Slide
Centre Interdisciplinaire
de Recherche et d’Innovation
en Cybersécurité et Société
de Recherche et d’Innovation
en Cybersécurité et Société
1.
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}
}
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.
2.
Koplyay, T.; Malouin, M.; Koplyay, L.; Cohn, S.
MANAGEMENT OF CHANGE IN A MARKET: CASE OF THE HI-TECH INDUSTRY Proceedings Article
In: G., Ng E. H. Zhang H. Natarajan (Ed.): Proceedings of the American Society for Engineering Management 2023 International Annual Conference and 44th Annual Meeting: Climbing Higher with Engineering Management, pp. 50–59, American Society for Engineering Management, 2023, ISBN: 9798985333466.
Abstract | Links | BibTeX | Tags: Change affecting firm, Change signal, Clockface, Commerce, CVGA, Hi-tech, Investments, Life cycle, Life cycle theories, Management of change, Market case, Market changes, SPACE
@inproceedings{koplyay_management_2023,
title = {MANAGEMENT OF CHANGE IN A MARKET: CASE OF THE HI-TECH INDUSTRY},
author = {T. Koplyay and M. Malouin and L. Koplyay and S. Cohn},
editor = {Ng E. H. Zhang H. Natarajan G.},
url = {https://www.scopus.com/inward/record.uri?eid=2-s2.0-85188520101&partnerID=40&md5=e6847582d180df9277a0778f1ef7a892},
isbn = {9798985333466},
year = {2023},
date = {2023-01-01},
booktitle = {Proceedings of the American Society for Engineering Management 2023 International Annual Conference and 44th Annual Meeting: Climbing Higher with Engineering Management},
pages = {50–59},
publisher = {American Society for Engineering Management},
abstract = {Change is a constant within markets and even more so in hi-tech markets. However, there are limits to how much change firms can handle, or even notice before it's too late. This article will trace the evolution of change along the lifecycle in the hi-tech industry and identify the extent firms can cope with the frequency, magnitude, and cumulative effects of change. This article will also describe the different types of change that occur in markets, the natural market impediments that can hinder a firm's adaptation. Essentially, it will explore how firms manage change in relation to the market, which can range from hardly discernible change like the whisper change signal to internal stress factors that induce unnecessary change. Likewise, we will map the response to change during with the market transients, which can influence a firm's adaptive process and survivability. A key contribution of this paper is the introduction of two methods that can be utilized by firms to measure the nature, expected magnitude, and the directionality of pending change required for effective strategic adaptation. One method focuses on the SPACE tool for mapping the situation of the firm in its market environment. The second method, CVGA, maps the firm in its targeted multi-dimensional competitive space to reveal the dangers it faces from elements like insufficient competitor knowledge, internal executive misalignments, and the misdirection of investments to achieve competitive value. Copyright © American Society for Engineering Management, 2023.},
keywords = {Change affecting firm, Change signal, Clockface, Commerce, CVGA, Hi-tech, Investments, Life cycle, Life cycle theories, Management of change, Market case, Market changes, SPACE},
pubstate = {published},
tppubtype = {inproceedings}
}
Change is a constant within markets and even more so in hi-tech markets. However, there are limits to how much change firms can handle, or even notice before it's too late. This article will trace the evolution of change along the lifecycle in the hi-tech industry and identify the extent firms can cope with the frequency, magnitude, and cumulative effects of change. This article will also describe the different types of change that occur in markets, the natural market impediments that can hinder a firm's adaptation. Essentially, it will explore how firms manage change in relation to the market, which can range from hardly discernible change like the whisper change signal to internal stress factors that induce unnecessary change. Likewise, we will map the response to change during with the market transients, which can influence a firm's adaptive process and survivability. A key contribution of this paper is the introduction of two methods that can be utilized by firms to measure the nature, expected magnitude, and the directionality of pending change required for effective strategic adaptation. One method focuses on the SPACE tool for mapping the situation of the firm in its market environment. The second method, CVGA, maps the firm in its targeted multi-dimensional competitive space to reveal the dangers it faces from elements like insufficient competitor knowledge, internal executive misalignments, and the misdirection of investments to achieve competitive value. Copyright © American Society for Engineering Management, 2023.