Vol. 3 No. 1 (2025)

Articles

• Human Resource Management in the Age of Automation

  Jamie Evans, Kim Allen, Avery Moore

  45-64

  • Human Resource Management in the Age of Automation

• Empirical Analysis of Knowledge Spillovers and Competitive Dynamics in Fintech Ecosystems: A Case Study from Singapore

  Jamie Harris, Jacob Wright, Rowan Carter, Riley Wright

  180-199

  • Empirical Analysis of Knowledge Spillovers and Competitive Dynamics in Fintech Ecosystems: A Case Study from Singapore

• Crisis Management and Organizational Resilience

  Taylor Carter, Ashley Hill, Robin Nelson

  3-24

  • Crisis Management and Organizational Resilience

• Reassessing Synergies in Behavioral Economics and Organizational Theory: A Paradigm Shift in Management Science

  Morgan Collins, Dana Davis, Kai Wilson, Kim Martin

  310-324

  • Reassessing Synergies in Behavioral Economics and Organizational Theory: A Paradigm Shift in Management Science

• The Influence of Cultural Intelligence on Global Leadership

  Ashley Jones, Cameron Martin, Drew Allen

  140-159

  • The Influence of Cultural Intelligence on Global Leadership

• A Comparative Analysis of Agile and Traditional Project Management Methodologies in Contemporary Organizational Structures

  Chris King, Quinn Hill, Joshua Young

  275-289

  • A Comparative Analysis of Agile and Traditional Project Management Methodologies in Contemporary Organizational Structures

• Strategic Human Resource Management and Employee Engagement

  Kai Clark, Taylor Collins, Nico Mitchell

  105-124

  • Strategic Human Resource Management and Employee Engagement

• Stochastic Bilevel Decomposition for Multi-Echelon Supply Chain Network Reconfiguration Under Demand Volatility: A Lagrangian Relaxation–Benders Hybrid Framework

  Dana Jones, Chris Taylor, Drew Jones, Avery Brown

  235-254

  • Stochastic Bilevel Decomposition for Multi-Echelon Supply Chain Network Reconfiguration Under Demand Volatility: A Lagrangian Relaxation–Benders Hybrid Framework

• Leadership Styles and Organizational Performance

  Skyler Brown, Jesse Campbell, Drew Garcia

  65-84

  • Leadership Styles and Organizational Performance

• Strategic Leveraging of Cognitive Diversity in Multinational Project Teams: A Microfoundational Perspective

  Jordan Garcia, Mia Parker, Sam Lee, Casey Lewis

  200-214

  • Strategic Leveraging of Cognitive Diversity in Multinational Project Teams: A Microfoundational Perspective

• Digital Transformation and Its Impact on Business Strategy

  Jesse Williams, Alex Lopez, Taylor Harris

  25-44

  • Digital Transformation and Its Impact on Business Strategy

• A Comparative Analysis of Heuristic Optimization Algorithms in Lean Manufacturing Systems

  Kim Martin, Quinn Brown, Casey Carter

  160-179

  • A Comparative Analysis of Heuristic Optimization Algorithms in Lean Manufacturing Systems

• A Comparative Analysis of Behavioral Operations Management and Traditional Supply Chain Strategies

  Quinn Phillips, Dana Taylor, Cameron Roberts

  290-309

  • A Comparative Analysis of Behavioral Operations Management and Traditional Supply Chain Strategies

• Sustainable Business Practices and Competitive Advantage

  Sam Garcia, Jesse Lopez, Quinn Mitchell

  125-139

  • Sustainable Business Practices and Competitive Advantage

• Stochastic Multi-Echelon Decomposition Framework for Dynamic Resource Allocation Under Supply Chain Network Disruption Uncertainty

  Dana Scott, Drew Thompson, Sam Taylor, Quinn Walker

  255-274

  • Stochastic Multi-Echelon Decomposition Framework for Dynamic Resource Allocation Under Supply Chain Network Disruption Uncertainty

• Optimizing Decision-Making in Global Supply Chains

  Morgan Edwards, Kai Lee, William Walker

  85-104

  • Optimizing Decision-Making in Global Supply Chains

• Decoupling Managerial Cognition from Organizational Ambidexterity: A Reconceptualization of the Exploration–Exploitation Paradox Under Dynamic Capability Constraints

  Charlie Adams, Quinn Thomas, Drew Parker, Alex Smith

  215-234

  • Decoupling Managerial Cognition from Organizational Ambidexterity: A Reconceptualization of the Exploration–Exploitation Paradox Under Dynamic Capability Constraints