The logistics landscape in e-commerce is undergoing a profound transformation toward sustainability and autonomy. This paper explores the implementation of autonomous maritime and last-mile transportation solutions to optimize the entire logistics chain from factory to customer. Building on the lessons learned from the maritime industry’s digital transformation, the study identifies key features and proposes a forward-looking autonomous maritime and last-mile transportation system. Emphasizing the role of geospatial technologies, the proposed system employs GIS-based electronic route optimization for efficient goods delivery, integrating onboard and ashore GIS-based sensors for enhanced location precision. A case study was built to analyze the implementation of autonomous means of transport along the route of a product from factory to customer. The integration of autonomous systems shows substantial improvements in logistics performance. Synchromodal logistics and smart steaming techniques can be utilized to optimize transportation routes, resulting in reduced fuel consumption and emissions. The findings reveal that autonomous maritime and last-mile transport systems can significantly enhance the efficiency, flexibility and sustainability of e-commerce logistics. The study emphasizes the need for advanced technological integration and provides a comprehensive framework for future research and practical applications in the logistics industry.

This study contributes to a better understanding of performance induced by technological innovativeness by developing and testing a model. The model clarifies the nature of the influence of technological innovativeness and its organisational and inter-organisational antecedents (organisational support for innovativeness and technological alliances) on firm growth, profitability and wealth creation. Survey data were collected from firms in two countries: Slovenia and Romania; structural equation modelling was employed to test the model and the hypothesised relationships. Support for most of the model hypotheses was found. Among the control elements in the model, country, industry technological opportunities and firm age were found to be the most influential.

In order to respond to the new production models specific to the fourth industrial revolution, a new paradigm of integrated industrial automation and control systems in industry 4.0 management is needed with new web, collaborative and intelligent applications to supervise production processes. The present work represents an analysis of the solutions for the management of production processes resulting from the combination of new technologies and applications conforming to the Industry 4.0 paradigms, in conjunction with SCADA technical solutions for the world of production. The solution that comes with this work is based on the synergy between two concepts, that of cyber-physical SCADA systems and human-centered production, which at first sight may seem antithetical, but which in reality are complementary to each other and actually represent a waysuitable for Industry 4.0. The research method was represented by the systematic analysis of the asynergy of the two concepts found in the specialized web of science literature, as well as corroborated with the real situation in industry 4.0.which is foreshadowed from day to day.

The oil and gas industry is among the most affected industries as a result of war in Ukraine, on top of other economic, political, and environmental global turbulences that culminated with the coronavirus pandemic. The purpose of this qualitative, explorative study was to identify strategic changes as well as the role played by newer technologies—digital technologies in particular—in this industry. The focus is on the Romanian oil and gas industry, more specifically on the retail fuel networks of the top companies. In addition to secondary research (literature and company documents), interview-based primary research was conducted. The data were collected during spring of 2022 by conducting interviews with two groups of subjects: the strategists—consisting of top managers from the largest companies active in the oil and gas industry in Romania; and the informed consumers—selected from people working in the oil and gas industry. The interview guides were slightly different depending on the two groups targeted, and the structure of the interview guide was developed according to research questions. Among the findings, we can observe that the fuel retail market and consumer behaviour changed due to a series of factors, such as the global economic crisis, COVID-19, the Russian invasion of Ukraine, and inflation. Those factors forced fuel retail companies, at the global level, to invest in filling station shops, services development, digitalization, and divestment—selling gas station networks in countries with poor integration with refineries. Romanian fuel retail companies are following the global trends and focusing on filling station shops, alternative fuels development, and digitalization. The results are followed by discussions, and several managerial implications are suggested. The study limitations and several further research paths are also identified. Based on the data available, we can conclude that the strategic directions at the level of products and services are aligned, but at the execution level, specialists offer different solutions for customer expectations.

This chapter presents an in-depth exploration of the maritime industry’s transition toward autonomous operations, focusing on the significant advancements in geospatial technologies and artificial intelligence (AI). It examines the evolution of maritime transport, emphasizing the integration of innovative IT solutions, including GIS-based sensors and route optimization techniques. The chapter discusses the emergence and impact of autonomous surface vessels (ASVs), highlighting the challenges they bring in cybersecurity and the necessity for comprehensive standards. Additionally, it explores the potential of a vessel traffic system architecture, with a central node based on an ashore operations center to efficiently manage autonomous maritime logistics. By integrating cutting-edge sensors and AI into ASV systems, the chapter showcases the industry’s shift toward a more sustainable, efficient, and technologically advanced future, while addressing the critical issues of safety, security, and environmental impact in this rapidly evolving landscape.

IT projects are becoming increasingly complex due to rapidly advancing technologies, the need to tackle more difficult problems, and the involvement of a larger variety of experts with different backgrounds and experiences from different countries and cultures. It is also common for these teams to often work remotely in virtual settings. In this context, besides conflicts between IT project team members, cross-functional and cross-hierarchical organizational conflicts might emerge as well. These conflicts can vary in terms of their origin, nature, and intensity. This paper is a qualitative study focused on understanding interpersonal communication-based conflicts in multicultural and multidisciplinary IT project teams. The purpose is to find a common approach that can mitigate and eventually resolve these conflicts, aiming to promote shared knowledge and ultimately reduce the gap in understanding and the likelihood of conflicts. Both secondary research (a literature survey) and primary research (involving experienced managers and experts from project teams in the Romanian IT industry) were conducted in order to reach the objectives, besides sets of lessons learned and recommendations, to develop a framework for systematic conflict analysis and to propose a practice for a transcultural framework of common team vocabulary. To achieve these, a number of conflicts were investigated in IT project teams and corresponding cases. Based on the research findings, the authors concluded that a more formal approach is needed to address the problem of conflicts. From a theoretical standpoint, this paper suggests the concept of management diversity and provides a typology of organizational conflicts. Nevertheless, the framework for systematic analysis of conflict typology (FACT) and the framework of common team vocabulary in the multicultural environment of IT organizational project teams, as well as the sets of lessons learned and recommendations, might be useful and inspiring for both scholars and managers, not only in the IT sector.