The Belt and Road Initiative (BRI), which has already accumulated global investments of over one trillion dollars, provides not only transformation prospects but also considerable challenges to the participating countries. In the case of Pakistan, one of the major beneficiaries due to the China–Pakistan Economic Corridor (CPEC) worth around sixty two billion dollars, it is important to capitalize on the initiative to realize the long-term development goals of Vision 2050. The rationale behind the writing of this research article is the creation of an analytical model of how BRI inspired investments can be aligned to the United Nations Sustainable Development Goals (SDGs) so that the growth of infrastructure can be converted into sustainable national development. The main idea of the given study is to present a 5E framework-Export-led growth, E-Pakistan digitalization, Environmental resilience, Energy security, and Equity and social empowerment- a way of governance and an evaluation mechanism. Based on a review of policies, project analysis, and the literature, the paper concludes that Pakistan has achieved significant gains in energy production and physical connectivity yet has severe shortages in the areas of environmental sustainability, digital transformation, and socio-economic inclusivity. Such lapses threaten to condense the wider developmental gain of the BRI unless they are overcome proactively and in concerted effort. It will be highlighted in the analysis that by implementing the 5E framework, Pakistan can shift its role as a mere recipient of BRI projects to an active participant in the Belt and road Initiative of Sustainable Development (BRISD). Such an approach will ensure that BRI engagement supports inclusive growth, strengthens resilience against climate and technological challenges, and delivers tangible benefits to all segments of society. Ultimately, a 5E-driven strategy positions Pakistan to harness the BRI not just as an infrastructure program but as a catalyst for sustainable and equitable development.

E-governance in Pakistan has become a cornerstone of administrative modernization, reflecting the national ambition outlined in Pakistan Vision 2050—particularly its second “E,” E-Pakistan, which envisions a digitally empowered, transparent, and citizen-centered society. Through platforms such as online portals, biometric verification systems, and digital grievance redressal mechanisms, the government aims to enhance service efficiency, curb corruption, and rebuild public trust. Yet, these reforms have also generated new administrative burdens that risk excluding vulnerable citizens and diminishing trust in public institutions. This study adopts a qualitative research design, relying on secondary data from government reports, academic studies, World Bank and UNDP publications, and credible media analyses. Guided by Administrative Burden Theory and structured around the Three Pillars of Good Governance—Efficiency, Transparency, and Accountability, the paper assesses how Pakistan’s e-governance initiatives perform across these dimensions. Findings reveal a dual reality: while digital reforms have improved efficiency and reduced bureaucratic discretion in urban areas, persistent gaps in infrastructure, digital literacy, and procedural complexity continue to limit transparency and accountability in rural and marginalized communities. Pakistan’s e-governance experience thus illustrates both progress and paradox. To realize the vision of E-Pakistan, policymakers must pair technological innovation with investments in inclusive digital infrastructure, citizen capacity building, and procedural simplification. Without mitigating these administrative burdens, digital reforms risk widening inequality and undermining the very principles of efficiency, transparency, and accountability that underpin effective and trusted governance.

In the contemporary societal context, characterized by its complexity and turbulence, strategic management has emerged as a catalyst for organizational sustainability and the achievement of enduring outcomes. The present study is founded on a previous investigation by the authors (Berceanu & Nicolescu 2024), which analyzed the relationship between sustainable development and organizational sustainability—the collaborative dimension. This investigation demonstrated, amongst other things, that at the micro (organizational) level, strategic management creates the framework in which organizational collaboration (as a dimension of organizational intelligence) manifests itself consistently and leads to sustainable results. The present paper extends the analysis from the system level (public administration) using the theoretical framework of multilevel governance (MLG) to test the hypothesis that multilevel alignment (vertical and horizontal) is associated with organizational performance, and that this relationship is mediated by two strategic management capabilities: intelligence (OI) and organizational agility.

The present paper is based on data obtained by applying a national questionnaire to a representative sample of civil servants in Romania. The methodological approach adopted is quantitative, with a non-experimental cross-sectional design of an explanatory–correlational type.

The anticipated results aim to identify a positive effect of MLG alignment on OI, which in turn positively influences strategic agility. It is hypothesized that the latter acts as a form of organizational micro-resilience that translates organizational collaboration into performance.

This article employs an integrated analysis that connects the macro context created by GML with the micro organizational context (internal OI capabilities and strategic agility) and institutional performance. It is thus expected to provide empirical evidence for improving results-oriented organizational policies.

The conclusions of this research contribute to the current state of knowledge regarding the contribution of strategic agility as a bridge between multilevel governance and organizational performance.

