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  THE ROLE OF HUMAN RESOURCES MANAGEMENT IN ACHIEVING SUSTAINABLE DEVELOPMENT GOALS IN THE COMPANY

  In today’s business world Human Resources Management (HRM) has expanded beyond its role. Now it plays a crucial part in guiding companies towards achieving Sustainable Development Goals (SDGs). This analysis explores the connection between HRM practices and the pursuit of objectives within organizations. HRM serves as a pillar in fostering a ... In today’s business world Human Resources Management (HRM) has expanded beyond its role. Now it plays a crucial part in guiding companies towards achieving Sustainable Development Goals (SDGs). This analysis explores the connection between HRM practices and the pursuit of objectives within organizations. HRM serves as a pillar in fostering a corporate culture where social responsibility and environmental awareness seamlessly integrate into everyday operations. By aligning HRM strategies with SDGs companies can effectively utilize their resources to make contributions to society and the environment. A key element in this collaboration is employee engagement. Committed and motivated staff members actively contribute to achieving sustainability targets. HRM practices that prioritize skill development, diversity and inclusion and employee well-being not improve performance but also lay the foundation for a socially responsible workforce. Through training programs HRM ensures that employees have the knowledge and skills to address sustainability challenges promoting a culture of continuous learning and innovation. Additionally, strategic HRM plays a role in integrating sustainability considerations throughout an employee’s journey within the organization. From recruitment processes that emphasize alignment with company values to performance evaluations incorporating sustainability metrics HRM guides employee behavior and attitudes towards practices. The integration of HRM, with SDGs extends beyond boundaries. Human resource management (HRM) experts are playing a growing role, in fostering supply chains guaranteeing sourcing methods and working together with external partners to enhance the company’s positive influence, on the broader community. In addition, HRM becomes a driver of collective action towards shared sustainability goals through partnerships with educational institutions, NGOs and industry peers. As such, this implies that there exists possible trans formative power within human capital embedded in how these two concepts interact with each other. This means that HRM as a functional requirement but also a strategic enabler for sustainable development is not just part of it but also a significant factor for any company operating in this era of raised environmental and social consciousness. Considering the given factors, the objective of this article is to explore the role of Human Resource Management (HRM) in aligning organizational practices with Sustainable Development Goals (SDGs) and to identify specific HRM strategies that foster sustainable growth within companies.

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  BUSINESS INNOVATION SELF-ASSESSMENT WITH ARTIFICIAL INTELLIGENCE SUPPORT FOR SMALL AND MEDIUM-SIZED ENTERPRISES

  -This study investigates the role of AI-powered self-assessment tools in enhancing innovation management for small and medium-sized enterprises (SMEs). The primary purpose is to provide SMEs with a cost-effective means to assess and develop their innovation capacities across eight key areas strategic orientation, innovation portfolio, innovation ... -This study investigates the role of AI-powered self-assessment tools in enhancing innovation management for small and medium-sized enterprises (SMEs). The primary purpose is to provide SMEs with a cost-effective means to assess and develop their innovation capacities across eight key areas strategic orientation, innovation portfolio, innovation process, innovative talent and culture, innovation capabilities, technology adoption, strategic alliances, and innovation performance measurement. Utilizing a qualitative, exploratory approach, data was gathered through a Scopus database search and supplemented with relevant literature on AI and innovation management. Findings reveal that AI-driven assessments based on data analysis, pattern recognition, and predictive modeling significantly benefit SMEs by offering actionable insights and recommendations, enabling efficient decision-making, and promoting competitive dynamism. However, limitations such as data quality, algorithmic bias, and privacy concerns must be carefully managed to avoid potential risks associated with AI implementation. The study discusses the impact of AI on reducing the "innovation divide" by democratizing access to advanced innovation management tools, thus supporting SMEs in achieving strategic growth and market adaptability. This research concludes that AI-driven tools represent a valuable asset for SMEs, bridging gaps in consultancy access, and fostering economic inclusivity.

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  MANAGERIAL TIES AND OPERATIONAL PERFORMANCE OF TOURISM BUSINESSES IN VIETNAM: THE MEDIATING ROLE OF RESOURCE ACCESS

  The outbreak of COVID-19 has a negative effect on the operational performance of tourism business. Thus, many tourism firms have stopped operating. Therefore, social networks and access to external support resources are crucial in overcoming the crisis. This study, which is grounded in social network theory, attempts to assess how managerial ties ... The outbreak of COVID-19 has a negative effect on the operational performance of tourism business. Thus, many tourism firms have stopped operating. Therefore, social networks and access to external support resources are crucial in overcoming the crisis. This study, which is grounded in social network theory, attempts to assess how managerial ties affect operational performance through the mediating function of resource access (RA). The study uses the structural equation modelling (SEM) methodology and includes 212 managers from Vietnamese tourism companies in its sample. The findings show a positive and significant relationship between business partner ties (BPT) and government agency ties (GAT) and operational performance (OP). The study also investigates RA's partial mediating function between GAT, BPT and OP. The results are practical for managers in building relationship networks to increase RA and improve OP. Finally, this study suggests certain limitations and outlines directions for further research.