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Earned value management systems (EVMS), also called integrated project and program management systems, have been greatly examined in the literature, which has typically focused on their technical aspects rather than social. This study aims to hypothesize that improving both the technical maturity of EVMS and the social environment elements of EVMS applications together will significantly impact project performance outcomes. For the first time, empirical evidence supports a strong relationship between EVMS maturity and environment.

Data was collected from 35 projects through four workshops, attended by 31 industry practitioners with an average of 19 years of EVMS experience. These experts, representing 23 organizations, provided over 2,800 data points on sociotechnical integration and performance outcomes, covering projects totaling $21.8 billion. Statistical analyses were performed to derive findings on the impact of technical maturity and social environment on project success.

The results show statistically significant differences in cost growth, compliance, meeting project objectives and business drivers and customer satisfaction, between projects with high EVMS maturity and environment and projects with poor EVMS maturity and environment. Moreover, the technical and social dimensions were found to be significantly correlated.

Key contributions include a novel and tested performance-driven framework to support integrated project management using EVMS. The adoption of this detailed assessment framework by government and industry is driving a paradigm shift in project management of some of the largest and most complex projects in the U.S.; specifically transitioning from a project assessment based upon a binary approach for EVMS technical maturity (i.e. compliant/noncompliant to standards) to a wide-ranging scale (i.e. 0–1,000) across two dimensions.

The new disruption in the form of ChatGPT can be a valuable tool for organizations to enhance their knowledge management and decision-making capabilities. This article explores how ChatGPT can enhance organizations' KM capability for improved decision-making and identifies potential risks and opportunities.

Using existing literature and a small-scale case study, we develop a conceptual framework for implementing artificial intelligence on the internal organizational knowledge base of big data and its integration with a larger knowledge base of ChatGPT.

This viewpoint conceptualizes integrating knowledge management and ChatGPT for improved organizational decision-making. By facilitating efficient information retrieval, personalized learning, collaborative knowledge sharing, real-time decision support, and continuous improvement, ChatGPT can help organizations stay competitive and achieve business success.

This is one of the first studies on the integration of organizational knowledge management systems with ChatGPT. This research work proposes a conceptual model on integration of knowledge management with generative AI which can be further tested in actual work settings to check it's applicability and make further modifications.

The study provided insights to managers and executives who, in collaboration with IT professionals, can devise a mechanism for integrating existing knowledge management systems in organizations with ChatGPT.

This is one of the first studies exploring the linkage between ChatGPT and knowledge management for informed decision-making.

The purpose of this research is twofold; firstly, to propose and test a measuring instrument for the efficient and effective integration of management systems (MSs), identifying the particular aspects that may distinguish the substantive (internalized) from the superficial (ceremonial) integration; and secondly, to propose and test a scale for corporate sustainability performance (CSP).

A literature review has identified pertinent variables and yielded relevant measuring items. A field survey has been conducted. The survey instrument has been administered to Greek organizations certified to two or more MS standards. Collected data from 280 respondents has been processed using exploratory factor analysis.

Internalization has been identified as the main construct to interpret substantial MS integration in terms of resources and the extent of integration. The extracted internalization factors are human resources, strategic resources, information systems, integration tools, outsourcing, internal processes integration level and audits' integration level. CSP has been operationalized in terms of the company's relationships with its stakeholders. The extracted CSP factors are customer–supplier relationship, the employees, investors/shareholders, financial institutions, the environment, state and society.

This research findings can be used by management professionals, certification bodies and governmental authorities in order to foster the implementation of multiple MSs and highlight the critical issues for their successful integration and internalization, which is imperative for their prosperity and contribution toward CSP. Practitioners are also provided with an instrument to monitor CSP through the company's relationships with its stakeholders toward satisfaction of their needs.

To the best of the authors' knowledge, this is the first empirical study on the internalization of integrated MSs. In addition, the development of a CSP scale intends to bring together corporate sustainability management with CSP.

Quality 4.0 is essential to the Industry 4.0 framework, notably in the electronics sector. It evaluates product quality in real-time using automatic process controls, quality tools and procedures. The implementation of Quality 4.0 criteria in the electronics industry is the subject of this study’s investigation and analysis. In this study, nine Customer Requirements (CRs) and 18 Design Requirements (DRs) have been defined to adopt Quality 4.0, aiming to increase yield while reducing defects. This study has developed a Quality 4.0 framework for effective implementation, incorporating the People, Process and Technology categories.

Many CRs and DRs of Quality 4.0 exhibit interdependencies. The Analytic Network Process (ANP) considers interdependencies among the criteria at various levels. Quality Function Deployment (QFD) can capture the customer’s voice, which is particularly important in Quality 4.0. Therefore, in this research, we use an integrated ANP-QFD methodology for prioritizing DRs based on the customers' needs and preferences, ultimately leading to better product and service development.

