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The adoption of an entrepreneurial posture supports higher education institutions (HEIs) in their quest for growth. The present study examines the role faculty members play in adopting an entrepreneurial orientation (EO) in HEIs within the Kuwaiti academic context and aims to assess whether this orientation contributes to fostering corporate entrepreneurship in their institutions.

Primary data were collected to study the relationship between faculty EO and the EO of their respective HEI. Empirical research was conducted based on a questionnaire completed by 341 engineering and business faculty members employed at Kuwaiti universities and colleges. The research model was tested and validated using structural equation modelling (SEM).

The results show a positive relationship between the faculty EO and corporate entrepreneurship in HEIs, which was negatively moderated by human resource management (HRM) practices. These findings emphasise the need for HEIs in Kuwait to evolve their HRM practices towards enhancing innovation, proactiveness and risk-taking amongst faculty.

This study highlights the strategic renewal perspective in HEI-EO and how faculty initiatives can support it.

The authors contribute to the literature on leadership by investigating how characteristics of principal investigators (PIs) affect innovation performance, and how collaborative and non-collaborative projects moderate this relationship within the context of inter-organisational research projects.

The authors analysed panel data from the National Science and Technology Information Service on 171 research projects within a biomedical and regenerative medicines programme overseen by the Korea Health Industry Development Institute. The authors used a hierarchical regression model, based on the ordinary least squares method, to examine the relationship between PI characteristics and performance, considering both quantity and quality.

The results show that the characteristics of PIs have diverse effects on the quantity and quality of innovation performance. Gender diversity within PIs negatively affects the quality of innovation performance, while the capacity of PIs positively influences it. Moreover, the degree of PI’s engagement is positively associated with the quantity of innovation performance but does not have a significant relationship with the quality of performance. In terms of moderating effects, collaborative projects with multiple leaders seem less reliant on PI capacity than non-collaborative projects led by a single leader, in terms of innovation performance.

The results contribute significantly to the literature on innovation management by examining the role of leadership in collaborative environments to enhance innovation performance, addressing the need for empirical evidence in this area. Analyses of PI characteristics in government R&D management can lead to improved team performance, more efficient processes and effective resource allocation, ultimately fostering innovation.

The purpose of this paper is to investigate the trend of transatlantic strategic convergence and policy coordination in response to Chinese trade practices and technological competition, specifically in the critical minerals sector.

The research draws on primary and secondary source material to identify evidence of and examine the drivers, manifestations and prospects for effective US-European efforts to advance the shared aim of reducing vulnerabilities in critical minerals supply chains.

The interests of the USA and Europe would be best served by prioritizing their own security, diversification and resilience strategies while seeking areas of common ground and constructive engagement with China.

The research offers a fresh perspective on the growing alignment and persistent gaps in US and European perspectives on China’s rising influence and assertive behavior.

The research highlights the vital role of critical minerals in national security, economic competitiveness, technological advancement and sustainable resource management. It underscores the shared recognition on both sides of the Atlantic that securing a stable supply of critical minerals – essential for maintaining strategic capabilities, driving innovation and ensuring long-term economic prosperity – necessitates tighter transatlantic coordination as well as constructive engagement with China.

The purpose of this study is to cover the change that happened in the American foreign policy toward Iran by changing the American leadership from Obama to Trump. In addition to its coverage for the Iranian foreign policy toward the Arab region during the presidency period of Obama in the USA and also during the presidency period of Trump, to discover whether a change has happened in the Iranian foreign policy toward the Arab region is a result of the change in the American foreign policy or not. This can be discovered by concentrating on Yemen, Syria and Iraq, taking into consideration the Iranian and American national interests in the Arab region, as well as the regional role of Iran and its intervention in the Arab region.

This study was based on the analytical method of the foreign policy that is based on analyzing facts and events, as well as analyzing the roles and interests within the framework of the states’ foreign policy. This method was used in the study for the purpose of analyzing the impact of the change in the American leadership from Obama to Trump on the US foreign policy toward Iran in the light of the American interest; in addition to the Iranian foreign policy toward the Arab region (Yemen, Syria and Iraq) in the presidency period of both Obama and Trump in light of the regional role of Iran and its passion to achieve its national interest.

