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With the lifting of the COVID-19 lockdown, the construction industry is gradually moving towards a new normality. This study aims to evaluate the construction project performance in the post-COVID-19 pandemic context and proposes a roadmap framework to achieve project recovery in China. This paper follows a sequential mixed methodology with three core steps. First, the critical success factors (CSFs) and key performance indicators (KPIs) are derived from literature reviews and expert interviews. Second, the study conducts a questionnaire survey with 150 experts. Third, the research implements factor analysis and analytic hierarchy process (AHP) analysis for CSFs and characteristics and comparative analysis for KPIs. Based on the results, the study employs structural equational modelling (SEM) to connect the CSFs and KPIs and develop a roadmap towards the post-COVID-19 pandemic recovery of the construction projects. The study identifies 32 CSFs and 25 KPIs and categorises them into five clusters, respectively. The SEM analysis suggests that management and technological innovation significantly contribute to achieving enterprise strategic goals and advancing industrial development. The consistency of project goals and external expectations also positively affect the satisfaction level of stakeholders and social impact. In addition, the AHP clarifies that the stability of the external environment, the internal support, and the adequacy of resources are critical drivers to the post-COVID-19 recovery of construction projects. This research proffers a roadmap towards the project recovery of the construction industry in the post-COVID-19 era by connecting the performance indicators and their critical success drivers. The findings would guide comprehensive design and construction, project life cycle management, and assist in dealing with public health emergencies in construction project management to maximise the organisation's profits and positive social impact. [ABSTRACT FROM AUTHOR]

Copyright of Review of Policy Research is the property of Wiley-Blackwell and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

In the context of technological innovation promoting the long-term sustainable development of enterprises, how to better motivate senior executives to create greater value for an enterprise is being widely discussed. In particular, the COVID-19 outbreak has raised concerns about whether companies can deliver more value by holding large amounts of cash. However, although scholars have conducted a lot of research on topics such as innovation and firm value, how differentiated executive compensation incentives regulate the relationship between firm innovation and the value of cash holdings has hardly been explored. This paper selects the balanced panel data of 1470 A-share listed companies from 2012 to 2020 in China to explore the relationship between innovation investment, executive compensation, and the value of cash holdings. It is found that innovation investment has a positive impact on the value of the cash holdings. Based on Herzberg's hygiene motivational factors, different types of executive compensation may have a hygiene effect or a motivational effect, which is different. As a result, the moderating effect of executive compensation on innovation investment and the value of cash holdings are significantly different. Executive equity compensation and in-service consumption are motivational attributes. They have a positive moderating effect on innovation investment and the value of cash holdings. The moderating effect of executive monetary compensation on innovation investment and the value of cash holdings changes with the change in monetary compensation. When monetary compensation is lower than the threshold value, monetary compensation is reflected as a hygiene attribute, so it has no significant positive moderating effect on innovation investment and the value of cash holdings. When monetary compensation is higher than the threshold value, monetary compensation is reflected as a motivational attribute, so it has a significant positive moderating effect on innovation investment and the value of cash holdings. Meanwhile, it is tested that monetary compensation is not manipulated by executive compensation defense behavior when it is reflected as motivational attributes. [ABSTRACT FROM AUTHOR]

The purpose of this paper is to present the factors driving and accelerating the adoption of innovation by highlighting China's experience in tackling the spread of the Coronavirus COVID-19. A literature review of types, degrees and drivers for innovations was conducted. We adopt descriptive research by using a specific method for the review, the authors selected a set of papers from various scientific databases as a study sample, which covers the knowledge domain object of this study. The findings show that there are several factors driving and accelerating innovation according to the sector and field of activity. The result shows that there are other factors specific to the country of China that promote innovation, which called "3+6+7" reform agenda [ABSTRACT FROM AUTHOR]

Copyright of Journal of Hospitality & Tourism Technology is the property of Emerald Publishing Limited and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

