

de Recherche et d’Innovation
en Cybersécurité et Société
Irikefe, P. O.; Falahat, M.; Zainudin, A. D.; Motaghi, H.
In: Journal of Cleaner Production, vol. 574, 2026, ISSN: 09596526 (ISSN).
Abstract | Links | BibTeX | Tags: Digital readiness, Dynamic capabilities theory, Dynamic capability theory, Dynamics capability, Efficiency, Entrepreneurial leadership, Environmental management, Financial inclusion, Financial inclusions, Information use, Investments, Management efficiency, Resource allocation, Resource management, Resource management efficiency, Responsible Consumption and production (SDG 12), sustainable development, Triple Bottom Line, Triple-bottom-line sustainability
@article{irikefeEntrepreneurialLeadershipResource2026,
title = {Entrepreneurial leadership and resource management efficiency as necessary conditions for SME sustainability: A moderated mediation analysis of digital readiness and financial inclusion},
author = {P. O. Irikefe and M. Falahat and A. D. Zainudin and H. Motaghi},
url = {https://www.scopus.com/pages/publications/105046462855?origin=resultslist},
doi = {10.1016/j.jclepro.2026.149116},
issn = {09596526 (ISSN)},
year = {2026},
date = {2026-01-01},
journal = {Journal of Cleaner Production},
volume = {574},
publisher = {Elsevier Ltd},
abstract = {Small and medium enterprises (SMEs) are central to employment and value creation, yet pressures from sustainability transition expose endemic financing frictions and uneven digital readiness (DR), particularly in emerging markets. This study examines how SME capabilities viz.: entrepreneurial leadership (EL) and resource management efficiency (RME) associate with triple-bottom-line (TBL) sustainability across economic (ECOS), environmental (ENVS), and social (SOCS) pillars, whether firm-level financial inclusion (FI) statistically mediates capability-to-TBL associations, and whether DR conditions these associations. Using survey data from 429 Malaysian SMEs, we apply a sequential analytics design: Partial Least Square-Structural Equation Modelling to test direct, mediated, and interaction effects; followed by Necessary Condition Analysis (NCA) and Importance-Performance Map Analysis in the bid to identify bottlenecks and practical priorities. Results show that EL is positively associated with ECOS, ENVS, and SOCS; whereas RME is strongly positively associated with ECOS and ENVS but is not significant for SOCS. FI is TBL pillar-asymmetric: it bolsters ENVS and SOCS but exhibits a negative effect on ECOS, and the mediated effects through FI mirror the pattern. DR significantly strengthens the FI to TBL pathways, yet conditional indirect effects indicate that high DR can neutralise FI's economic drag without reliably improving ECOS. NCA sharpens the conclusion: high ECOS is unattainable without RME, while high ENVS and SOCS require EL-RME-FI jointly; DR is not a robust necessity condition. Practically, SMEs should tighten efficiency routines first, mobilise leadership for adoption, channel finance through verified upgrading milestones and invest in DR only where it improves monitoring, traceability and compliance. Copyright © 2026. Published by Elsevier Ltd.},
keywords = {Digital readiness, Dynamic capabilities theory, Dynamic capability theory, Dynamics capability, Efficiency, Entrepreneurial leadership, Environmental management, Financial inclusion, Financial inclusions, Information use, Investments, Management efficiency, Resource allocation, Resource management, Resource management efficiency, Responsible Consumption and production (SDG 12), sustainable development, Triple Bottom Line, Triple-bottom-line sustainability},
pubstate = {published},
tppubtype = {article}
}
Lapointe, J. -F.; Molyneaux, H.; Allili, M. S.
A Literature Review of AR-Based Remote Guidance Tasks with User Studies Journal Article
In: Lecture Notes in Computer Science (including subseries Lecture Notes in Artificial Intelligence and Lecture Notes in Bioinformatics), vol. 12191 LNCS, pp. 111–120, 2020, ISSN: 03029743, (ISBN: 9783030496975).
Abstract | Links | BibTeX | Tags: Artificial intelligence, augmented reality, Efficiency, Future of works, Human computer interaction, Immersive environment, Literature reviews, Mixed reality, Remote collaboration, Remote guidance, Smartphones, systematic review, Technical requirement, Technical support
@article{lapointe_literature_2020,
title = {A Literature Review of AR-Based Remote Guidance Tasks with User Studies},
author = {J. -F. Lapointe and H. Molyneaux and M. S. Allili},
editor = {Fragomeni G. Chen J.Y.C.},
url = {https://www.scopus.com/inward/record.uri?eid=2-s2.0-85089165019&doi=10.1007%2f978-3-030-49698-2_8&partnerID=40&md5=7af5345630a6dc4fc14e46a4ee1b1fdc},
doi = {10.1007/978-3-030-49698-2_8},
issn = {03029743},
year = {2020},
date = {2020-01-01},
journal = {Lecture Notes in Computer Science (including subseries Lecture Notes in Artificial Intelligence and Lecture Notes in Bioinformatics)},
volume = {12191 LNCS},
pages = {111–120},
publisher = {Springer},
abstract = {The future of work is increasingly mobile and distributed across space and time. Institutions and individuals are phasing out desktops in favor of laptops, tablets and/or smart phones as much work (assessment, technical support, etc.) is done in the field and not at a desk. There will be a need for systems that support remote collaborations such as remote guidance. Augmented reality (AR) is praised for its ability to show the task at hand within an immersive environment, allowing for spatial clarity and greater efficiency, thereby showing great promise for collaborative and remote guidance tasks; however, there are no systematic reviews of AR based remote guidance systems. This paper reviews the literature describing AR-based remote guidance tasks and discusses the task settings, technical requirements and user groups within the literature, followed by a discussion of further areas of interest for the application of this technology combined with artificial intelligence (AI) algorithms to increase the efficiency of applied tasks. © 2020, NRC Canada.},
note = {ISBN: 9783030496975},
keywords = {Artificial intelligence, augmented reality, Efficiency, Future of works, Human computer interaction, Immersive environment, Literature reviews, Mixed reality, Remote collaboration, Remote guidance, Smartphones, systematic review, Technical requirement, Technical support},
pubstate = {published},
tppubtype = {article}
}
Jazouli, A.; Koplyay, T. M.; Mitchell, B.; Motaghi, H.
