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
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