Issue #4 (Volume 23 2025)

Type of the article: Research Article

Abstract
Artificial intelligence (AI) has become the most eye-catching new technology in recent years, and its application is driving the transformation of enterprise management. In order to cope with the impact of new technological changes and address key issues affecting enterprise management development, it is necessary to research and clarify the basic relationship between the application of AI and the development of enterprise management. This study aims to analyze the current situation and future development direction of AI-driven enterprise management through bibliometric analysis. Scopus and Web of Science data from 2014 to July 2025 were analyzed to explore the evolutionary time, geography, and scientific landscape of this topic. The findings contribute to understanding AI’s driving role in enterprise management development. The analysis reveals exponential growth in research output on AI-driven management, accompanied by a decreasing growth rate of publications on AI-driven enterprise management since 2021. The important factors that affect research output are population and total GDP. China, the United States, and India were identified as the leading contributors, with significant research activity in this field. Keyword analysis indicates that the thematic focus is becoming more technical and universal. Thematic analysis highlights that human resource management, financial management, supply chain management, and operational decision-making are the main aspects of AI-driven enterprise management, accounting for 94% of the total number of publications. The study proposes a new direction for the development of AI-driven enterprise management, including department integration, cognitive convergence, and ethical and social responsibility.

Acknowledgments
This research has been supported by the Science Committee of the Ministry of Science and Higher Education of the Republic of Kazakhstan (IRN 19680544 “Innovation infrastructure of Kazakhstan in the context of digitalization: assessment of the state and development of an atlas”).

Type of the article: Research Article

Abstract
In today’s competitive landscape, faith-based institutions can gain advantages by leveraging strategic HR practices to build a strong religious image. This study examines the effects of religious HR practices comprising religious training and development, recruitment and selection, remuneration and compensation, and performance appraisal on religious organizational image. Religious work ethics was included as a moderator to assess its role in the relationship between religious training and development and religious organizational image. A survey was conducted in January 2025 in Jakarta, Indonesia, involving 418 academic staff from three universities representing three major religions: Yarsi University (Islam), Krida Wacana (Christianity), and Atma Jaya (Catholicism). The sample consisted of 274 Muslims, 70 Christians, and 74 Catholics, reflecting the national religious composition. Respondents were chosen for their direct experience with religious HR practices. Data were collected through face-to-face surveys and analyzed using PLS-SEM. Results show that religious training and development (β = 0.249), recruitment and selection (β = 0.103), remuneration and compensation (β = 0.129), and performance appraisal (β = 0.153) positively influence religious organizational image. Additionally, religious work ethics have a positive moderating effect on the relationship between religious training and development, as well as on the religious organizational image (β = 0.107). Multigroup analysis reveals the strongest combined effects among Catholic respondents (r² = 0.30), followed by Islam worshipers (r² = 0.252) and Christians (r² = 0.136), with no significant difference between groups (p > 0.1). These findings confirm that religious HR practices effectively enhance religious organizational image regardless of institutional religious affiliation.

Acknowledgments
The authors gratefully acknowledge the support of the Research Organization for Governance, Economy, and Community Welfare, Indonesian National Research and Innovation Agency, which provided funding under Decree No. 6/III.12/HK/2024.

Type of the article: Research Article

Abstract
Mandatory reporting regulations challenge management adaptation. Organizational response patterns during regulatory transitions in emerging markets require further investigation. The study examines managerial responses of Thai-listed companies to the mandatory One Report regulation in 2021 and classifies firms into strategic clusters based on adaptation patterns to International Integrated Reporting Framework components. The paper used a comprehensive Integrated Reporting Quality Index and two-step cluster analysis on 232 annual reports from 58 largest companies in Thailand’s SET50 index (2019–2022) to move beyond simple compliance measurement and identify distinct managerial strategies and their organizational implications. Results demonstrate significant improvement in the quality of managerial responses to the regulation, representing a 36.4% increase, from moderate levels (X̄ = 1.21, SD = 0.24) before implementation to high levels (X̄ = 1.65, SD = 0.18) afterward. Wilcoxon signed-rank tests confirmed statistical significance (Z values between –3.205 and –5.526, p < 0.001). Notably, cluster analysis identifies two distinct strategic approaches: Strategic adopters (Cluster 1), who demonstrate comprehensive integrated thinking, and compliance-oriented responders (Cluster 2), who adopt minimalist approaches. The study reveals significant organizational learning over the study period, with strategic adopters growing from 27 to 44 companies (46.6% to 75.9%) while compliance-oriented responders declined from 31 to 14 companies (53.4% to 24.1%). Mandatory implementation successfully catalyzed strategic differentiation, though challenges in disclosing non-financial capital persist. These findings provide crucial insights for managers seeking competitive advantage during regulatory transitions and for policymakers designing effective governance frameworks.

