Research has shown the negative impacts of climate change on the economy and how the state of the environment has been a complex global challenge. Prior studies have suggested immediate actions to avoid any unforeseen circumstances for all living things on Earth. Previous research has also supported all kinds of sustainability efforts as resolutions to address the deterioration of climate change caused by business activities. There is a need for companies to start acting and assigning employees to mitigate carbon emitted by corporations. However, there is a lack of empirical evidence that examines how corporate carbon governance influences better carbon performance of organizations and authorizes organizations to implement and embed carbon accounting. This study used evidence from Malaysia to explore this subject matter and examined the association between carbon governance and carbon performance of corporations. The research also investigated the mediation effect of carbon accounting with respect to carbon governance and carbon performance. It is revealed that carbon governance had no significant influence on an organization's carbon performance, although carbon accounting implementation positively influenced carbon performance. The findings imply that despite its insignificance, carbon accounting remains a vital matter to be deployed by organizations for better carbon emission mitigation.
An organization’s performance in a project is determined by its ability to implement project management knowledge and practices. This ability reflects the organization’s level of project management maturity (PMM). PMM is premised on the belief that the higher the PMM level, the higher the ability to successfully deliver a project. With this in mind, the current paper aims to determine the type of organizational aspects and practices that could influence the success of PMM implementation in organizations. For this purpose, a systematic literature review (SLR) was performed on 23 articles published between 2011 and 2021 that studied PMM. The findings showed that most articles stressed organizational culture and integration with strategic organizational initiatives. Among all the studied industries, the information technology industry stood out. Content analysis was used for analyzing data, which were thematized using ATLAS.ti. Ten sub-themes emerged, with six sub-themes under organizational aspects and four sub-themes under organizational practices. These sub-themes, which were intertwined with the implementation and growth of PMM in organizations, positively impact project delivery performance. Based on this, several future research opportunities were proposed.
Many organizations today utilize projects as a strategic tool to achieve business objectives. As a result, project success becomes critical, making project management a crucial function in an organization. The project success rate globally has not been improving, and project management maturity models (PMMM) are now being further scrutinized. The PMMM is struggling to claim its value toward project success despite its success in the IT industry since its inception in late 1980s. However, since 2014, its publications have been on a decline. This paper attempts to investigate the reason behind its decline. Based on content analysis, information from previous studies was gathered and then combined so as to identify the possible cause of this decline. Three remaining issues leading to its deterioration were detected. It is -PMMM too-best-practices-centred type of model, inflexible, too complex, and plagued as an inadequate assessment tool. These issues have caused the PMMM to be a "hard sell" to the industries. The outcome derived contributes to a better understanding of the issues causing the decline of the PMMM in publication. Although once considered a successful tool for improving project success rate, the PMMM may become defunct in current project management environments without continuous research and improvement.
These days energy-related enterprises started using a fancy terminology called circular economy (CE) to display their progress in opting for innovative approaches to mitigate carbon emissions and waste gas released in the enterprise during the operation. Hence, this paper examines whether there is any mediating role of innovation from a CE point of view or not in managing the waste resources and minimising the carbon emission on the innovation and quality of new energy products. For this, secondary data with a sample observation of 608 was selected from Chinese listed enterprises from 2015–2020. The empirical results revealed that the waste resource utilisation by firms is helpful to the quality of their products but does not significantly affect the innovation of their new energy products. In addition, the evidence from developing countries shows that companies’ carbon reduction behaviour benefits their new energy product innovation. However, it does not significantly impact the quality of their products. Model validation analyses the existence of corporate waste resource utilisation through corporate new energy product innovation, thereby contributing to corporate product quality. Overall, this paper facilitates enterprises’ new energy product development activities and fills the research gap between companies’ waste gas resource utilisation and new energy product innovation.
The Palchinsky principles revolves around three industrial designs focusing on variation, survivability and selection. Applying these principles is hoped able to raise economic contribution of government venture capitals (GVCs) towards the gross domestic product (GDP) of Malaysia in the face of substantial declined of foreign direct investments (FDIs) into the country. As a result, several feedback loops are recommended to improve the GVCs' collective performances pertaining two most important activities there. First, GVCs to adopt collective criteria chosen by the technopreneurs when evaluating funds applications. Second, to let them choose among themselves who should get the funding in a given cycle instead of decided by the management of GVCs alone. Third, adopt lottery like selection to choose winners eligible for funding. Fourth, shared responsibility among technopreneurs is another possible method where applicants are organized in a group and funding given to a 'deserving' group rather than to an individual technology-based company. This peer pressure approach could also be an option given the shared wavelength. Lastly, performance bonuses to deserving personnel at GVCs.
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