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All Journal Aptisi Transactions on Management AURORA: Journal of Emerging Business Paradigms
Dlamini, Sipho
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Computer Science & IT Decision Sciences, Operations Research & Management Economics, Econometrics & Finance

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Sustainable Management Strategies to Enhance Business Competitiveness in the Technology Sector Abudaqa, Anas; Geraldina, Ira; Rakhmansyah, Mohamad; Miftah, Mohammad; Dlamini, Sipho
APTISI Transactions on Management (ATM) Vol 8 No 3 (2024): ATM (APTISI Transactions on Management: September)
Publisher : Pandawan

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.33050/atm.v8i3.2359

Abstract

The increasing global demand for sustainable business practices has placed significant pressure on organizations, particularly within the technology sector, to adopt strategies that balance environmental, social, and economic goals. This study investigates the role of sustainable management strategies in enhancing business competitiveness in the technology industry. The research employs a mixed-method approach, integrating quantitative data from key performance indicators (KPIs) such as market share, operational efficiency, and innovation outcomes, with qualitative insights gathered from in-depth interviews with senior executives. The results demonstrate that companies adopting sustainability practices experience a measurable improvement in operational efficiency (10%) and market share (15%), confirming that sustainability serves as a critical enabler of competitive advantage. Qualitative findings further reveal that sustainability initiatives bolster brand differentiation, customer loyalty, and regulatory compliance, contributing to long-term success. These strategies not only help firms navigate evolving regulatory landscapes but also enhance their positioning as leaders in innovation and social responsibility. This study concludes that sustainable management strategies are essential not just for compliance, but for fostering long-term business resilience and market leadership in the fast-paced technology sector.
Inclusive Leadership and Its Effect on Employee Performance Outcomes Mbeki, Thabo; Dlamini, Sipho; Zuma, Nomvula
Aurora: Journal of Emerging Business Paradigms Vol. 2 No. 2 (2025): December
Publisher : PT. Sangadji Media Publishing

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.62394/aurora.v2i2.276

Abstract

Inclusive leadership has gained increasing attention as organizations seek leadership approaches that foster both equity and performance in diverse work environments. This study examines the effect of inclusive leadership on employee performance outcomes using a quantitative research design. Data were collected through a cross-sectional survey of 287 full-time employees working in medium to large organizations. Inclusive leadership was measured using a validated scale capturing leaders’ openness, accessibility, and availability, while employee performance outcomes were assessed through task and contextual performance indicators. The data were analyzed using descriptive statistics, correlation analysis, and multiple regression analysis. The results reveal a positive and statistically significant relationship between inclusive leadership and employee performance outcomes. Inclusive leadership was found to be a strong predictor of employee performance after controlling for demographic variables, explaining a substantial proportion of variance in performance outcomes. These findings support social exchange theory and social identity theory by demonstrating that inclusive leadership behaviors encourage employees to reciprocate with higher levels of performance and organizational contribution. The study contributes to the leadership and human resource management literature by providing empirical evidence on the performance-enhancing role of inclusive leadership within a highly diverse organizational context. Practically, the findings highlight the importance of integrating inclusive leadership principles into leadership development and human resource practices to enhance employee performance and organizational effectiveness.
Co-Authors Abudaqa, Anas Ira Geraldina Mbeki, Thabo Miftah, Mohammad Rakhmansyah, Mohamad Zuma, Nomvula