Alamgir Mollah

The primary objective of this research is to analyze how contextual factors influence students’ job-seeking actions, with job-seeking intentions acting as a mediating factor. The research hypotheses were tested by analyzing data collected from 281 prospective employees through structural equation modeling (SEM) using AMOS (version 24). The study’s findings validated the notion that job-seeking intentions serve as a mediator between potential employees’ perceptions of job-seeking attitudes, organizational trust, self-efficacy, and job-seeking behaviors. This study is original, as no prior study has comprehensively examined the association among all of these factors with the mediation effect of job-seeking intentions, particularly in Bangladesh. This research makes a theoretical contribution by expanding TPB to include contextual aspects that influence job-seeking behaviors, as well as employing Stakeholder Theory to emphasize how corporate environmental responsibility (CER) influences job searchers’ perceptions and decisions. In practice, the results give HR managers a better understanding of how companies can improve employer appeal through the development of trust, the encouragement of self-efficacy, and the incorporation of environmental responsibility into branding tactics. The report finishes by outlining particular limitations and suggesting potential areas for future investigation.

This study expands the Expectation Confirmation Model (ECM), with the purposes to investigate the influencing factors of user satisfaction and continuance intention with respect to the Uber ride sharing application. Although ECM in the context of Information Systems (IS) has been applied broadly, its use has been limited in mobile service platforms, particularly in Uber. The study focuses on the relationships between user satisfaction, perceived usefulness, confirmation of expectations, perceived trust and user experience quality using a quantitative approach. Hypothesis testing results show that all proposed constructs significantly affect continuance intention and perceived trust proved to be the strongest predictor. More specifically, including trust into the integration of user experience quality, these complexities liberate the ECM from a cognitive approach by incorporating emotional and experiential evaluation of trust. These findings support the IS continuance behavior literature and extend theoretical frameworks with insights based on the Technology Acceptance Model and user experience research. Besides validating ECM in a new domain, this work also provides practical implications to digital service providers who want to keep users more permanent in mobile app ecosystems.

In today's fast‐paced digital era, in organizations various human dimensions of digital leadership (DLP) capabilities drive digital transformations to ensure sustainable performance at a frenetic pace. This study focuses on empirically testing DLP capabilities, such as digital literacy (DL), positive attitudes (PAs) and knowledge sharing (KS) impact on employee performance (EP) while assessing the mediation effect of managerial capabilities (MCs). This study collected and utilized a sample of 279 from various organizations in Bangladesh who possess knowledge and skills related to digital technology and management. After data collection, we performed the analysis by using SPSS 23 and AMOS 24 to evaluate the outcomes based on a structural model based on social exchange theory (SET) and resource‐based view (RBV) theory. The findings specify that DL and PAs did not directly significantly support EP; however, KS directly supports EP. Additionally, MCs partially mediate between KS and EP, whereas MCs fully mediate among DL, PA and EP. Results demonstrate that human‐dimensional digital capabilities are vital for enhancing MCs and EP. This study empirically investigates the impact of human dimension capabilities in DLP on EP in developing. It contributes to the existing knowledge of the social exchange capabilities of the digital leaders’ influence, enhancing organizational resources and sustainability.

Digital leaders are inevitable to foster greater human capital development and technological innovation for successful organizational management activities especially after the COVID-19 pandemic. The intention of the study is to explore the association between digital leadership (DL) and organizational performance (OP) with the mediating effects of human capital development (HCD) and technological innovation (TI). To achieve these goals, 260 convenient samples were collected from the employees of different service and manufacturing industries of Bangladesh, and AMOS structural equation model (SEM) has used for testing hypothesis by following resources-based view (RBV) theory. The results proved that DL significantly influences OP and HCD partially mediating the relationship, while TI has no significant mediating effect. The present findings infer that DL play a crucial role in supporting human development, such as developing employees' DL skills, increasing technological professionalism, and driving an innovative mindset for organizational success after the COVID-19 pandemic. Although the pandemic is over, managers and policymakers need to concentrate on upgrading organizational TI level and employee’s digital skills and capabilities for ensuing competitive performance and organizational sustainability.

