanzania.
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