The rise of complexity due to stakeholders structure along the lifecycle in project management organizations Proceedings Article
In: 2017 International Annual Conference of the American Society for Engineering Management, ASEM 2017, American Society for Engineering Management, 2017.
Abstract | Links | BibTeX | Tags: Commerce, Complexity, Delivery subsystem, Effectiveness and efficiencies, Efficiency, Life cycle, Market dynamics, Market strategies, Organization structures, Project delivery, Project management, Project management organization, Societies and institutions
@inproceedings{jazouli_rise_2017,
title = {The rise of complexity due to stakeholders structure along the lifecycle in project management organizations},
author = {A. Jazouli and T. M. Koplyay and B. Mitchell and H. Motaghi},
url = {https://www.scopus.com/inward/record.uri?eid=2-s2.0-85040033522&partnerID=40&md5=b9472689a71e55954a94bd6a06e2df1d},
year = {2017},
date = {2017-01-01},
booktitle = {2017 International Annual Conference of the American Society for Engineering Management, ASEM 2017},
publisher = {American Society for Engineering Management},
abstract = {Much of complexity is hidden in structures of organizations, and the market forces significant adjustments to these structures during the dynamics of interactions as the market lifecycle unfolds. Market customer based profiles drive strategic choices, which in turn, exercise pressures on the alignment of organizations and their alliances or special delivery subsystems, such as projects. Early market strategies seek the right positioning and are effectiveness focused, and forgive mistakes and inefficiencies, whereas late market strategies search for alignment with the looming final cost leadership strategy by relentlessly concentrating on efficiency. Firms progress from many strategic choices to just one, and live the rest of their market lives under the inexorable dictates of efficiency, unless the market is rejuvenated by some disruptive intrusion. Both effectiveness and efficiency have their organization structure counterparts that best respond to these market signals. This paper will examine the rise of complexity due to stakeholders' structures in projects and the implications for the type of results delivered for host firms by the process. © 2017 American Society for Engineering Management.},
keywords = {Commerce, Complexity, Delivery subsystem, Effectiveness and efficiencies, Efficiency, Life cycle, Market dynamics, Market strategies, Organization structures, Project delivery, Project management, Project management organization, Societies and institutions},
pubstate = {published},
tppubtype = {inproceedings}
}
Jazouli, A.; Koplyay, T. M.; Mitchell, B.; Motaghi, H.
The rise of complexity due to stakeholders structure along the lifecycle in project management organizations Proceedings Article
In: 2017 International Annual Conference of the American Society for Engineering Management, ASEM 2017, American Society for Engineering Management, 2017.
Abstract | Links | BibTeX | Tags: Commerce, Complexity, Delivery subsystem, Effectiveness and efficiencies, Efficiency, Life cycle, Market dynamics, Market strategies, Organization structures, Project delivery, Project management, Project management organization, Societies and institutions
@inproceedings{jazouliRiseComplexityDue2017,
title = {The rise of complexity due to stakeholders structure along the lifecycle in project management organizations},
author = {A. Jazouli and T. M. Koplyay and B. Mitchell and H. Motaghi},
url = {https://www.scopus.com/inward/record.uri?eid=2-s2.0-85040033522&partnerID=40&md5=b9472689a71e55954a94bd6a06e2df1d},
year = {2017},
date = {2017-01-01},
booktitle = {2017 International Annual Conference of the American Society for Engineering Management, ASEM 2017},
publisher = {American Society for Engineering Management},
abstract = {Much of complexity is hidden in structures of organizations, and the market forces significant adjustments to these structures during the dynamics of interactions as the market lifecycle unfolds. Market customer based profiles drive strategic choices, which in turn, exercise pressures on the alignment of organizations and their alliances or special delivery subsystems, such as projects. Early market strategies seek the right positioning and are effectiveness focused, and forgive mistakes and inefficiencies, whereas late market strategies search for alignment with the looming final cost leadership strategy by relentlessly concentrating on efficiency. Firms progress from many strategic choices to just one, and live the rest of their market lives under the inexorable dictates of efficiency, unless the market is rejuvenated by some disruptive intrusion. Both effectiveness and efficiency have their organization structure counterparts that best respond to these market signals. This paper will examine the rise of complexity due to stakeholders' structures in projects and the implications for the type of results delivered for host firms by the process. © 2017 American Society for Engineering Management.},
keywords = {Commerce, Complexity, Delivery subsystem, Effectiveness and efficiencies, Efficiency, Life cycle, Market dynamics, Market strategies, Organization structures, Project delivery, Project management, Project management organization, Societies and institutions},
pubstate = {published},
tppubtype = {inproceedings}
}



