Vol. 3 No. 1 (2026): Sustainability and Transformation in Emerging Markets

View Vol. 3 No. 1 (2026): Sustainability and Transformation in Emerging Markets

This issue presents five articles exploring the intersection of sustainability, digital transformation, corporate responsibility, and organizational behavior in emerging and institutionally complex markets. The contributions examine how environmental services, CSR initiatives, digital adoption, and leadership behaviors influence firm performance, employee development, and stakeholder engagement. Empirical and conceptual studies demonstrate non-linear effects, capability contingencies, and constraint-sensitive strategies that guide responsible transformation. Collectively, these articles offer actionable insights for managers, policymakers, and scholars seeking to align organizational capabilities with sustainability, innovation, and human capital development under institutional and operational constraints.

Published: 2026-05-16

Editorial

Empirical articles

  • Digital Transformation, Human Capital Development and Organisational Capabilities in an Emerging Market Telecommunication Industry

    Frank Boateng, John Armstrong Asabil Etroo (Author)
    5-14
    DOI: https://doi.org/10.63029/0w2yvw23

  • Breaking the Constraint Loop in B2G Environmental Services: Marketing Capabilities, Digital Conversion, and Cash-Cycle conflicts

    Renhua Lv, Kenneth Paul Charman, Javier Alfonso Rodríguez Escobar (Author)
    15-25
    DOI: https://doi.org/10.63029/hmysj435

  • Corporate Social Responsibility (CSR) and Corporate Profitability in Africa: Non-Linearities, Synergies and Complementarities

    Kwasi Poku Appiah, Frank Boateng (Author)
    26-42
    DOI: https://doi.org/10.63029/0acg7212

Research notes