Type of the article: Research Article

Abstract
Burnout in the education sector has been extensively studied. Yet most research has focused on teaching staff, overlooking the experiences of administrative employees, despite their crucial role in implementing education policy. This study investigates the levels and correlates of burnout among administrative staff in the Greek Ministry of Education. It examines how demographic characteristics shape burnout dimensions and how burnout influences job satisfaction and turnover intention. Data were collected in 2023 through an electronic survey, reaching 40.2% of the Ministry’s workforce. Burnout was measured using the Maslach Burnout Inventory – General Survey (MBI-GS), job satisfaction with the Job Descriptive Index (JDI) and Job in General (JIG) scales, and turnover intention with custom-developed items. Results show moderate levels of exhaustion (M = 3.20) and cynicism (M = 2.82), while professional efficacy was high (M = 4.90), suggesting that staff remain committed despite institutional strain. Burnout was negatively correlated with job satisfaction (e.g., ρ = –0.651 for cynicism and satisfaction with work; ρ = –0.550 for exhaustion and satisfaction with the job in general), and positively associated with turnover intention. Tenure, education level, and gender were significantly associated with burnout dimensions (p < 0.05), while age showed no effect. By focusing on administrative staff, this study contributes new insights into an underexplored professional group in public education. Findings underline the systemic roots of burnout in the Greek public administration and highlight the need for structural HR reforms to foster employee well-being and organizational effectiveness.

Acknowledgments
We would like to thank the Research Ethics Committee of the University of West Attica for approving the study protocol. We are also grateful to the employees of the Greek Ministry of Education for their participation and valuable contributions to this research. No external funding was received for this study.

Type of the article: Research article

Abstract
The purpose of the study was is to assess the impact of key factors (including employment, income, poverty level, prices and social support) on the dynamics of social pressure in Kazakhstan. The analysis covered the period from 2014 to 2024 and utilized official data. The methodology combines entropy-based ranking of indicators, calculation of the Socio-Economic Pressure Index (SEPI), Social Stability Index (SSI), and Social Inertia Index (SII), as well as phase-portrait visualization. The entropy ranking revealed that the share of population below the food basket cost (di = 0.71; Wi = 0.2381) and housing assistance (di = 0.516; Wi = 0.1728) had the highest variability and the strongest influence on SEPI. Moreover, SEPI rose from 0.0967 in 2014 to its peak in 2023 – over 20 times higher – before falling to 0.53 in 2024. SSI dropped from 4.94 in 2017 to 0.44 in 2023, with minimal adaptive capacity, and partial recovery to 1.87 in 2024. There was recorded instability of positive changes and a high likelihood of renewed pressure due to the lowest value of SII (–3.24) in 2024. Thus, long-term stability and a reduction in the social sphere’s susceptibility to external and internal shocks require integrated policy measures that combine targeted support, income regulation, and adaptive governance.

Acknowledgments
This research has been funded by the Science Committee of the Ministry of Science and Higher Education of the Republic of Kazakhstan (Grant “Development of mechanisms for reducing social inequality and improving the welfare of the population of Kazakhstan” AP19174744).

Type of the article: Research Article

Abstract
Open knowledge management has become a strategy for enhancing marketing innovation using internal and external knowledge resources. This study aims to examine the impact of open knowledge management on marketing innovation in an organization and the mediating role of technology empowerment in this relationship. This study adopts a quantitative research approach. Data were collected from November 2024 to April 2025 using structured questionnaires and semi-structured interviews with 150 marketing professionals representing a variety of industries in the Iraqi city of Nineveh. The results indicate that collaboration has a positive and significant effect on marketing innovation (β = 0.121, p < 0.011). Similarly, collaboration has a positive and significant effect on technological empowerment (β = 0.317, p < 0.000). In addition, accessibility to knowledge has a strong effect on marketing innovation (β = 0.080, p < 0.012) and technological empowerment (β = 0.210, p < 0.002). The mediating role of technological empowerment has a significant effect between open knowledge management and marketing innovation (β = 0.382, p < 0.000). Knowledge sharing has no significant impact on marketing innovation (β = 0.069, p < 0.065). On the other hand, knowledge sharing has a significant effect on technology empowerment (β = 0.181, p < 0.026). The findings highlight the need for managers to achieve a competitive advantage through significant impacts and knowledge-based strategies.

Type of the article: Research Article

Abstract
The organization’s trade union greatly increases worker productivity by fostering a healthy work environment, resolving employee complaints, and encouraging employee involvement. To ascertain how union practices (collective bargaining, democratic principles, and job security) affect worker performance in Nepal’s cement manufacturing sector, this study investigates their impact on employee productivity. A causal and descriptive research strategy was employed. Survey participants were the employees working in the selected cement manufacturing companies of Nepal. The primary cross-sectional data were collected from October 2024 to February 2025. The paper used purposive sampling techniques; a total of 476 structured questionnaires were distributed, and 247 were retrieved. This paper also employed descriptive statistics and correlation and regression analyses. Similarly, Cronbach’s alpha was used to determine the internal consistency. The study’s findings indicated a substantial positive and significant impact of collective bargaining on employee performance (β = 0.691, t = 18.08). A robust, positive, and statistically significant impact of democratic principles on employee performance was identified (β = 0.60, t = 16.76). The results indicated a robust positive and statistically significant impact of job security on employee performance (β = 0.85, t = 18.54).