Pakistani online media is shaping the public image and perceived leadership of women entrepreneurs, particularly in the digital-age startup ecosystem. Despite a surge in women-led enterprises, a significant gender gap persists in funding and senior visibility. This study aims to investigate the professional and strategic framing of female founders, assessing whether media narratives position them as disruptive business minds or primarily focus on socio-cultural achievements. Employing a qualitative content analysis approach, this research collected a stratified random sample of 50 articles from the business and technology sections of major English-language online news sources. Articles were coded across three key categories: Framing Type, Leadership Attributes, and Visual Representation. This systematic methodology allowed for an objective assessment of media's role in defining Entrepreneurship leadership. The analysis reveals a distinct strategic narrative imbalance in the portrayal of Pakistani women entrepreneurs. While the prevalent use of the "Success Story" framing is supportive and encourages Entrepreneurship participation, a consistent pattern emerges where the attributes emphasized are rooted in the personal or socio-cultural context of the founder. This imbalance suggests a journalistic tendency to focus on the inspirational "journey", highlighting the struggle and overcoming of non-business obstacles rather than the core professional expertise and strategic rigor necessary for business success. The study concludes that Pakistani media is effectively boosting the visibility of women in Entrepreneurship but employs a narrative strategy that frames their success through a predominantly socio-cultural lens, rather than a pure Strategic Leadership one. This emphasis risks downplaying the professional rigor and strategic contribution of women founders in the eyes of investors and the broader business community. To foster a truly equitable ecosystem, a deliberate, collaborative shift in media and public institutional narratives is required to highlight the professional and strategic decision-making process of these women, solidifying their image as credible industry leaders.

Introduction

In an era of growing geopolitical uncertainty and institutional fragmentation, scholars in international business (IB) must increasingly think strategically about how they manage global academic networks. This paper develops a framework to explain long-term variation in scholarly productivity, showing how network evolution, not just pedigree, shapes academic influence over time.

Our theory highlights four strategic dimensions of network positioning. We first examine Genealogical Network Centrality (GNC), the structural prominence of a scholar’s PhD institution in academic lineage networks. GNC institutions not only offer initial prestige but also provide embedded access to opportunity-rich collaborative pipelines. Next, we theorize Network Mobility Evolution (NME) as a dynamic capability: scholars who extend their institutional reach over time gain exposure to new evaluative audiences and novel research paradigms, especially vital when geopolitical frictions limit traditional mobility. We then introduce Longitudinal Brokerage Trajectory (LBT), which reflects a scholar’s increasing ability to bridge disconnected clusters and disseminate ideas across domains. Together, NME and LBT form the basis for strategic exploration, the joint pursuit of boundary expansion and integrative influence. Finally, we propose Alma Mater Influence Reuse (AMIR) as a constraint mechanism, where continued reliance on genealogical ties may hinder adaptability and suppress long-run impact.

Methods

Using panel data on IB scholars from 1974 to 2024, we test our hypotheses with longitudinal network metrics and fixed-effects models.

Results

Our analysis reveals support for the hypotheses, along with indications of trends shaping the evolution of networks, including variations on national, regional, and global bases.

Conclusions

The findings contribute to IB strategy by identifying how individuals and institutions can cultivate influence amid rising global uncertainty and reduced cross-border academic fluidity.

Emerging technologies face adoption barriers that require not only technical optimization but also strategic alignment with local ecosystems. This study investigates UAV adoption in Indian agriculture through a hybrid strategic management model integrating forecasting, structural equation modeling (SEM), and stakeholder engagement. Data were collected from 180 farmers, service providers, and policymakers across Uttar Pradesh and Madhya Pradesh, combined with AI-based diffusion forecasting models. Results reveal that adoption intention was significantly influenced by perceived cost savings (p<0.01), regulatory clarity (p<0.05), and trust in service providers (p<0.01). AI-based forecasting aligned closely with SEM outputs, validating the role of hybrid approaches for strategic planning. Furthermore, scenario analyses demonstrated that early policy interventions such as subsidies or community spraying collectives can accelerate adoption by up to 35% in certain regions. By integrating computational forecasting with qualitative ecosystem mapping, this framework provides a more holistic lens to design diffusion strategies for disruptive technologies. The research also emphasizes feedback loops between field-level outcomes (yield gain, input reduction) and strategic adoption models, showing how empirical evidence can refine management decisions. The study demonstrates that strategic management of emerging technologies benefits from combining quantitative adoption modeling with ecosystem-level strategies. For agritech entrepreneurs and administrators, this research offers a replicable framework to accelerate diffusion of disruptive technologies while mitigating socio-regulatory resistance. Beyond UAVs, the approach is transferable to other emerging domains such as healthtech and fintech, where innovation often outpaces regulation.

Entrepreneurial leadership in frontier technologies often occurs behind the scenes, shaping ecosystems rather than spotlighting individuals. This paper explores the concept of “invisible leadership” through the author’s experience leading multi-venture agritech and healthtech initiatives, including UAV-based precision agriculture platforms, rural IoT systems, and AI-driven marketplaces. A case study methodology was adopted, triangulating venture-level data (funding, team growth, patents filed), user adoption metrics, and leadership practices across five startups. Key results demonstrate that decentralized team structures, systems-first processes, and cross-sector collaborations can enable rapid scaling without operational chaos. For instance, CHIRAG CONNECT, a drone-based spraying platform, expanded farmer engagement 4× within two years under an invisible leadership model that emphasized ecosystem trust over top-down directives. While the leader held formal responsibility as Managing Director, the leadership remained “invisible” because processes and collaborations, not personal visibility, drove adoption. Similarly, ventures such as BID.ai and Mushroom Kothi scaled by embedding accountability systems, compliance protocols, and training mechanisms that empowered interns, partners, and rural entrepreneurs to lead execution independently. The findings further highlight that invisible leadership is not passive—it is a deliberate choice to build structures that make leadership less visible yet more impactful. The study concludes that leadership in high-uncertainty environments requires a shift from charismatic centrality to invisible systems-building—empowering teams, embedding accountability, and designing processes that scale sustainably. These insights contribute to leadership theory by framing entrepreneurial growth as a collective system rather than an individual journey.

