Current Issue : January-March Volume : 2026 Issue Number : 1 Articles : 5 Articles
This study explores the adoption of artificial intelligence (AI) in digital commerce platforms and whether such adoption is aligned with market positioning changes. Focusing on five of the largest e-commerce companies—Amazon, Apple, Shein, Temu, and IKEA—the study examines the application of AI in six key areas of operation: customer service, logistics, personalization, security, and supply chain management. A two-stage qualitative method was employed: a Scopus database-organized literature review, and a walkthrough examination of each company’s home page. There is extensive diversity in the deployment strategies of AI, which business models and digital maturity drive, the findings show. Amazon has end-to-end integration, but newer entrants such as Shein and Temu are concentrating on customer-facing AI tools. Apple, although it uses AI across its ecosystem, illustrates few examples in its online store. Notably, the rankings of firms under study align with their 2023 revenue rankings. Although no cause-and-effect relationship is assumed between the adoption of AI and revenue performance enhancement, the existence of a correlation suggests that AI could facilitate strategic differentiation. A comparative method for analyzing the adoption of AI is proposed in the study and highlights the importance of ethical, organizational, and regulatory concerns. Subsequent research should involve empirical measures of performance, longitudinal monitoring, and user-led assessments to enhance understanding of the impact of AI on digital trade....
Digital Entrepreneurial Capability (DEC) is the integrated and learnable capacity that equips individuals, or founding teams, to sense, evaluate, and exploit entrepreneurial opportunities within digitally intermediated, platform-centric markets. The construct synthesises four interlocking elements. First, it requires technical dexterity: mastery of data engineering, AI-driven analytics, low-code development, cloud orchestration, and cybersecurity safeguards. Second, it draws on accumulated human capital—formal education, sector experience, and tacit managerial know-how that ground vision in operational reality. Third, DEC hinges on an opportunity-seeking mindset characterised by cognitive alertness, creative problem framing, a high need for achievement, and autonomous motivation. Finally, it depends on calculated risk tolerance, encompassing the ability to price and mitigate economic, technical, algorithmic, and competitive uncertainties endemic to platform economies. When these pillars operate synergistically, entrepreneurs translate digital affordances into scalable, resilient business models; when one pillar is weak, capability bottlenecks arise and ventures falter. Because each pillar can be intentionally developed through education, deliberate practice, and ecosystem support, DEC serves as a practical roadmap for stakeholders. It now informs scholarship across entrepreneurship, information systems, innovation management, and public-policy disciplines, and guides interventions ranging from curriculum design and accelerator programming to due-diligence heuristics and national digital literacy initiatives....
Under the strategic background of accelerating the evolution of global scientific and technological innovation and developing new productivity in China, high-tech enterprises, as the core carrier, are facing the efficiency dilemma of “high R&D investment and low achievement transformation”. This paper breaks through the static perspective of the traditional Solow residual value model, and reconstructs the theoretical connotation of innovation efficiency based on the triple dimensions of technological revolutionary breakthrough of new productivity, innovative allocation of factors and deep industrial transformation. By deconstructing the dynamic coupling mechanism of technology, factors and industry, this paper reveals the structural resonance of innovation efficiency improvement dependence, and diagnoses the current bottlenecks: three-dimensional imbalance problems such as technology path dependence, lack of data property rights and lagging system adaptability. Based on this, this paper puts forward systematic promotion paths such as technological transition, factor reset, organizational reconstruction and ecological coordination. It is pointed out that the policy level should be changed from “intervener” to “ecological architect”, and three-dimensional empowerment should be catalyzed by system adaptation adjustment, factor marketization acceleration and scene opening. This study provides a whole chain analysis paradigm of “theoretical framework-mechanism diagnosis-path design” for breaking the bottleneck of innovation efficiency, which has theoretical forward-looking and practical guiding value for driving the development of new productivity....
Business ethics is an essential area of study that links moral principles with organizational decision-making. It provides a foundation for responsible behavior and is equally important for both the success of organizations and the welfare of society. Extensive research has shown that ethical values help businesses address complex dilemmas and maintain trust among stakeholders. This article offers a conceptual review of business ethics by integrating core moral principles with major theoretical perspectives. Unlike previous studies, this paper is intended to guide business students, researchers, and practitioners in understanding the distinction between right and wrong in business practices. The review relies on secondary data collected from online databases using relevant keywords, and it follows a descriptive approach that summarizes central themes rather than conducting a systematic evaluation. Findings highlight that business ethics is not optional but a necessity for building positive professional relationships, safeguarding reputation, and ensuring sustainable growth. Ignoring ethical standards, on the other hand, can result in serious financial risks and longterm reputational damage....
In today’s volatile business environment, command and control leadership is increasingly inadequate for sustaining engagement, innovation and resilience. This review synthesises peer-reviewed evidence on coaching leadership style (CLS) published between 2000 and 2025. A systematic search across four databases yielded eleven high-quality empirical studies and three meta-analyses. The findings indicate that CLS enhances employee motivation, facilitates skill development, promotes psychological safety and strengthens organisational adaptability, while concurrently advancing leaders’ effectiveness and emotional intelligence. Notably, recent trials demonstrate that both virtual and face-to-face coaching modalities produce comparable performance gains. This review also identifies contextual constraints—such as time intensity and crisis-driven situations—where CLS may be less advantageous. Practical recommendations are offered for embedding coaching behaviours into daily management routines, including phased roll outs, leader as coach training and metrics for monitoring engagement and innovation. Future research should prioritise longitudinal, cross-cultural studies that examine CLS efficacy in digitally transformed, post-pandemic workplaces. Collectively, the evidence positions coaching leadership not as an optional enhancement but as a strategic requirement for organisations seeking sustained competitive advantage....
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