Type of the article: Research Article

Abstract
The paper examines how digital human resource management (D-HRM) practice affects employee innovation behavior in the ICT sector in several Middle Eastern countries, especially regarding how organizational learning acts as a mediating variable. The analysis was quantitative, involving an online survey sent to 15 ICT organizations in Jordan, the UAE, Saudi Arabia, Egypt, and Qatar. A total of 658 valid responses were collected from HR specialists, innovation team members, supervisors, and managers between February and May 2025. Partial least squares structural equation modeling (PLS-SEM) was used to analyze the data. These findings showed that D-HRM (beta = 0.28, p < 0.001) affects employees’ innovation directly and significantly. In addition, D-HRM is found to have a significant impact on organizational learning (beta = 0.39, p < 0.001), which has a significant effect on innovation behavior (beta = 0.33, p < 0.001). The mediation effect was also justified (0.13, p < 0.001), and it is established that learning processes act as one of the significant mechanisms of HRM transforming digital into innovative ones. The findings highlight the significance of digital capability and organizational learning in supporting innovation in ICT companies. The study provides meaningful suggestions to HR leaders and policymakers to promote innovation with digital systems, learning culture, and human-centered strategy. These findings provide actionable insights for HR leaders and policymakers in the Middle East ICT sector, helping them design digital HR strategies that strengthen organizational learning and enhance employee innovation capacity.

Type of the article: Research article

Abstract
In today’s dynamic labor market, employee engagement has emerged as a critical organizational priority. The aim of the study is to assess the impact of stress factors on employee commitment and to identify differences in stress perception between mental and manual workers in the Hungarian small and medium-sized enterprise sector. The survey was conducted among 223 employees of the SME sector in Hungary in 2025. Participation was voluntary, anonymous, and confidential in accordance with GDPR requirements. A heterogeneous snowball sampling method was applied. The sample was nearly evenly split between white-collar (50.7%) and blue-collar workers (49.3%). Data were analyzed using IBM SPSS Statistics 23, and nonparametric methods such as the Jonckheere–Terpstra and Mann–Whitney U tests were applied. Descriptive statistics showed medium average levels for stress (Mean number = 3.07) and commitment (Mean number = 3.60). A significant negative trend between perceived stress and organizational commitment was confirmed (z = –3.230; p = 0.001), with higher stress levels. Pairwise comparisons showed that employees experiencing extreme or high stress reported moderate or low levels of commitment (p = 0.003 and p = 0.002). A significant difference in stress perception was found between occupational categories (U = 5129.000; p = 0.018), with higher levels among white-collar employees. Among knowledge workers, the most influential stressors included complex tasks (44.4%), tight deadlines (39.0%), lack of support (35.9%), insufficient information (34.1%), and unclear expectations (30.9%). Thus, workplace stress significantly reduces organizational engagement and highlights the importance of targeted stress management strategies in SMEs.

Acknowledgments
This research has been funded by the Science Committee of the Ministry of Science and Higher Education of the Republic of Kazakhstan (Grant IRN AP23489234 “Research of new tools for the development of agro-technological hubs in the regions of Kazakhstan to increase the country’s competitiveness in the Eurasian region”).

Type of the article: Research Article

Abstract
This study examines how small and medium-sized enterprises (SMEs) in Kazakhstan perceive and prioritize global risks within an evolving resource-dependent economy. SMEs play a vital role in Kazakhstan’s economic development but remain highly vulnerable to macroeconomic instability, environmental shocks, and geopolitical uncertainty. The study aims to explore SMEs’ perceptions of global risks, assess how well these perceptions align with the World Economic Forum’s (WEF) global risk rankings, and identify key issues requiring policy attention.
The paper employs a structured survey and qualitative risk assessment methodology to analyze data collected from 127 SMEs across all 20 regions of Kazakhstan. The survey, conducted in October 2024, included questions on the perceived likelihood and impact of global risks over a 10-year horizon. Risk categories encompassed economic, environmental, geopolitical, societal, and technological domains. Respondents assessed each risk on a five-point scale for both probability and severity.
Findings indicate that inflation and labor shortages are perceived as the most critical risks by Kazakh SMEs, followed by environmental concerns such as extreme weather events and resource depletion. Geopolitical and technological risks were considered important but secondary. A risk matrix was developed to visualize the prioritization of these risks and support policy planning.
The results reveal a significant gap between global risk assessments and localized SME perceptions, underscoring the importance of context-specific risk management strategies. Targeted government interventions in workforce development, financial support, and climate resilience are essential to strengthen the adaptive capacity of SMEs facing global challenges.