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This chapter explores the vast array of fintech opportunities. The industry commanded approximately $250 billion in revenue in 2022, which is predicted to grow to $1.5 trillion by 2030. Fintech firms are involved in everything from digital currencies to payment systems, lending platforms, and embedded finance. Firms use artificial intelligence (AI) and machine learning (ML) to create personalized financial products. One of the most important benefits to society is that fintech makes finance more inclusive to the traditionally underserved. However, fintech has its challenges. Regulations evolve, making compliance a challenge. Also, the industry is vulnerable to cyberattacks and money laundering. Companies hold large amounts of sensitive data, making them obvious targets for bad actors. As with many industries, governance, compliance, and transparency are essential for fintechs as they transform the financial services landscape.

This paper aims to investigate the relationship between the audit committee’s (AC) cash compensation and related-party transactions (RPTs). This paper also explores whether the affiliation of directors on the AC has a differential effect on the association between AC members’ cash compensation and RPTs.

This paper uses data from Chinese-listed firms for the period from 2007 to 2017 and use the ordinary least square regressions, to test the association between AC cash compensation and RPTs. To alleviate the endogeneity concerns, this paper applies the generalized method of moment, the two-stage least square regression technique and the Granger causality test.

This paper documents a negative association between the AC members’ cash compensation and RPTs. The findings reveal that one standard deviation increase in the AC’s cash compensation leads to around 0.08% reduction in the amount of RPTs. Further analysis shows that the cash compensation of AC independent directors is negatively associated with RPTs, whereas that of nonindependent directors shows no significant impact. The results remain robust to endogeneity tests. The results might be of interest to both practitioners as well as regulatory bodies and investors.

To the best of the authors’ knowledge, this study is the first to try to examine the relationship between AC cash compensation and RPTs in the context of China. This study also is the first attempt to consider the affiliation of AC directors by decomposing the AC compensation into independent and nonindependent directors. Also, it adds to the literature on the determinants of RPTs.

This study aims to examine the interplay between person–environment fit (PE fit), empowerment and leader–member exchange (LMX) in the United Arab Emirates (UAE).

The final sample consisted of 733 respondents collected randomly from various business sectors in the UAE. Data was analysed and tested for moderation using Smart-PLS.

This study’s results show LMX to be a negative moderator. They reveal that LMX plays a crucial role in the relationship between PE Fit and job satisfaction, particularly when the fit is poor. Moreover, LMX was found to be a significant negative moderator between empowerment and satisfaction, highlighting its importance when empowerment is lacking.

It is important to note that the current study is cross-sectional, which means it cannot establish causation. Only a pure experimental design can provide such conclusive evidence. This limitation should be considered when interpreting the findings.

This research highlights a significant finding in turbulent times when PE fit and empowering practices are often lacking: LMX can play a compensatory role. This insight can be invaluable for human resources managers, offering a practical solution to maintaining employee satisfaction in challenging times.

The positive impact of enhanced job satisfaction and improved work relationships extends beyond the organization to stakeholders and society at large.

This research fills a gap in the existing literature by investigating the interaction between the PE fit variable and other variables, such as LMX. This novel approach offers a new perspective for HR managers, potentially enabling them to enhance their strategies for improving employee satisfaction.

This study aims to explore and empirically test variables influencing material delivery schedule inaccuracies?

A mixed-method case approach is applied. Explanatory variables are identified from the literature and explored in a qualitative analysis at an automotive original equipment manufacturer. Using logistic regression and random forest classification models, quantitative data (historical schedule transactions and internal data) enables the testing of the predictive difference of variables under various planning horizons and inaccuracy levels.

The effects on delivery schedule inaccuracies are contingent on a decoupling point, and a variable may have a combined amplifying (complexity generating) and stabilizing (complexity absorbing) moderating effect. Product complexity variables are significant regardless of the time horizon, and the item’s order life cycle is a significant variable with predictive differences that vary. Decoupling management is identified as a mechanism for generating complexity absorption capabilities contributing to delivery schedule accuracy.