As the COVID-19 pandemic crisis left developing countries with economic setbacks, it is high time to highlight that innovative technologies lead the digital economy. The big powers including the United States and China are already implementing industrial policies that involve large-scale fiscal expenditures to secure the lives and safety of their people. To prepare for the future up to 2025, this paper reflects opinions of industry-academia-research experts regarding changes in the external environment and industry trends. By reflecting results of focus group interviews and changes in the external environment and industry trends, a new high-level 5X strategy (Digital Transformation, Energy Transformation, Bio Health Transformation, Supply Chain Transformation, and Research Transformation) to solve national tasks required for the existing ten policy demand fields and ten agenda during lower-level policy implementation stages were derived. [ABSTRACT FROM AUTHOR]

Copyright of China Textile Leader is the property of China Textile Information Center and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Copyright of Journal of Central China Normal University is the property of Huazhong Normal University and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Copyright of China Textile Leader is the property of China Textile Information Center and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Live streaming has risen as a new force especially in China during the COVID-19 pandemic. This study adopted frame analysis combining with factor analysis on news coverage to investigate the mechanism of live streaming remedying defects and restoring confidence after the severe blow. Themes including 'tourism under the COVID-19—supply side, tourism under the COVID-19—demand side, travel live streaming pattern, region revitalization, new travel trend and virtual image-building' were identified. We also examined the topic distribution of eight stakeholders (tourists, enterprise employees, tourism enterprises, governments, other enterprises, live streaming platforms, media and local communities). These findings provide insights into how new technologies, especially the emerging live streaming, promote the tourism resilience. [ABSTRACT FROM AUTHOR]

To overcome the continuous decline in its gross domestic product growth rate, China has advocated new and old kinetic energy conversion (NOKEC) as a policy for sustainable economic development in the post-COVID-19 era. The innovation drivers of NOKEC are the key to promoting sustainable economic development. However, the innovation drivers have various orientations, and their selection requires multiple-criteria decision-making (MCDM). This study proposes a modified Delphi method combined with the best–worst method (BWM) as a research framework for selecting and ranking innovation drivers. Our results show the validity of this integrated research framework on a case based in China in the post-COVID-19 era. The results reveal 21 innovation-driven factors of NOKEC with varying levels of relative importance. These results may provide a basis for policymakers and researchers with a useful further understanding of the importance and prioritizing of innovation drivers. In this study, BWM uses 4% fewer pairwise comparisons than AHP, and the consistency ratio is in the range of 0.00 to 0.24. [ABSTRACT FROM AUTHOR]

Copyright of Agricultural Outlook (1673-3908) is the property of Institute of Agricultural Information, Chinese Academy of Agricultural Sciences and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Social innovation and social entrepreneurship usually follow a bottom‐up pattern. Companies and entrepreneurs decide to focus their business effort on meeting critical and urgent social needs. However, what happens when institutions promote or push top‐down initiatives? The outbreak of COVID‐19 is redefining, for many aspects, entrepreneurial dynamics. By creating a critical shortage of resources and medical supplies, the pandemic drew central and local institutions to push companies to cover the increasing social and medical needs. This study explores how companies reacted to top‐down‐initiated social innovation and social entrepreneurship activities. In doing so, the study focuses on the first heavily hit country, China, and it collects data from companies involved in the production of medical masks and the provision of solutions for nucleic acid tests. Our findings reveal that companies answer to top‐down pushes by implementing two main strategies in a time of crisis. First, the social bricolage by exploiting available and local resources. Second, companies react with agility by re‐thinking their internal innovation, relying on past similar experiences, and making their resource fluid. Our study adds the literature regarding social innovation and entrepreneurship in a crisis time by providing implications for institutions and organizations in setting and responding to strategies for future crises. [ABSTRACT FROM AUTHOR]

Copyright of Berliner Debatte Initial is the property of Berliner Debatte Initial e.V. and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)