This study investigates the ways in which collaboration may provide a competitive advantage in global marketing through focused strategy, differentiation, and cost leadership. The study uses Partial Least Squares Structural Equation Modelling (PLS-SEM) to analyze data and present a comparative analysis of separate and combined strategic approaches. The result of the study implies that differentiation is the main factor influencing the variation in collaborative competitive advantage, which accounts for the largest percentage of explained variance (R² = 0.729). Whereas the combined model also shows a high level of explanatory ability (R² = 0.693). The path coefficient shows that differentiation, focused strategy, and cost leadership have a positive impact on competitive advantage. The integrated model also shows significant indirect effects, highlighting the benefits of combining several strategies. These results suggest that in order to optimize resource allocation and enhance market positioning, firms should adopt a comprehensive approach that incorporates many techniques. This study contributes to the existing research in strategic management by emphasizing the importance of a cohesive strategy in sustaining a competitive advantage in the fast-evolving digital marketing field.

The Indonesian government currently focuses on high infrastructure development to prepare for connectivity between one city and another. The massive construction of the new government capital is also called the archipelago's capital. This condition impacts companies supporting construction projects, which are growing rapidly. This growth is supported by corporate governance and the cash-holding industry, which supports infrastructure projects for the company's financial performance. This research aims to determine the role of cash holding and corporate governance (board skill, independent director, managerial ownership) on the financial performance of infrastructure-supporting manufacturing companies in Indonesia. The sample used in this research was 83 manufacturing companies listed on the Indonesia Stock Exchange in the 2010-2020 period. This research uses panel data regression as a data analysis method. The results of this research show that managerial ownership significantly impacts increasing cash holding by maintaining the optimization of cash and cash equivalents. The company's managerial ownership cannot impact board skills because many companies still need to accommodate share ownership by management and board-skill-educated doctors. This condition also causes board size skills not to impact increasing cash holding in the company. Board skills have yet to be able to impact financial performance significantly. Managerial ownership and cash holding impact increasing return on assets, thereby increasing financial performance for manufacturing companies that support infrastructure projects. The independent director, as a variable moderator, still needs to be capable of moderating managerial ownership, board skill, and cash holding to improve financial performance. This condition is caused by data from several companies still needing more independent directors. Research provides a practical contribution to the owner as soon as possible, recruiting board members with doctoral education as competent board skills and making independent directors have a vital role in improving financial performance. The theoretical contribution to research is to enrich the theory of corporate governance and financial performance.

To effectively manage the challenges associated with meeting schedules, costs, and quality requirements in construction projects, it is crucial to address potential risk factors. Despite extensive research on risk management in construction, a significant gap persists concerning the uniformity of risk factors and their effects across various construction project types, geographical locations, and cultural contexts. This research presents a structured three-step approach to risk management, covering risk identification, analysis, and response. The methodology is applied to both the General Construction (GC) and Banking Construction (BC) sectors in Egypt, involving industry professionals through surveys. Quantitative analysis using the Relative Importance Index (RII) and Fuzzy-set theory gauges the influence of each risk factor, while Spearman Ranked Correlation tests differentiate risk profiles between sectors. A comparative analysis highlights Egypt-specific risk factors versus regional or global factors. Key risk factors with high centrality scores are identified, and optimal risk reduction strategies are selected using the Technique for Order of Preference by Similarity to Ideal Solution (TOPSIS). The study reveals significant sector-specific risk differences and highlights the need for tailored risk management strategies. Key contributions include identifying vital risk factors, comparing them globally and regionally, and proposing effective mitigation strategies to enhance project timelines, costs, and quality.

This study investigates the impact of different leadership styles on project success, specifically examining the mediating role of team collaboration. This study utilized a diverse sample of 202 respondents representing five distinct national contexts: Jordan, Saudi Arabia, China, Australia, and the United Arab Emirates. PLS-SEM were employed to analyze the relationships between transformational leadership, transactional leadership, laissez-faire leadership, team collaboration, and project success. Our findings reveal that both transformational and transactional leadership styles are positively associated with project success. Conversely, laissez-faire leadership demonstrated a negative relationship with team collaboration but did not directly predict project success. Importantly, team collaboration was found to mediate the relationship between both transformational leadership and project success, as well as between transactional leadership and project success. However, the hypothesized mediating role of team collaboration between laissez-faire leadership and project success was not supported. These findings underscore the critical role of leadership style and team collaboration in achieving project success, offering valuable insights for organizations and project managers seeking to optimize leadership practices and foster collaborative work environments.

This study proposes a simheuristic that hybridizes NSGA-II with Monte Carlo simulation to address a stochastic flexible flow shop problem featuring stochastic machine breakdowns. In real-world scenarios, machine breakdowns frequently occur, resulting in negative impacts such as time loss, late deliveries, decreased productivity, and order accumulation. Therefore, this study considers the times between failures and times to repair as stochastic parameters. Multiple objectives are concurrently addressed, including expected makespan, expected tardy jobs, and the standard deviation of tardy jobs. A mathematical model was formulated for the deterministic version of the problem and separately solved for the minimization of tardy jobs and the minimization of makespan in small instances. Subsequently, the proposed simheuristic was executed for both small and large instances. The results demonstrate that the NSGA-II simheuristic enhances outcomes across all objective functions compared to the simulation of optimal solutions provided by the mathematical models in small instances, yielding average GAPs of -16.64%, -21.87%, and -53.33% for expected tardy jobs, expected makespan, and standard deviation of tardy jobs, respectively. Furthermore, the simheuristic outperforms the simulation of solutions given by seven dispatching rules, showcasing average improvements of 48.01%, 48.18%, and 95.63% for the same objectives, respectively.