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The article examines whether cross-border trade in digitally delivered services (DDSs) has an influence on European female entrepreneurship. Two research questions were asked to assess the potential impact of trade in DDSs both on the import and export sides.

To answer the research questions, the panel data for 26 European countries for the years 2008–2019 were implemented to estimate panel regression models. Based on the results of variance inflation factors (VIFs) and Breusch–Pagan and Hausman tests, the estimations of panel models were conducted for female entrepreneurship as a dependent variable and measures of import and export of digitally delivered services as independent variables.

The imports of digitally delivered services positively affect female entrepreneurship in European countries, whilst the impact of the export of digitally delivered services is statistically insignificant. The possibility of being a customer of digitally delivered services through its import may become a gender equaliser in entrepreneurship. However, as differences in digital competencies and growth intentions prevent women from acting as the providers of digitally delivered services, the export of DDSs can sustain the existing gender gap in entrepreneurship.

The research findings provide the added value in the field of female entrepreneurship, referring to institutional theory and human capital theory. The import of DDSs seems to support female entrepreneurs through the reduction of cultural distance, whilst the human capital theory gains the perspective of limited digital competencies needed to export DDSs as a pathway to the internationalisation of women's ventures. The practical implications for trade policy, digitalisation and gender equality should aim not only at supporting women's export propensity, but should also focus on the development of their digital competencies.

Instead of commonly used perspective of international entrepreneurship, the authors implemented the lens of cross-border trade to check whether there is a linkage between internationalisation, measured by imports and exports of DDSs and female entrepreneurship. Trade economists neglect the gender dimension in their studies of pro-growth internationalisation. In contrast, research on female entrepreneurship does not consider the potential of cross-border trade in DDSs as a gender equaliser.

The purpose of this paper is to (a) examine the current state of the digital economy in Southeast Asia (SEA), the challenges and opportunities derived from digital transformation and the digital economy, and the impact of the digital economy on SEA, especially human and physical capital development, and (b) propose policy recommendations for SEA countries to better manage digital transformation.

This is a conceptual paper. The theoretical framework has been built from the three-sector governance approach to identify the issues of the digital economy and propose solutions to address the issues. Specifically, it examines the role and activities of the public sector, the private sector and the third sector to address the challenges posed by the digital economy, especially human and physical capital development.

This paper revealed challenges and opportunities derived from the experience of Southeast Asian countries and proposed several policies recommendations, including a common data policy and payment platform for the Asian region, a good training and development policy to equip the workforce with digital skills, and digital mindset as well as build cybersecurity capability and capacity at the regional level.

This paper is significant as it examines the development of the digital economy from an interdisciplinary perspective – including economics, digitalisation, governance, management, public policy, technology and human resource development. It also provides better insights into how SEA's digital economic development can be further improved to contribute to a sustainable regional economy.

The purpose of this paper is to investigate the mediating role of customer satisfaction (CS) in the electronic-customer relationship management (e-CRM) and customer’s loyalty (CL) relationship, using data from the customers of one of the largest retail banks in Kenya.

Using survey mode, the study was administered to 90 samples (of which 78 were returned and usable), with data analysed using exploratory factor analysis to determine scale validity, and path analysis and multiple regression modelling to test hypotheses.

This study revealed that the interaction between e-CRM transaction features and CS was statistically significant and predicted CL, however, the interaction did not significantly account for more variance than just e-CRM features and CS. The path analysis revealed a lack of potential significant mediation effects of CS on the relationship between e-CRM and CL.

Although this research may have sampling limitations and also that the model fit is confined in a single bank/service industry, the estimated model was reasonable enough and has the potential of being repeated in future studies.

The principle contribution of the present research is it supplies unique learning to bank managers and scholars alike through conceptualising and subsequently empirically verifying the path e-CRM and e-loyalty via CS, and that CS does not mediate the relationship between the aforementioned constructs. By investigating the e-CRM practices of an existing case study, it provides insights of the issue and compare to literature, therefore supplying a thorough and detailed analysis to understand the phenomenon under investigation valuable for banking sector.

In the African context, the threat of the disruption of traditional business value-creation processes, currently facilitated by the growing information technology (IT) ecosystem, came with the coronavirus disease 2019 (COVID-19) pandemic. Thus, this paper aims to investigate the impacts of the COVID-19 pandemic on interfirm relationships within the context of the digital ecosystem in Africa.

This study employs an explanatory–exploratory qualitative approach from an interpretivist stance to investigate the impacts of the COVID-19 pandemic on interfirm relationships. The authors conducted seven in-depth interviews with top management executives in a Nigerian technology company, together with the company's archival data that provided the pre, during and post pandemic (2018–2021) business-to-business (B2B) relationship structures, to determine how these relationships have been affected.

The results suggest that the pandemic had a minimal effect on partnership relationships in the B2B ecosystems of the case company but affected only non-partnership relationships.

The authors' qualitative study is interpretive and the sample size is limited. Hence, there is a need for caution in generalizing the findings. The framework can be further validated across a wider population.

Partnerships can help organizations weather business crises. Consequently, organizations should maintain a healthy number of partnership relations to deal with periods in which challenges emerge in the business landscape. In other words, with tight contracts and a strategic focus on goals and objectives, partnership relations can help organizations weather business crises.

This study builds upon the burgeoning body of literature on digital ecosystems within the African context, which is a relevant contextual contribution.

Examines two aspects of facilities management work: the degree of customization involved in professional services; and the skills needed in face‐to‐face interaction with a client. Suggests that these require highly‐skilled individuals to provide an effective service. Concludes that developing a partnership relation should be based on trust.

The Turing Institute has established a Library of the core publications in the field known as Artificial Intelligence (AI). In this article I will briefly describe the kinds of literature that the library is collecting, how it is indexed and controlled, and the services which are offered to library users.

The present business environment of accelerated complexity, ambiguity, uncertainty and volatility seems not to be settling down soon. Today’s business world is consistently bombarded with turmoil and unprecedented change. This makes it very difficult for organisations to accurately predict possible future opportunities and threats. To overcome this scenario, organisations need to fully embrace and implement agility in their operations. However, for organisations to develop a considerable level of agility that corresponds to the current hypercompetitive and volatile environment, premium needs to be placed on agile leadership. Agile leaders are capable of setting the guiding principles, develop strategies and build mechanisms that will lead to smooth transition to organisational agility (OA). These leaders give directions on how to make organisations agile and ensure that there is a leadership culture that models and promotes a holistic agility in the organisation. The primary purpose of this chapter is to establish the position of agile leadership in determining OA. The study departs from previous studies by using empirical reviews to depict the significance of agile leadership and its key roles on OA. Specifically, the concept, evolution and characteristics of OA are explored, as well as its benefits and multidimensional nature are discussed. Furthermore, the chapter sheds light on agile leadership, levels of leadership agility and competencies of successful agile leaders. The chapter concludes that the leadership style suitable for OA is agile leadership. This calls for business investments in agile capacity building and development of frameworks suitable for agile leadership.