The study concluded that the change in the American foreign policy toward Iran is a result of the change of the American leadership from Obama to Trump by the American interest requirements in accordance to the respective of both of them. The change in the American policy led to a change in the trends of the Iranian foreign policy toward the Arab region in the term of the regional Iranian role. Under the American and Iranian convergence in the period of Obama, the Iranian role in the Arab region was limited to what could achieve its national interest and what did not threaten the American interest, especially after Iran had guaranteed that the USA is by its side. In the framework of the American and Iranian confrontation under Trump’s current presidency, the Iranian role has expanded in the Arab region, where Iran has intensified its intervention in Yemen, Syria and Iraq politically and militarily. Iran became more threatening to the American interest, as it became a means of pressure to the USA under Trump’s ruling in the purpose of changing its position toward it.

The importance of the study stems from the fact that it is seeking to analyze the change of the American foreign policy toward Iran within the period of two different presidential years of Obama and Trump, whereas, their trends were different in dealing with Iran between rapprochement and hostility toward it, on the basis of the American interest. In addition to testing whether this change in the American foreign policy toward Iran has been accompanied by a change in the Iranian foreign policy toward the Arab region.

The COVID-19 pandemic has contributed to making workers more uncompromising with respect to issues such as quality of workplace relations and work-life balance. Hence, motivation and leadership style assume a key relevance for keeping the workforce engaged. We hypothesize that individuals may exhibit different preferences for motivational drivers and for leadership style, and that these two sets of preferences might be correlated with each other and with employees’ personality traits.

Here, we empirically investigate the relationship between leadership style and motivation, by also hypothesizing the possible contribution of personality traits. An online survey was developed and distributed to 150 employees or interns/trainees to collect measures related to their preference for leadership, their motivational drivers, as well as their personality traits. The data were analyzed by means of mediation and moderation analyses to disentangle the three-level relationship existing between these constructs.

Our results suggest that indeed there exists a relationship between preferences for leadership style and motivational drivers. Furthermore, one of these relationships appears to be critically mediated by specific personality traits.

This work is the first, to our knowledge, empirically testing the existence of a three-level relationship between leadership preferences, motivation and personality traits of employees and to contribute to disentangle their reciprocal influences.

Although employee overqualification is a common occurrence in the workplace, most research has focused on overqualification at the individual level rather than at the team level. Drawing on social cognitive theory, this study aimed to uncover how leaders' perception of team overqualification influenced their cognition and follow-up behavior.

We performed two studies to test our model. In Study 1, we conducted an experiment to examine the causal relationship between leaders' perception of team overqualification and leadership self-efficacy. In Study 2, a two-wave field study was conducted to test the overall model based on a sample obtained from a steel company in China.

We found that leaders' perception of team overqualification reduced leadership self-efficacy, which in turn hindered leaders' empowering behavior. In addition, leaders' social face consciousness strengthened the negative relationship between leaders' perception of team overqualification and leadership self-efficacy, such that the relationship was more negative when leaders' social face consciousness was high rather than low.

Our study contributes to the literature on employee overqualification and its effects on leaders through investigation at the team level to show how leaders respond to overqualified teams.

We explore the skills required for digital leadership for reshaping existing business models toward digital models. Digital leadership is pivotal in gaining a competitive advantage and achieving successful digital transformation. However, little is known with regard to the underlying mechanisms related to digital leadership and transformation.

Data are collected through semi-structured interviews involving 20 participants from five Pakistani textile companies. Thematic analysis was employed as a data analysis tool.

Findings show that certain skills such as technological know-how, innovativeness, adaptability, ability to lead and steer, honesty, integrity, transformative vision, communication and collaboration are conducive to successful digital transformation in textile manufacturing firms. Similarly, digital leaders can significantly enhance business model innovation, create value for the firm, help develop new products (value proposition) and create Ecosystem partnerships (value network).

This article bridges gaps between existing literature on digital transformation and leadership. Digital leadership skills for digital transformation and the role of digital leaders in business model innovation have not been explored before. The conceptual framework is put forth, propositions are proposed and the findings offer some future research directions.

