This special issue of MODERN MANAGEMENT FORUM is dedicated to the studies on Econophysics in Modern Financial Management. We see a spectrum of interest rates and asset returns across financial markets which has made arbitraging a threat to the rationalization of returns which ought to be the natural outcome of globalization of businesses. By studying the interaction of econophysics with financial management principles we ought to be able to narrow the gaps and spreads thus making asset markets more efficient. Hence, we dedicate this issue to the particular issue of Econophysics in Modern Financial Management.

The Lead Guest Editor

Soumitra Kumar Mallick

In the world, waste production occurs at a considerable rate, and very few of them are recycled. It is important to improve recycling ways of ferrous and non-ferrous production industries wastes in order to reduce the damage to the environment and the economy. These industrial wastes can be reused in many other industry applications. 

The Lead Guest Editor

Sinem Çevik

In the Special Issue, we foreground an important but under-researched theme – the role of artificial intelligence (AI) in human resource management. We invite scholars, managers and organizations to submit their manuscripts to an upcoming special issue of the Modern Management Forum on Artificial intelligence (AI) in human resource management, which is dedicated to advancing theories for understanding the unique implication of AI in personnel policy, talent development, managerial effectiveness and, more generally, human resource management.

The Lead Guest Editor

Kirk Chang

The transportation problem and smart logistics contributes enormously to the sustainable development, for instance social, economic, and environmental. Decision making for sustainable transportation is a merged manner as it involves many-interested party. In this special issue we shall to give a decision-making via optimization methods in Sustainable Transportation problem and Smart Logistics. 

The Lead Guest Editor

Jalel Euchi

Knowledge is a crucial organizational resource irrespective of economic sector, organization type, or mission objective; managing knowledge, accordingly, is essential to corporate vitality and viability. As a critical performance variable, the regulation of knowledge flux is frequently considered in management theories - e.g., social cognition, social capital, theories - that explore how knowledge flow can be aligned with organizational performance. These theories posit that key elements in transformative leadership involve the ability to evoke antecedents maximizing effective knowledge distribution. Successful management thereby relates organizational performance to information transfer ability alone. Tests of these theories reveal, however, that information transfer is instead promoted by corporate invested, personnel value, an intangible benefit termed focal efficacy that is associated with intrinsic valuation or personal meaning. These results imply that value investment in personnel is a variable independent of knowledge transfer ability and imply that successful management will seek to evoke both variables independently. Daley (1986), for example, underscored the need to distinguish individual flourishing from productivity potential, by defining personnel related parameters like job challenge, role clarity, and organizational citizenship. How these variables can be independently elicited in modern global economies is an especially acute and unresolved problem today, where management is faced with obstacles of cultural disparity, transience in virtual electronic communication, and allegiances among community social networks, among others. This special issue of Modern Management Forum seeks theoretical and pragmatic contributions that can guide transformative leadership in synergistically balancing knowledge management with personnel value in globally extended corporate enterprises.

The Lead Guest Editor

Denis Larrivee

The Environment represents for humans that water is for fish. No life is possible in a degraded Environment. Unfortunately, the latter is facing nowadays several aggressions resulting on various malfunctions. These are deforestation, climate change, poor waste management, over-extraction of mineral resources, excessive capitalism accompanied by economic greed, etc. These major problems are not only dependent and interconnected, that is to say, the appearance of one may cause others, but also capital (that is to say, can generate dozens of other secondary problems). For example, deforestation may cause extinction of some essential plant and animal species, increasing the air pollution processes and generate or aggravate the phenomenon of climate change.

The Lead Guest Editor

Zakari Arétouyap

This area involves production and control of products in line with industry 4.0. Manufacture of goods needs preciseness and accuracy.

The Lead Guest Editor

Tawanda Mushiri

This Special issue for MMF serves as a platform to share contemporary knowledge in the area of Business Management. Specifically it addresses current issues related to Human Resource Management, conflict management, leadership of business firms. The issue is designed to be vital for academicians, Researchers, local policy makers and business person in their day to day effort of decision making.

The Lead Guest editors

Abel Mehari

Increasingly and dynamically, the business environment in general has witnessed rapid technological sophistication. The tendency to market liberalization is a representative characteristic of the large global market. Moreover, business organizations all over the world are struggling to take advantage of the rapid development of information technology and communication characteristic of the contemporary global economic phenomena.

The Lead Guest Editor

Mohammed Alsamhi

To further expand the readership and accelerate the development of this journal, the publisher’s committees decided to jointly organize a Chinese version

Although the difference between managers and leaders appears almost nitpicky at face value, it’s actually quite distinct. The former control the direction of progressthrough existing and emerging processes; the latter provide vision and inspirationwithout getting in the trenches. Think of leaders as premium fuel and managers as an efficient engine: Both are necessary to get a sports car from one destination to another. That distinction, however, is darn hard to implement in most companies.

The basic issue is that when strong managers rise to leadership levels, they're expected to change their way of doing things. But just because they boast a C-suite title doesn’t mean they can let go of their “let’s all roll up our sleeves and dig in” attitude. In fact, many lean on old patterns of managerial behavior, which destroy their ability to adjust. Yet modern leaders must be willing to bury the management habits they honed and become coaches instead.

There’s little doubt that your employees are your most valuable resource, but they can also be the biggest drain on your time and energy. Still, managing your workforce in a way that promotes employee engagement is vitally important -- and it can have a direct impact on your bottom line.

According to a report from the National Institute for Occupational Safety and Health, 40 percent of employees surveyed said that their work was either very stressful or extremely stressful, and more than a quarter reported frequently experiencing burnout at work. It’s no wonder, then, that Gallup reports only about one-third of employees are actually engaged in their work, and more than half are actively looking for different jobs -- or are at least keeping an eye out for any openings.