The rapid diffusion of drone-based precision agriculture in India has exposed both opportunities and governance gaps in public management systems. This study presents a systems-level evaluation of UAV spraying for crop protection, linking technical efficiency metrics with administrative decision-making frameworks. A mixed-methods approach was adopted: (i) quantitative life cycle assessment (LCA) of UAV spraying versus conventional methods in three crop systems (mango, rice, sugarcane), (ii) stakeholder interviews with farmer cooperatives and extension officials, and (iii) scenario modeling for policy integration. Results showed input reductions of 30–45% in water and pesticide usage, while highlighting administrative bottlenecks in regulatory clearances, subsidy pathways, and adoption incentives. The findings illustrate how public managers can integrate emerging agri-technologies into sustainability governance through adaptive regulations, farmer engagement models, and performance benchmarking. In addition, the research underscores the necessity of aligning innovation with Sustainable Development Goals (SDGs) to ensure long-term acceptance and legitimacy. Beyond agriculture, UAV policy integration has potential spillover benefits in climate monitoring, disaster response, and rural development, suggesting a broader administrative role for technology-enabled governance. This study therefore provides actionable pathways for ministries, local governments, and farmer cooperatives to systematically incorporate UAVs into agricultural policy while balancing efficiency gains with equity concerns. By aligning technical evidence with administrative reforms, it demonstrates a structured framework for technology adoption in agriculture that bridges engineering innovation and governance practice.

The United Nations 2030 Agenda has elevated the eradication of poverty to a central priority of global governance, urging societies to mobilize all relevant actors. Religious organisations (ROs) play an indispensable role in addressing social needs of public relevance (e.g., education, healthcare, and poverty alleviation). Their mission, historically centred on pastoral and spiritual care, has progressively expanded to encompass social services, positioning them as key players within collaborative governance networks (Koku & Acquaye, 2011). As Benedict XVI stated in Deus Caritas Est (2005), the Church’s charitable action is not ancillary but constitutive of its identity, directly linked to the pursuit of the common good.

Poverty has been reconceptualised as a multidimensional condition, transcending income deprivation and encompassing cultural exclusion, health inequalities, and lack of access to education and essential services (Bradshaw, 2007; Ayiemba et al., 2015). This multidimensionality has raised expectations on ROs, compelling them to adapt structures and practices to remain effective contributors to public value creation (Moore, 1995). Their ability to generate trust, foster inclusion, and provide essential services situates them as non-state actors co-producing (public) value.
These external pressures raise crucial questions of organisational change. As Hadaway (2011) and Moyer et al. (2012) note, ROs face growing challenges of innovation, stakeholder pressure, and managerial adaptation (Torry, 2017).
This study addresses a central research question: how do societal transformations associated with the UN 2030 Agenda and contemporary governance challenges reshape the internal organisation of religious entities? Methodologically, it employs an exploratory case study analysis (Yin, 2003) to examine the organisational implications of religious involvement in collaborative governance. The expected outcome is that ROs, rather than retreating behind spirituality, will gradually shift toward managerial practices, becoming hybrid organisations where managerial logics provide new momentum to spirituality, ensuring continued social relevance in modern times.

In the context of global political uncertainties, as well as environmental and economic crises, tourism business entities need innovative security strategies. In particular, aspects of optimizing resource use and developing customer-oriented experiences that respond to changes in security and behavioural modifications are becoming key. This is facilitated by digital technologies that can overcome multi-system barriers. At the same time, the ongoing war in Ukraine has created unprecedented challenges for tourism entities, requiring the integration of strategic approaches to crisis management that ensure both resilience and future recovery. This study explores the role of digital tourism as a tool for adaptive transformation and value creation in wartime conditions. The emphasis is on how digital platforms, virtual experiences, CRM systems, and AI-based personalization contribute to maintaining the visibility of tourist destinations, supporting customer engagement, and creating alternative economic activities. To address these aspects, a qualitative approach was applied, including the development of a Matrix of Creative Value of a Tourist Destination, the identification of key components of a destination’s Digital-Resilience and an Innovation Model (D-RIM) to systematically evaluate strategic crisis management and the adaptability of tourist destinations during wartime. The study highlights the strategic importance of creating digital assets to preserve cultural assets, create VR tours and tours of tourist attractions and locations that are physically destroyed or inaccessible for specific reasons. Drawing on empirical research on Ukrainian tourism initiatives, the article identifies key digital innovation practices that support the strategic repositioning of tourism destinations. The results offer insights for policymakers, tourism professionals, and local communities seeking to sustain tourism activities and prepare for revival.