Heritage brands face persistent aging pressures amid digital transformation and shifting cultural consumption. Prior studies have focused on either innovation or nostalgia pathways but rarely examined how corporate strategies align with consumer perception. This study builds a dual-perspective framework: the firm side emphasizes the Learning-Capability-Performance mechanism, and the consumer side highlights the Perception-Evaluation-Behavior logic. Data were collected from 76 China Time-Honored Brand firms and 532 consumers in Southwest China. The results show that firms enhance innovation and nostalgia-oriented strategies through ambidextrous learning, and their synergy drives brand revitalization; brand strategies mediate the learning-performance link. A dual-perspective analysis reveals clear differences: firms pursue strategic integration, while consumers value perceptual clarity and emotional resonance, resulting in a misalignment between strategic intent and consumer cognition. Moreover, environmental dynamism and digital empowerment asymmetrically moderate the learning-strategy-performance pathway, reinforcing the tension between organizational change and market perception. This study demonstrates a dual-feedback logic between strategy and perception, offering theoretical and practical implications for revitalizing traditional brands.

Background and Aim: China’s Digital Currency Electronic Payment (DCEP) system represents a pioneering shift in global finance, positioning China at the forefront of Central Bank Digital Currency (CBDC) innovation. While existing literature explores various aspects of digital currency adoption, an integrative analysis of technological, policy, economic, and socio-cultural dimensions remains limited. This study seeks to bridge this research gap by examining the key determinants of DCEP adoption and its broader global implications. By incorporating insights from multiple disciplines, this research enhances understanding of adoption frameworks and strategic policy interventions. Materials and Methods: This study employs a mixed-methods approach, combining primary and secondary data sources to analyze DCEP adoption dynamics. Primary data includes surveys (n=500 respondents) and semi-structured interviews with policymakers, financial institutions, and technology experts. Secondary data is drawn from government reports, central bank publications, financial institutions, and peer-reviewed academic literature. The quantitative component applies statistical modeling to measure transaction cost reduction, financial inclusion, and regulatory compliance, while the qualitative component explores policy initiatives, socio-cultural influences, and technological trust. This methodological design ensures analytical transparency and a comprehensive assessment of factors shaping digital currency adoption in China. Results: With blockchain technology as its backbone, DCEP enhances transaction security, efficiency, and transparency, fostering positive user perceptions. However, challenges such as regulatory clarity, financial literacy, and consumer trust significantly impact adoption rates. Empirical findings reveal disparities in adoption levels across different demographic groups and industries, emphasizing the need for targeted interventions. The study identifies key socio-cultural factors, including trust in state-backed financial systems, digital literacy, and evolving consumer behaviors, as critical to DCEP adoption success. Conclusion: The findings underscore the necessity of a comprehensive strategy that integrates technological innovations, regulatory reforms, and financial education to accelerate digital currency adoption. This study contributes to the broader discourse on financial technology by offering insights into policy frameworks, economic incentives, and consumer behavior. The research provides strategic recommendations for ensuring inclusive adoption while addressing privacy concerns, regulatory risks, and financial stability. As China advances its digital financial ecosystem, its experience offers valuable lessons for other nations exploring CBDCs. Future research should focus on longitudinal studies and comparative assessments to evaluate the long-term impact of digital currency adoption frameworks.

This is a study on the critical strategic factors of hospital management. The research was done in one single hospital at central Taiwan with questionnaires distributed to three levels of hospital executives. The senior managers’ level includes the board of director, hospital president, and hospital vice superintendent. The mid-level executives’ level includes the head of medical department, head of surgical department, head of nursing department, and all chiefs of other departments and divisions. The elementary supervisors’ level includes the leaders of technician departments and staffs. This study uses Grey Relational Analysis to analyse the critical strategic factors and to realize the extent of emphasis put on by different levels of executives. The results show that four key strategies of hospital operation are the customer relationship, human resource and talent training, incentive measures and corporate culture, and self-funded medical treatment.

Background and Aim: This study examines the impact of the Belt and Road Initiative (BRI) on the value chain division of labor in participating countries. Through this study, we aim to objectively assess whether the Belt and Road Initiative can promote "inclusive economic growth" and make the division of labor in the value chain more equitable. Additionally, we provide policy recommendations to enhance the effectiveness of the BRI and offer new perspectives and insights for understanding changes in the global economic landscape. Materials and Methods: This paper primarily uses the DID model and panel regression model as statistical tools. The core of the DID model lies in using two "differences" to estimate the effect of an intervention. In this paper, participation in the co-construction of the Belt and Road Initiative serves as the key policy variable in the DID model. This difference has a significant impact on the degree of value chain participation. Given the relationship between the two and the suitability of the DID model, this paper adopts the DID model as a statistical tool. When estimating the DID model, the panel regression model is employed. This model can more accurately estimate the relationships between variables, control for individual and time-fixed effects, reduce estimation errors, and improve model accuracy. This study obtains panel data from the World Bank database for 45 Belt and Road countries from 2009 to 2022, resulting in a total of 840 samples for analysis. Results: Through data analysis and interpretation within the framework of the "smile curve," this study finds that the Belt and Road Initiative has a significant positive impact on the value chain position of Central and Eastern European countries, Southwestern and Northern European countries, moderately and less industrialized countries, low-GDP countries. However, it has no significant impact or even a suppressive effect on Southeast Asian countries, highly industrialized countries, middle- and high-GDP countries. This may be because these countries have already occupied high-value positions in the global value chain. Conclusion: Since China proposed the Belt and Road Initiative (BRI) in 2013, this grand vision has not only profoundly reshaped China’s opening-up landscape but also created unprecedented development opportunities for participating countries. Countries that have joined the BRI have generally experienced an improvement in their position within the global value chain. This conclusion is supported by data from multiple dimensions, including increased trade flows, expanded foreign investment inflows, deepened technological cooperation, and enhanced infrastructure connectivity. These changes have not only facilitated the optimization and upgrading of participating countries' industrial structures but also strengthened their integration into the global value chain and increased their influence, promoting a fair advancement of the value chain.