Digital transformation is fundamentally reshaping how industrial organizations plan, coordinate, and control production, supply chains, and human resources. This study examines the challenges and opportunities that digital technologies including the Industrial Internet of Things (IIoT), big data analytics, artificial intelligence (AI), cloud computing, and digital twins present for industrial management practice. Using a quantitative, cross-sectional survey design, primary data were collected from 410 managers and engineers employed in manufacturing and process industries through a structured, validated questionnaire. Data were analyzed using IBM SPSS 26 for descriptive and reliability statistics and SmartPLS 4 for Partial Least Squares Structural Equation Modeling (PLS-SEM) to test the hypothesized relationships among digital technology adoption, organizational readiness, workforce digital competency, and industrial management performance. Results indicate that digital technology adoption (β = 0.41, p < 0.001) and workforce digital competency (β = 0.33, p < 0.001) significantly and positively predict industrial management performance, while organizational digital readiness partially mediates this relationship. Cybersecurity risk, high implementation cost, legacy-system integration difficulty, and workforce skill gaps emerged as the most significant barriers, whereas predictive maintenance, real-time decision support, supply chain visibility, and productivity gains emerged as the most valued opportunities. The study contributes an empirically validated model linking digital capability to management performance and offers practical recommendations for industrial managers navigating digital transformation.
D. P. Dhinakaran, Bhuvaneswari L, Deepika M et al.· Adolescência e Saúde· 0 citations
Workplace accidents, injuries, and near-miss incidents continue to impose substantial human and financial costs on organizations across industrial and service sectors. This study examines the influence of Workplace Safety Management Systems (WSMS) on Employee Performance (EP), using Safety Climate (SC) and Employee Engagement (EE) as mediating variables. Guided by Social Exchange Theory and the Job Demands-Resources (JD-R) model, a quantitative, cross-sectional survey design was adopted. Data were collected from a sample of 410 employees drawn from manufacturing, construction, and oil and gas firms using a stratified random sampling technique and a structured, validated questionnaire anchored on a five-point Likert scale. The sample size was determined using Cochran's formula for large populations, adjusted for an anticipated non-response rate. Data were analyzed using advanced statistical tools and techniques, including IBM SPSS Statistics version 28 for descriptive and preliminary analysis, and IBM AMOS / SmartPLS 4 for Confirmatory Factor Analysis (CFA) and Structural Equation Modelling (SEM) to test the hypothesized relationships. Results indicate that Workplace Safety Management Systems exert a statistically significant positive effect on Employee Performance (β = 0.42, p < 0.001), and that this relationship is partially mediated by Safety Climate and Employee Engagement. The measurement model demonstrated acceptable convergent and discriminant validity (AVE > 0.50; CR > 0.70), and the structural model exhibited a good fit to the data (CFI = 0.96, TLI = 0.95, RMSEA = 0.045). The findings extend the theoretical understanding of how formalized safety systems translate into productivity outcomes and offer practical guidance for managers seeking to strengthen safety governance as a performance-enhancing strategy. Implications, limitations, and directions for future research are discussed.
D. P. Dhinakaran, M. Anuradha, K. Rani et al.· International journal of com...· 0 citations
The transition to a low-carbon global economy requires an estimated multi-trillion-dollar reallocation of capital toward renewable energy, clean technology, and climate-resilient infrastructure, yet the flow of private capital into sustainable investment vehicles remains constrained by informational, regulatory, and behavioral frictions. This study investigates the challenges and opportunities shaping the financing of the green transition, examining the determinants of investor willingness to allocate capital to sustainable investment instruments such as green bonds, ESG-themed funds, and renewable energy project finance. Anchored in Behavioral Finance Theory, Stakeholder Theory, and Signalling Theory, the study proposes and tests a structural model in which Green Financial Literacy, Policy and Regulatory Support, and ESG Disclosure Quality influence Sustainable Investment Decisions, with Investor Trust and Perceived Financial Risk serving as mediating mechanisms. Primary data were collected from a sample of 410 institutional and retail investors, financial analysts, and portfolio managers, selected through a stratified random sampling technique, using a structured questionnaire administered via a five-point Likert scale. The sample size was derived using Cochran's formula for large populations, adjusted for anticipated non-response. Data were analyzed using IBM SPSS Statistics v28 for descriptive and preliminary diagnostics, and SmartPLS 4 for Partial Least Squares Structural Equation Modelling (PLS-SEM), including measurement model assessment, bootstrapped mediation testing (5,000 resamples), and importance-performance map analysis (IPMA). Results reveal that ESG Disclosure Quality and Policy and Regulatory Support exert the strongest positive effects on Sustainable Investment Decisions, while Perceived Financial Risk, driven substantially by greenwashing concerns and regulatory uncertainty, exerts a significant negative effect that is partially offset by Investor Trust. The measurement model demonstrated satisfactory convergent and discriminant validity (AVE > 0.50; HTMT < 0.85), and the structural model achieved acceptable predictive relevance (Q2 > 0). The findings offer actionable insights for policymakers, financial institutions, and corporate issuers seeking to mobilize private capital at the scale required to finance the global green transition.
Subhadra P. S., V. N, C. Vilvijayan et al.· Adolescência e Saúde· 0 citations
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