According to the research findings, the most critical consumer criteria for Quality 4.0 in the electronics sector are automatic systems, connectivity, compliance and leadership. The Intelligent Internet of Things (IIOTs) has emerged as the most significant design requirement that enables effective control in production. It is observed that robotics process automation and a workforce aligned with Quality 4.0 also play crucial roles.

Existing literature does not include studies on identifying CRs and DRs for implementing Quality 4.0 in the electronics industry. To address this gap, we propose a framework to integrate real-time quality measures into the Industry 4.0 context, thereby facilitating the implementation of Quality 4.0 in the electronics industry. This study can provide valuable insights for industry practitioners to implement Quality 4.0 effectively in their organizations.

Drawing insights from institutional theory, this paper aims to examine whether and to what extent banks have reconfigured their management control systems (MCSs) in response to growing institutional pressures towards sustainability, understood as environmental, social and governance (ESG) issues.

The authors conducted an exploratory study at the three largest Italian banking groups to shed light on changes made in MCSs to account for ESG issues. The analysis is based on 12 semi-structured interviews with managers from the sustainability and controls areas, as well as from other relevant operational areas particularly concerned with the integration process of ESG issues. Additionally, secondary data sources were used. The Malmi and Brown (2008) MCS framework, consisting of a package of five types of formal and informal control mechanisms, was used to structure and analyse the empirical data.

The examined banks widely implemented numerous changes to their MCSs as a response to the heightened sustainability pressures from regulatory bodies and stakeholders. In particular, with the exception of action planning, the results show an extensive integration of ESG issues into the five control mechanisms of Malmi and Brown’s framework, namely, long-term planning, cybernetic, reward/compensation, administrative and cultural controls.

By identifying the approaches banks followed in reconfiguring traditional MCSs, this research sheds light on how adequate MCSs can promote banks’ “sustainable behaviours”. The results can, thus, contribute to defining best practices on how MCSs can be redesigned to support the integration of ESG issues into the banks’ way of doing business.

Overall, the findings support the theoretical assertion that institutional pressures influence the design of banks’ MCSs, and that both formal and informal controls are necessary to ensure a real engagement towards sustainability. More specifically, this study reveals that MCSs, by encompassing both formal and informal controls, are central to enabling banks to appropriately understand, plan and control the transition towards business models fully oriented to the integration of ESG issues. Thereby, this allows banks to effectively respond to the increased stakeholder demands around ESG concerns.

Quality management practitioners have yet to cease the potential of digitalisation. Furthermore, there is a lack of tools such as frameworks guiding practitioners in the digital transformation of their organisations. The purpose of this study is to provide a framework to guide quality practitioners with the implementation of digitalisation in their existing practices.

A review of literature assessed how quality management and digitalisation have been integrated. Findings from the literature review highlighted the success of the integration of Lean manufacturing with digitalisation. A comprehensive list of Lean Six Sigma tools were then reviewed in terms of their effectiveness and relevance for the hybrid digitisation approach to process improvement (HyDAPI) framework.

The implementation of the proposed HyDAPI framework in an industrial case study led to increased efficiency, reduction of waste, standardised work, mistake proofing and the ability to root cause non-conformance products.

The activities and tools in the HyDAPI framework are not inclusive of all techniques from Lean Six Sigma.

The HyDAPI framework is a flexible guide for quality practitioners to digitalise key information from manufacturing processes. The framework allows organisations to select the appropriate tools as needed. This is required because of the varying and complex nature of organisation processes and the challenge of adapting to the continually evolving Industry 4.0.

This research proposes the HyDAPI framework as a flexible and adaptable approach for quality management practitioners to implement digitalisation. This was developed because of the gap in research regarding the lack of procedures guiding organisations in their digital transition to Industry 4.0.

Enterprise resource planning (ERP) systems that are equipped with numerous features and functionalities help to improve the profitability of construction corporations around the world through enhancing the efficiency of the functions related to cost management. Thus, the purpose of this study was to investigate the applicability of ERP systems for cost management of building construction projects in Sri Lanka.

A qualitative technique was used in this study, which comprised two-round Delphi-based semistructured interviews. Purposive sampling was used to determine the interviewees. Content analysis was used to evaluate the collected data.

The findings of this study identified the ERP system as a strategic tool for gaining a competitive advantage for an organization while confirming 14 uses of ERP systems and 16 stages of the cost management process. Eighteen issues were finalized at the end of the interview rounds while categorizing the suitable ERP applications at each stage of the cost management process.

