A SUSTAINABLE E-WASTE MANAGEMENT MODEL FOR EMERGING ECONOMIES AND DEVELOPING COUNTRIES
Authors: Hafiza Sultana Muslima Zahan Habiba Jannatun Shirin Abstract: This empirical study aims to develop an efficient e-waste management model for emerging economies and developing countries. To propose the same, first, the critical factors for sustainable e-waste management have been identified from both suppliers and consumers, with a combination of judgement and convenient sampling. The model has been proposed through qualitative analysis taking into account the strengths, weaknesses, opportunities, and threats of the informal scenario of e-waste handling, that is predominant in these nations. The research indicates the economic, social, and environmental benefits of the model, and, thus, offers valuable academic insights necessary to understand the e-waste solutions in the background of developing countries like Bangladesh. It can also assist the public and private organizations to realize the critical factors and their roles required to create a sustainable e-waste management framework. Download PDF file
Gen Z’s Leadership Strategy in the Student Movement: A Factor Analysis on July Revolution in Bangladesh
Authors: Muslima Zahan , Atikur R. Khan , Golam Mathbor Abstract: This paper explores the GenZ (Generation Zoomer) leadership pattern and strategic factors in an unusual especially emergent and uncertain situation; the July revolution in Bangladesh in 2024.Design/Methodology/ApproachThe authors surveyed direct and indirect participants (students of school, college and university; n=2120) using five-point scale data (strongly agree to strongly disagree) of ten strategic factors to draw a structured equation model (SEM). The study used confirmatory factor analysis to test its hypotheses.FindingsAdaptive and Resilient Leadership (ARL) is the key to realization of GenZ strategy with the direct contribution of Decentralized and Collective Leadership (DCML) as well as Use of Hashtag and Viral Campaign (UHVC). At the revolutionary era of 4.0, Global Connectivity and Networked Leadership (GCNL), Crowdsourcing and Collective Intelligence (CCI) as well as Emotional and Value-based Leadership are worth to incorporate into leadership phenomenon. Digital Activism and Mobilization (DAM) as well as Narrative and Storytelling in digital communication (NSDC) directly contribute to all other factors to enhance the effectiveness of Adaptive and Resilient Leadership (ARL).Originality/Value Strategic leaders conform the meticulous balancing between people and activities. Thus, the research explores the factors to build an updated leadership framework to resolve power, prosper, and moreover, the people. Download PDF file
Big data challenges for resource-constrained organizations in a developing economy
Authors: Hafiza Sultana, Rajeeb Bin Zaman, Muslima ZahanAbstract: While extant literature showed a positive relationship between big data and firms’ competitive performance, there is still a general lack of understanding concerning the mechanisms through which big data analytics influence performance. In addition, the big data challenges in resource-constrained contexts have remained underexplored in previous research. To fill the void, this exploratory study analyzed the challenges firms might encounter in implementation stage of big data. Based on the resource-based view (RBV) of firms, this paper associated these challenges with an organization’s internal and external resources. By incorporating case study analysis, it presented three use cases from trendy fashionwear, modern footwear, and ethnic clothing industries of Bangladesh, a developing economy in South Asia. The findings show that shortage of financial resources, followed by human, complementary organizational, and technological resources are critical challenges for resource-constrained firms, especially those operating in a developing country. The study not only identified the barriers to implementing big data, but also discussed what firms need to do to handle these challenges. Therefore, it offers new insights into big data by analyzing big data challenges through the lens of resource constraint. It also discusses managerial and policy implications. View Full Article
Global Strategic Planning: Feedback from the Automobile Industry
Authors: Muslima Zahan ,Thamid Thasin , Samawati K. Zahan Abstract: Global Vehicle production exceeds 80-million-unit recent years, where China alone accounts for over 30% of global vehicle sales. Along with traditional automakers such as Toyota, Volkswagen, General Motors, Ford, Honda, and Hyundai-Kia, electric vehicle (EV) manufacturers like Tesla, BYD, NIO and Rivian (with autonomous driving using AI and sensor technology) are leading the charge. The EV market is projected to grow at a compound annual growth rate (CAGR) of over 20% through 2030. The rise of connected cars, ride-sharing platforms and subscription based model both for luxury and commercial brands, with increased focus on carbon emissions reduction, recycled materials and adopting circular economy principles, car companies must rehearse it strategic planning for profit protection and market expansion; regional and global, as well as prepare to face supply chain challenges (semi-conductor shortage), technological disruption and economic uncertainty (fuel price, inflation) Purpose of the research: Based on the diagram of strategic planning process, this study outlines all seven levels/categories of strategies for automobile industries globally. Design/Methodology: The is exploratory research. Primarily 50 random companies are selected, along the websites, secondary data are sought and tabulated. Finally, tables and charts are calculated and placed for the pertinent strategies. Results/Findings: The investigation provides the strategic framework for seven categories of strategies such as Functional strategy (efficiency, quality, innovation, and customer responsiveness), Business level strategy (cost leadership, differentiation, focus differentiation, niche and best), Global strategy (standardization, transnational, international, and localization), Technological strategy (Licensing or Strategic Alliances), Corporate Level Strategy (Merger, Acquisition, Diversification), Ethical & Sustainable strategy (ethical, eco-branding and eco-efficient) and, finally, the Organizational strategy (structure, culture and control) for car manufacturing companies. Practical Implications and Conclusion: To phase out the internal combustion engines (ICE) and the rise of Mobility-as-a-Service (MaaS), the strategic feedback could enable the industry to face future challenges comprehensively. Download
Political Business Strategy – Muslima Zahan
Authors: Dr. Muslima Zahan Abstract Political business is termed as the business developed by or develops politician. Business owners want political support for achieving higher profitability with power exercise and incumbent politician (Members of Parliament) want huge amount of money backed by big entrepreneur. This study explores that political business strategy in Bangladesh is focused on profit maximization (54%); sustainable growth (11%); diversification (11%); and power exercise (9%). Likewise, the political strategy of businessmen-politician is on social-welfare (57%); self-actualization (19%); power gain (13%); and economic gain (8%). This project also reveals their preferred business sectors as Apparel (24%); Banking & Insurance (18%); Real Estate (15%); and Media & Communication (12%). Preferred wealth are Bond, LC and Shares (38%); Cash (30%); Deposits in Banks and Financial Institutions (23%); and Gold & Jewelries (6%). This strategic investigation develops a diamond model on this political business strategies including wealth and sectors. Download PDF file
Customer Responsiveness and Rivalry: A Strategic Implication on Chinese Cuisine in Bangladesh
Authors: Dr. Muslima Zahan, Thamid Thasin , Samwati K Zahan , & Abir Khan Abstract: In Bangladesh, apart from Bangladeshi Dishes, Chinese cuisines achieves its first position to serve authentic and fusion dishes. From a Google form survey, n=1,922 and using snowball sampling, primary data is collected and analyzed to generate some descriptive statistics as well as two multivariate regression are conducted to accept null hypotheses. This study shows that Customer Responsiveness comprised with Authentication & Adaptation, Service Quality & Fair Price, Continuous Innovation, Diversification and Social Media engagement as well as Rivalry (intense competition) comprised with Innovators & Early Adopters, Early Majority, Mature Industry, Niche and Global Strategy have significant influence on the strategic shift, customer retention, competition and sustainable operation.