This study aims to examine the association of university students’ entrepreneurship education and social support with their entrepreneurial intention, and investigate the mediating role of self-efficacy and entrepreneurial attitude for the above relationship. Using structural equation modeling (SEM), the study hypotheses were tested with the data collected from a sample of 420 Bangladeshi university students. The results revealed a significant relationship between entrepreneurship education and social support to self-efficacy and entrepreneurial attitude. Noticeably, self-efficacy and entrepreneurial attitude completely mediate the direct relationship between entrepreneurship education and entrepreneurial intention. Based on the study findings, we provide policymakers with some notable insights into how entrepreneurship education and social support are salient to improve students’ entrepreneurial intentions through influencing their self-efficacy beliefs and entrepreneurial attitudes. A vibrant and dynamic entrepreneurial ecosystem could be developed with the aid of the study. In addition, this study may help identify new opportunities for entrepreneurial activity and foster the development of innovative and sustainable business models. This study ends with highlighting its limitations and suggesting directions for future research.

In the wave of digitalization, information technology (IT) sectors are playing a crucial role for thriving digital transformation capabilities (DTC) and innovation, where digital leaders serve as the epitome of success. This study aims to explore the dynamic role of digital leadership (DL) in driving digital innovation (DI) while analyzing the mediating effects of DTC and the moderating role of task complexities (TC). To perform this study, data were collected from 403 respondents from IT personnel in Bangladesh through convenient sampling methods, and the analysis was performed employing SPSS 23 and AMOS 24 software packages. The results of the test proved that DL has a substantial positive effect on DTC and innovation, where DTC was found to partially mediate between DL and innovation. While TC has a significant moderation effect on the interlink between DL and DI. The study's findings shed light on some implications, highlighting how the dynamics of DL can foster a digital environment that is conducive to innovation. Additionally, to cope with TC, DL needs to embrace an adaptive, malleable strategy to manage innovation effectively. To achieve organizational success, DL guides their teams as well as ensures that the required digital infrastructure and capabilities are favorable for innovation. This study is grounded in the DCV and RBV theories, findings factors might be crucial for IT organization management, policymakers, and relevant authorities for maintaining stable organizational performance and gaining competitive advantages.

In the era of technology, along with friendly leader-member exchange (LMX), employees’ intrinsic work motivation (IWM) and technological turbulence (TT) as external factors are also associated with organisational innovation (OI). This study looks at the mediation effect of IWM and the moderation impact of TT between LMX and OI. The hypotheses were tested with data (N = 217) collected from the employees of various service and manufacturing firms using convenient and snowball sampling approaches. The result shows that IWM has full mediation and TT has no moderation influence on the association between LMX and OI. However, TT has a significant negative, moderated influence on the relationship between IWM and OI. While, TT has a significant negative, moderated influence on the relationship between IWM and OI. This study builds on social exchange theory and the resource-based view (RBV), demonstrating how LMX, reciprocity, and trust motivate employees to participate in OI. In practice, managers should be aware of TT in the presence of relevant internal constructs that substantially affect OI. This study concludes by highlighting its key limitations and pinpointing directions for future research.

In the wave of digitalization, organizations are increasingly focused on whether to prioritize digital culture or organizational strategy for the use of artificial intelligence (AI); there are mixed opinions, particularly when AI-augmented HRM draws attention as a tool for achieving sustainable organizational performance (SOP) in developing countries. This study aims to explore the influence of digital culture and organizational strategy on AI-augmented HRM and SOP, focusing on the mediating role of AI-augmented HRM in these relationships. To investigate the hypothesized relationships, 219 sample data were gathered from employees associated with HRM-oriented activities in Bangladesh, and SPSS 23 and AMOS software were used to test the SEM model. The results proved that digital culture has an insignificant effect and organizational strategy has a significant effect on AI-augmented HRM, and AI-augmented HRM has a substantial effect on SOP and partially mediates the relationship between organizational strategy and SOP. Based on the results, we infer that the successful implementation of AI-augmented HRM can lead to organizational sustainability in developing countries, where organizational strategy plays a pivotal role rather than digital culture. This research incorporates the resource-based view (RBV) and dynamic capabilities theories, which are crucial for the groundbreaking development of the research model. The results suggest that managers and responsible authorities should prioritize organizational strategy over digital culture when implementing AI-augmented HRM systems to ensure sustainability in developing countries. However, in the long run, organizations also need to concentrate on generating digitally favorable environments.