Even though there are numerous distinct studies conducted on cost management and ERP systems, there has been a lack of studies conducted on the synergy between these two areas that can be adapted for the building projects in the Sri Lankan context. Therefore, the findings of this study can bring a new paradigm to the Sri Lankan construction sector by influencing the adaption of correct ERP systems at numerous project stages by providing a competitive edge.

This study examines the direct and indirect effects of organizational environmental orientation (EO)/culture, quality management practices (QMP) and sustainability experience (SE) on the relationship between organizational green practices (GP) and the triple bottom line (TBL) of sustainability performance (SuP).

To test the seven hypotheses, a structured questionnaire was used to collect data. The responses of 365 managers from various USA businesses in the service industries were analyzed using IBM SPSS and structural equation modeling (SEM)-AMOS.

The empirical results indicate that positive SuP in the economic, environmental and social dimensions and organizational GP can be improved by a strong culture of EO, effective QMP and substantial SE.

This research fills the gap in existing research between important organizational and environmental priorities and SuP. Consequently, the study provides managers with important strategic guidance: for environmental practices to achieve profitability and sustainability success, companies must promote an environmental-mindful culture and strategically invest in integrated QM systems.

This research is one of the first that explores how organizational environmental culture and QMP affect directly and indirectly the relationship between GP and SuP. These results provide empirical evidence to support the claim that environmental culture and QMP have significant direct and indirect effects on the relationship between GP and SuP dimensions.

This study aims to fill a knowledge gap about the best ways to execute waste management regulations that support sustainability and environmental responsibility. However, the study seeks to investigate and assess how well waste management systems support sustainability and environmentally friendly behaviors.

Since the quantitative technique was used to discover and generate hypotheses about relationships between variables, it was chosen for the entirety of the study. The data collection from ready-made garments (RMG) in Bangladesh was carried out using a survey strategy that involved the distribution of questionnaires using a cluster sampling approach. The partial least squares structural equation model (PLS-SEM) was used for quantitative analysis with SmartPLS.

However, the results show the importance of waste management, green practice methods and sustainability for the company's goal of maintainable performance. On the other hand, PLS-SEM demonstrated that based on the provided t-statistics and p-values, all of the routes in the structural model are statistically significant at the level of p < 0.05. These routes also appeared to have far broader and more powerful effects. Principles of the circular economy are highlighted, as are the importance of holistic methods, awareness and education, stakeholder participation and fusing these concepts. Furthermore, it seems to affect significantly both short-term and long-term success due to its distinctiveness in sustained performance.

Much time will be required to assess waste management methods and their long-term effects. A healthcare manager may adapt research findings to practice, ensuring the study enhances management and patient care.

This research addresses a significant literature gap by providing managers and policymakers with concrete ideas on integrating sustainability into operational and strategic frameworks. In today's competitive environment, integrating stakeholder engagement and green practices into core company operations is an innovative way to achieve sustainable excellence.

Today’s businesses are looking for a circular bioeconomy (CBE) to develop a sustainable manufacturing process as industrial operations result in significant amounts of waste materials and the depletion of natural sources. The industry commonly applies techniques such as lean manufacturing (LM), digital innovations (DI) and green practices (GP) for operational and quality improvement. However, publications explaining how these technologies enable the CBE transition are scarce. This study examines CBE components, common practices of each technology facilitating the CBE transition, problems of solitary technology deployment as well as coupling technologies for the CBE transition.

A scoping review was conducted to analyse previous studies in this new field. The data collection is in a quantitative manner, but the data synthesis process follows a similar method of synthesising data in the grounded theory method, which includes familiarisation with the data, open-coding and finalisation of the themes.

Critical components of CBE were identified as biobased goods, industry symbiosis, material resource efficiency, renewable energy, product lifecycle and sharing economy. GP is the most prominent in moderating the CBE transition. We identify each technology has coupled relationships (Lean-4.0, Green-Lean and Green-4.0) technologies facilitated by the circularity concept, which form the core pillars of enablers and advance the CBE paradigm.

This study demonstrates that combining lean principles with green technology and digital technologies can effectively decrease waste and resource usage in biobased manufacturing processes, therefore endorsing the concept of resource efficiency in circular bioeconomy models.

The results allow entrepreneurs to strategically incorporate different existing technologies to meet CBE fundamental objectives by initiating it with dual technologies and facilitate industry professionals and regulators to support the improvement of environmental sustainability performance in the manufacturing industry. The management will be able to focus on the common practices across the technologies, which have a dual benefit for both operational and environmental performance.

The paper makes the first attempt to present the synergic impact of the three quality management technologies on a new concept of sustainability, CBE.