Human resource management (HRM) practices for promoting innovation tend to vary from one context to another. This leads us to investigate the configurations of internal HRM practices and supply chain collaborations that help firms to achieve high levels of product innovation or cause firms to achieve low levels of product innovation in formal R&D firms—firms which have actively engaged in systematic innovation, have established an R&D department, and/or have allocated budgets for R&D intention—and non-formal R&D firms. The data were collected during the period December 2016–February 2017 from manufacturing firms located in the Bangkok metropolitan area, Thailand. In total, 87 respondents were included for an empirical fuzzy-set qualitative comparative analysis. The results indicate that, first, formal and non-formal R&D firms achieve high levels of product innovation by adopting internal HRM practices or collaborating with customers/suppliers. They also can achieve high levels of product innovation if they adopt both simultaneously. Second, formal R&D firms achieve high levels of product innovation if they adopt R&D personnel development; otherwise, they need to collaborate with customers and suppliers to achieve high levels of product innovation. Finally, miss-adopting R&D personnel development causes formal and non-formal firms to achieve lows levels of product innovation.

The sharing economy has the potential to innovate new markets by making the reuse of idle resources globally. The practices of sharing culture vary among developed and developing countries because of the un-stabilized economic situation and bad infrastructure. (1) This research is based on a case study of transportation network company (TNC) that has the capability to change the conventional transportation system because of its agile nature; (2) the study analyzes the data conducted from Careem (TNC) in Pakistan by using a qualitative approach; (3) the results show that to find a solution for scarcity of products/services in developing countries caused by limited and scattered resources, a learning climate is created by Careem which enables Careem to understand social issues in Pakistan and to use these insights to further develop its business model. Under learning climate, Careem promotes the culture of respect towards collaboration; (4) overall, Careem plays a facilitative leadership role and brings together different stakeholders on one platform for contributing to a common goal to achieve sustainability. Further, with the joint efforts of all stakeholders, an extended service ecosystem has been formed through boundary-spanning activities. Careem acts as a core boundary spanner and supports other organizations to become a second level boundary spanner. Finally, Careem has made a substantial contribution to resolve the problem of unsustainability in Pakistan.

Learning and using technology in the workplace are essential for a company’s commitment to the sustainable development of its resources. Finding competent engineers who can handle information communication technologies (ICTs) is a challenge for companies. Currently, however, the ability to use these technologies is limited to technicians with specialized training, and not everyone can engage in development. Therefore, it is safe to conclude that equity in the use of technology has not yet been realized. This study aims to analyze, based on actual cases, the necessary conditions and mechanisms for people with diverse experiences and circumstances, not limited to engineers, to participate in ICT development to address human resource diversity. The use of technology such as low-code platforms (LCPs) that have recently emerged on the market has shown that nonprofessional engineers without programming training can participate in development projects. This research will be useful to managers in advancing Diversity, Equity, and Inclusion (DEI) strategies in their workplaces and contribute to organizational research regarding new trends in technology use by individuals: low codability. The findings of this study are of significant relevance to the Sustainable Development Goals (SDGs) of decent work and economic growth, as well as gender equality.

Apart from less entrepreneur-friendly banking services, a lack of entrepreneurial qualities in entrepreneurs makes entrepreneurship challenging. As a result, banking experiences difficulties in accessing entrepreneurs as customers. Creating shared value (CSV) is a model for business that overcomes these socioeconomic challenges by converting social issues into three pillars: reconceiving markets and products, redefining value chains, and developing local clusters. Banking has a conservative business model in which it is difficult to simultaneously achieve the above three pillars of CSV for the three dimensions of banking, i.e., client prosperity, regional economic growth, and solutions to financial problems. This study investigated the key to the simultaneous achievement of the three pillars of CSV by aligning social issues with the value chain. We conducted a qualitative case study of City Alo in Bangladesh, a female-centered banking segment of City Bank, that offers a university-collaborated entrepreneurship education course as well as small and medium enterprise banking products to female entrepreneurs. The findings indicate that in CSV of banking, entrepreneurs are the source of economic growth and entrepreneurship education promotes client prosperity. Therefore, entrepreneurs overcome entrepreneurship barriers to achieve success in their field and the bank becomes more active by accessing many entrepreneurs as customers.