The Role of Leader and the Effect of Customer’s Smart Factory Investment on Firm’s Industry 4.0 Technology Adoption in Thailand

Performance is a crucial aspect of any organization, including mosque co-operatives. Mosque co-operatives are expected to show good financial and non-financial performance. Mosque co-operatives need to ensure sustainable financial performance to continue benefiting the socioeconomic well-being of the members and community. Besides, the strong financial performance of mosque co-operatives provides additional support to mosque institutions' activism. Hence, a question arises on the determinants of mosque co-operatives' financial and non-financial performance. Therefore, this study attempts to examine the predictors of performance from the perspective of mosque co-operators through the lens of Intellectual Capital Theory. The study found that the top three predictors of performance for mosque co-operatives are board members' competencies, spirituality, managers' competencies, and stakeholders' support, indicating the essentials of human capital, relational capital, and spiritual capital. This study provides initial insights to regulators, policymakers, and co-operators in enhancing the performance of religiousbased co-operatives.

Section: Discussion and Implications Of The Studymentioning

confidence: 99%

Initial Analysis on Predictors of Mosque Cooperatives Performance: A Co-operator's Perspective

Sallehhuddin¹,

Yatim²,

Said³

et al. 2022

“…Determinant factors for 4IR leadership attributes include visionary, contingent reward, courage, idealized influences, inspiration, intellectual stimulation, passion, strategic thinking, focus, collaboration, innovation, willingness to change, communication, emotional intelligence, spiritual intelligence, responsibility and accountability, technology, entrepreneurial, adaptive, shaping society, problem-solving, critical thinking (Daud et al, 2021). A leader's transformational leadership and external pressure, such as a customer's smart factory investment, have positive impacts on a firm's operational technology (OT) and information technology (IT) adoptions (Chumnumporn et al, 2022).…”

Section: Leadership In the 4irmentioning

confidence: 99%

Leading in the Age of the Fourth Industrial Revolution – A Perspective from Vietnam

Long¹,

Ooi²,

Le³

et al. 2022

The purpose of this study was to determine new leadership styles in the context of the level of development of the Vietnamese economy in the last years and what is likely to happen in the next 10 years or more. Another aim was to create the combination of leadership best thinking that will enable Vietnamese leaders to adapt successfully in the implementation of the fourth industrial revolution (4IR) in Vietnam. The 4IR is fundamentally different because it involves the fusion of a range of new technologies that link the physical, digital and biological worlds, impacting all disciplines, economies, and industries. Transformational analysis in combination with documents review, in-depth interviews with Delphi technique in VUCA (Volatile, Uncertain, Complex and Ambiguous) environment with 64 top government leaders, researchers, and scholars. including hi-tech enterprises conducted to see the major characteristics and skills that a leader needs in the digitalization ages in the digitalization age. The study results were that there are five models of leadership in 4IR best practices: traditional leadership, transformational leadership, agile leadership, block-chain leadership, and human values and ethics. The principal conclusion was that the more resilience Vietnam is ready, the more successful Vietnam will achieve beyond the 4IR.

“…As the rate of change continues, embracing flexibility, agility and adapting to new challenges is a must". Manufacturers are aware of Industry 4.0 trends due to the new technologies and the transformation of processes that require new competencies of employees and an integrated system (Chumnumporn et al, 2022).…”

Section: What Is the Fourth Industrial Revolution (4ir)?mentioning

confidence: 99%

Strategic Vision for the Implementation of the Industrial Revolution 4.0 in the Vietnamese Context

Anh¹,

Tran²,

Long³

et al. 2022

Vietnam has been in the process of modernization and industrialization for the last 40 years. Vietnam's socio-economic development strategies are in line with this vision. However, the country needs a sharper strategy to take advantage of the significant technological development and the IT boom, also known as the 4 th industrial revolution or the industrial revolution 4.0. This research aims at identifying key factors that Vietnam should focus on for a comprehensive national strategy to develop within the industrial revolution 4.0. The research results help policymakers, researchers and managers establish a strategic vision for the economic development in Vietnam. A survey is conducted among 145 respondents who are either working for the Government, academic institutions, or managing enterprises. Findings of the research involve levels of awareness about industrial revolution 4.0 and the readiness for industrial revolution 4.0 in Vietnam. Moreover, three factors are also identified to be the key elements of a strategy for social-economic development in Vietnam, including human resources, policies, and infrastructure.