The findings provide guidelines for exploring and finding patterns in specific variables to improve material delivery schedule inaccuracies and input into predictive forecasting models.

The findings contribute to explaining material delivery schedule variations, identifying potential root causes and moderators, empirically testing and validating effects and conceptualizing features that cause and moderate inaccuracies in relation to decoupling management and complexity theory literature?

Organizational citizenship behavior (OCB) was initially described as discretionary behavior not formally rewarded by the organization. However, empirical evidence has indicated that many non-task behaviors are compulsory and contribute to performance evaluation, leading to research on nondiscretionary OCB (e.g. compulsory citizenship, citizenship pressure). It is unclear whether these behaviors are best described as OCB, in-role behavior or a separate construct. The goal of the current study is to determine the conceptual and measurement overlap between OCB and nondiscretionary OCB.

In a quantitative survey design, we collected multiphasic data from 315 employees to provide evidence for the convergent/divergent validity of compulsory citizenship behavior within the OCB nomological network and separate from in-role behavior.

The results support a unique contribution of compulsory citizenship behavior to the operationalization of OCB by emphasizing the employees’ perceptions of whether they perform OCB autonomously.

This research shows a distinction that should be recognized in future research, as existing OCB theories may only apply to discretionary OCB, such that compelled citizenship is not OCB. This would explain why compulsory OCB incurs less benefits than other forms of externally-motivated (i.e. impression management) OCB.

Although existing literature emphasizes the significance of diversity and inclusion in management roles for employees, there is a notable absence of a standardized scale to assess employees’ perceptions of an inclusive climate, particularly in relation to practices that encourage acceptance of demographically diverse leaders. This study aims to bridge this gap by developing the perceived inclusion climate for leader diversity (PICLD) scale.

The scale development process was carried out in five phases which included: qualitative component (interviews); test for face validity; check for content validity; construct and criterion-related validity; and nomological network testing.

Following the first three phases of scale development, 12 measurement items were produced. Phase four results indicate that PICLD is distinct from both the intercultural group climate scale and diversity-oriented leadership scale, in which all three scales were found to be positively correlated with job satisfaction. Phase five results show that PICLD positively correlates with organizational justice. Organizational justice also mediates the relationship between PICLD and three employee outcomes (performance, engagement and turnover intention).

Organizations are encouraged to be open to suggestions made by managers from historically marginalized groups that motivate diverse leaders to voice their concerns to foster inclusionary climate perceptions among employees. Welcoming diverse managerial perspectives can dismantle systemic barriers, enabling marginalized leaders to thrive while fostering employees’ perceptions of an inclusionary workplace.

This study introduces the PICLD Scale to enhance comprehension of how policies supporting leader demographic diversity impact employee perceptions of inclusive climate. This research also contributes to the advancement of social exchange theory and literature on organizational justice, performance and engagement.

Although it is commonly agreed that prescriptive analytics can benefit organizations by enabling better decision-making, the deployment of prescriptive analytics tools can be challenging. Previous studies have primarily focused on methodological issues rather than the organizational deployment of analytics. However, successful deployment is key to achieving the intended benefits of prescriptive analytics tools. Therefore, this study aims to identify the enablers of successful deployment of prescriptive analytics.

The authors examine the enablers for the successful deployment of prescriptive analytics through five organizational case studies. To provide a comprehensive view of the deployment process, each case includes interviews with users, managers and top management.

The findings suggest the key enablers for successful analytics deployment are strong leadership and management support, sufficient resources, user participation in development and a common dialogue between users, managers and top management. However, contrary to the existing literature, the authors found little evidence of external pressures to develop and deploy analytics. Importantly, the success of deployment in each case was related to the similarity with which different actors within the organization viewed the deployment process. Furthermore, end users tended to highlight user participation, skills and training, whereas managers and top management placed greater emphasis on the importance of organizational changes.

The results will help practitioners ensure that key enablers are in place to increase the likelihood of the successful deployment of prescriptive analytics.