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This study explored how the Singaporean government responded to the Covid-19 pandemic crisis from early January 2020 to the end of May of the same year. It evaluated the capability of Singapore's leadership management in a crisis during the peak and ravaging period of the Covid-19 pandemic.

The study utilised a systematic design analysis approach, analysing Singaporean cases on the Covid-19 crisis using a systematic and narrative approach to underscore the country's response to the pandemic attack from January 2020 to May 2020.

Against the backdrop of Singapore's peculiar political system of government dominated by the ruling People's Action Party (PAP) and culture of bureaucracy, the government has increasingly executed several control measures, including strict travel bans, contact tracing, the circuit breaker–lockdown, mask-wearing, social distancing orders as well as financial support to businesses and employees from top to the bottom in the country. However, the treatment and health issues of the migrant workers in the dormitories continue to be the major concern among academics and scholars. At the same time, policy inadequacies truncate the excellent measure of Singapore's response to Covid-19. The case point review concluded that the mortality rate in Singapore remains low compared to other nations of the world. Singapore's case points unveil fundamental learning that an excellent leadership-driven harmonised strategic model is essential for crisis management in any society. The finding of the analysis demonstrated that Singapore adopted a contingency and value-based leadership model to advance good governance and tackle the spread of the deadly coronavirus in its country.

The study has demonstrated a profound analysis that has not been conducted hitherto. Investigation of the Singapore case point is not a popular analysis among Nigerian scholars. Therefore, from Nigeria's perspective, the study has showcased the good and the wrong sides of a coin in Singapore's leadership and power dynamic in crisis management.

The potential for the adoption of a knowledge management system (KMS) is becoming a crucial matter in small and medium enterprises (SMEs); however, there is a scarcity of studies related to KMS adoption in SMEs. Therefore, the purpose of this paper is to advance further our understanding of the factors that influence the KMS adoption process among SMEs.

The collected sample size was 247 respondents. For statistical analysis, Smart partial least square (PLS) (a structural model-based tool) was used to build, run and validate the process model. PLS regression techniques were used to analyze the latent constructs. Smart PLS exhibits both the measurement model and the structural model.

The results indicate that knowledge management capabilities, knowledge sharing, organizational learning capabilities and IT capabilities are the significant factors which influence KMS adoption. This study also identifies some unexpected results.

The number of responses obtained from the survey was rather small. However, a larger number of responses would probably have resulted in a more accurate finding. Additionally, this study should be verified via a larger sample to increase its generalization.

The result of this study will provide SMEs with valuable guidelines to better understand what factors should be considered as highly important and thus providing decision makers and managers with valuable insights to increase the adoption level of KMSs.

The study addresses the research gap by developing and empirically validating a research model of KMS adoption from a different perspective that incorporates critical issues which have never been simultaneously examined.

This study aims to empirically examine the factors that affect the consumer intention to use (IU) mobile commerce (m‐commerce) in Malaysia. The five factors examined in this study are perceived usefulness (PU), perceived ease‐of‐use (PEOU), social influence (SI), perceived cost and trust.

The study sample consists of 222 respondents with a response rate of 84.09 per cent. Data were analyzed by employing correlation and multiple regression analysis.

The findings revealed that PU, SI, perceived financial cost and trust are positively associated with consumer IU m‐commerce in Malaysia. In addition, PEOU and trust were found to have an insignificant effect on consumer IU m‐commerce in Malaysia.

The generalizability of the findings is limited as the study focuses only on Malaysia.

Based on the findings, companies involved in m‐commerce should focus on improving the usefulness of the system, trust (i.e. security and privacy protection) and reducing the cost of m‐commerce services to improve the adoption of m‐commerce.

The findings made a contribution in terms of allowing us to understand the factors that can contribute to the adoption of mobile commerce. This study successfully extend the TAM model in the context of mobile commerce by incorporating one trust‐based construct (trust), one behavioural control construct (perceived financial cost) and one subjective norm construct (SI). This extended TAM model provides a greater understanding of user acceptance of mobile commerce in Malaysia.

The purpose of this paper is to develop an integrated model of total quality management (TQM) and human resource management (HRM) to elucidate the influence of TQM and HRM practices on knowledge management (KM) activities.

The theory of KM serves as a starting‐point to develop the integrated conceptual model linking TQM and HRM aspects. Based on an extensive review of the current literature, three practices of TQM and three practices of HRM are integrated in an organized manner to examine the influence of TQM and HRM practices on KM activities.

These findings provide a basis for developing a model to advance the HRM, TQM and KM research literature.

The practical implication of this study could be useful for business managers, who want to enhance organizational KM activities through implementing HRM and TQM practices that support their organization's KM efforts.

This paper makes a significant contribution by developing an integrated HRM and TQM model as a methodological example which can be useful for tracking the degree of HRM and TQM effects on KM activities. Organizations could use this framework to do a pre‐test baseline measurement, and then periodically re‐assess the effects of any HRM and TQM change.