The purpose of this study is to analyze the technological change under development linked to the convergence of the Internet of Things (IoT) and digital transformation (DT) from the perspective of a scientific mapping in a context marked by the occurrence of an unexpected event that accelerated this process such as the SARS-CoV-2 pandemic and its variants.

The study was developed under the longitudinal scientific mapping approach and considered the period 1990–2021 using as a basis the descriptors DT and IoT. The steps followed were identification and selection of keywords; design and application of an algorithm to identify these selected keywords in titles, abstracts and keywords using terms in Web of Science (WoS) to contrast them; and performing a data processing based on the journals in the Journal Citation Report during 2022. The longitudinal study uses scientific mapping to analyze the evolution of the scientific literature that seeks to understand the acceleration in the integration of technology and its impact on the human factor, processes and organizational culture.

This study showed that the technologies converging around IoT form the basis of the main DT processes being experienced on a global scale; furthermore, it was shown that the pandemic accelerated the convergence and application of new technologies to support the major changes required for a world with new needs. Finally, China and the USA differ significantly in the production of scientific knowledge with respect to the first eight followers.

The knowledge gap addressed by this study is to identify the production of scientific knowledge related to IoT and its impact on DT processes at the scale of individuals, organizations and the new way of delivering value to society. This knowledge about researchers, institutions, countries and the derivation is multiple indicators allows improving decision-making at multiple scales on these issues.

Research has shown that business model innovation can facilitate most ventures to innovate and remain competitive, yet there has been limited work on how digital leadership capabilities influence business model innovation. Building on the dynamic capabilities view, we address this gap by linking digital leadership capabilities with business model innovation via managerial decision-making through provision of grants received by new ventures.

The study is cross-sectional research. Data have been collected utilizing purposive sampling from 313 founding members of new ventures in high-velocity markets, i.e. from Pakistan. SPSS has been used to conduct the moderated mediation analysis.

Digital leadership capabilities foster the business model innovation of the new ventures because they enable new ventures to capitalize on digital technologies and create new ways of generating value for the customers and themselves. Moreover, managerial decision-making mediates digital leadership capabilities and business model innovation relationship, whereas, grants moderate the indirect positive effect of digital leadership capabilities on business model innovation via managerial decision-making. The study generates initial evidence on the impact of digital leadership capabilities on business model innovation via managerial decision-making for new ventures. We advance knowledge on new ventures’ business model innovation by deep-diving into dynamic capabilities view and emphasizing digital leadership capabilities as a significant driver for business model innovation.

With the help of dynamic capabilities theory, this study analyzes how new ventures make use of digital leadership capabilities to promote business model innovation.

The traditional Chinese culture has always emphasized the authority of leaders and their “top-down” influence over subordinates tangled with “bottom-up” management. Paternalistic leadership can both nurture and restrict growth in mega-construction projects, due to the unique consequences (i.e. positive vs negative implications) for project teams. Hence, the present study aimed to explore the impact of paternalistic leadership (PL), team members’ voice (TMV) and team resilience (TR) on the mega-construction project success (MPS) in China's Belt and Road Initiative (BRI).

A surveyed-based sample of project professionals (N = 563) directly linked with the BRI was employed for statistical estimations with partial least squares (PLS) structural equation modeling (SEM).

Paternalistic leadership styles, including authoritarian leadership (AL), moral leadership (ML) and benevolent leadership (BL), significantly influence the mega-construction project success in BRI. The findings empirically validated that both BL and ML increase the likelihood of mega-construction project success. However, AL could impose a threat through its underlying negative influence. In addition, leaders with benevolence and morality have a positive influence on TMV and TR, while leaders with authoritarianism signal a negative impact. Furthermore, both TMV and TR significantly and positively mediate the relationships between AL-MPS (Model-1), BL-MPS (Model-2) and ML-MPS (Model-3), respectively.

The present study is a groundbreaking endeavor that fills a crucial research gap by investigating mega-construction project success in the BRI through paternalistic leadership, project team members' voice and team resilience in a multi-mediation model. These novel findings offer valuable strategic insights for managing mega-construction projects in countries with paternalistic solid cultural foundations, enabling project managers to navigate cultural nuances and optimize megaproject outcomes.