Denis Ramadia

20220080265

Keynote speech 1: Prof Weng Marc Lim

Corporate social respondbitty (CSR) and cost of capital (COC) have been investigated in the past but
not in tandem with policy intervention. This paper examines the impact of CSR on COC together with
the policy intervention of mandatory CSR. This study uses a sample of 512 nonfinancial firms in India
as a case and the costs of debt (COD) and equity (CO) as meas for COC. The findings indicate that (1)
higher CSR performance decreases COD and increases CO and that (2) mandatory CSR legislation
moderates their relationships such that it increases COD and COE.

Therefore, consistent with signaling theory, we conclude that mandatory CSR spending signals a loss
of discretionary power of CSR spending and signal intentionality and an implicit increase in agency
costs.

The rise of new-age technologies has spurred a new industrial revolution, resulting in a digital
transforma- tion in the way we work. The global COVID-19 pandemic has further accelerated the
digitalization of work While digitalization has many positive outcomes, its darker side should be
proactively managed, not neglected. In this regard, this paper aims to identify and investigate human
resource (HR) practices that can enable employees to manage the challenges caused by digitalization
in the future of work (FoW). To do so, we employ fuzzy total interpretive structural modeling (TISM)
on survey data acquired from senior profes- sionals with HR responsibilities to ascertain the
influence of HR practices in managing the dark side of digita- lization in FoW. In doing so, we
showcase the influence of (1) practices that promote work-life balance, (ii) democratization of work
and work technologies, (iii) practices that promote employee empowerment, (iv) practi- ces that
promote entrepreneurial behavior, (v) reskilling for mastery, and (vi) practices that promote
employee wellbeing in managing the dark side of digitalization in FoW, thereby advancing theory
and practice of FoW. ©2022 The Author(s). Published by Elsevier España, SLU. on behalf of Journal
of Innovation & Knowledge. This is an open access article under the CC BY license
(http://creativecommons.org/licenses/by/4.0/)

Purpose Innovation goes beyond creation, concentrating on enhancement, which is essential for
advancement. Since 1998, the European Journal of Innovation Management (FIM) has been a
leading forum dedicated to thought leadership and research on the advances in innovation
management. Given that EJIM has run over two decades, the time is now opportune to reflect on
the journal's contributions to innovation management. Thus, this paper aims to retrospectively
review the productivity, impact and knowledge of innovation management research in EJIM.

Design/methodology/approach - This paper adopts a bibliometric methodology to engage in a

retrospective review of EJIM. The bibliographic data of 757 papers published in EJIM from 1998 to
2021 were retrieved from Scopus and analyzed using performance analysis and science mapping
techniques.

Findings - The productivity (publication) and impact (citation) of innovation management research
curated by EJIM have grown prolifically over time. Though EJIM operates with a European title, the
journal receives and publishes contributions worldwide (e.g. Asia, Europe, North America, South
America and Oceania). Noteworthily, the knowledge of innovation management research in EJIM
can be divided into four categories: basic themes (general), which comprise innovation, open
innovation, new product development and product and process innovation; motor themes (well-
developed), which consist of organizational culture and innovation and leadership and creativity,
niche themes (very specialized), which include dynamic capabilities and business model innovation;
and emerging or declining themes (weakly developed or marginalized), which is made up of research
and development (R&D) and green innovation.

Originality/value-This paper offers a seminal retrospection of EJIM and the journal's productivity,
impact and contribution to innovation management.

Keywords Bibliometric analysis, Bibliometric review, Business model innovation, Creativity, Dynamic
capabilities, Green innovation, Innovation, Leadership, New product development, Process
innovation, Product.

THE 4-STEP APPROACH:

1. UNTEACH prospects about something they already knew or believed about their current business
needs or operations, which disrupts their learning process (i.e. the prospect's journey to learn on
their own).

2. TEACH prospects something new and valuable about how to differentiate and compete in their
market, which creates a positive sales experience, based on realities that customers have not
thought about (e.g. something counterintuitive).

3. TAILOR compelling marketing pitches that resonate with each individual prospect and address
their biggest concerns and issues, which creates individual prospect buy-in and wins organization-
wide support.
4. TAKE CONTROL of the marketing discussion and the exchange process, which skews the prospect
behavior in favor of the B-to-B challenger marketer (e.g. on pricing, on challenger prospect's thinking
around the problem).

Keynote speech 2: Ms. Jatupron Pimngern

Inclusive

Minimum as low as THB 1,000 for both people and small businesses Thais and foreigners

Digitally accessible

Avaialble 24 x7. Reduce time spent in getting services

Affordability

Best FX rate and Flat Fee to all countries

Highly transparent

No hidden charges

Interoperability

Seamlessly integrate to local & global payments

Improve quality of life

Giving consumer control of choices, and peace of mind.

The UN Sustainable Development Goals (SDGs) are aiming to reduce an inequality among countries
by reduce to cost of cross-border remittance and payments down to 3%.

Payment infrastructure

• Interoperability payment infrastructure between Bank-FinTech

• Blockchain platform (i.e. National CBDC)

• Co-Creation

Embedded Payment

• Smart device connected to Internet of Things (IoT)

• Smart checkout (ie. cashier- less shopping, connected car, eComm embedded wallet)
• Transit payment (Open-loop)

• Support future form of money (i.e. Retail CBDC)

People & inclusion

• Access to new form of money and payment

• Access to Financial services which lead to improved in quality of life (i.e. housing, business loans,
remittance, insurance)

• Availability of Secure Public WiFi

• Affordable Internet/5G.

Economy

• Open banking, allowing customer to bank with any Fis

• Digital Lending/ Supply chain financing (utilizing data)

• Digital identity

• Personal data protection

• Borderless & Seamless

• ESG

Keynote speech 3: Prof Vanessa Gaffar

Negative Impacts

• Social dislocation

• Loss of cultural heritage

• Economic dependence

• Environmental degradation

Sustainable tourism can be defined as a form of tourism that takes into account present and future
impacts (economic impact, social impact, and environmental impact), and responds to the various
needs of tourists, industry, and local communities, as well as the environment

Make optimal use of environmental resources that constitute a key element in tourism
development, maintaining essential ecological processes and helping to conserve natural heritage
and biodiversity.
Respect the socio-cultural authenticity of host communities, conserve their built and living cultural
heritage and traditional values, and contribute to inter-cultural understanding and tolerance.

Ensure viable, long-term economic operations, providing socio-economic benefits to all stakeholders
that are fairly distributed, including stable employment and income-earning opportunities and social
services to host communities, and contributing to poverty alleviation.

Top 5 OPPORTUNITIES

• Expected from digital technologies on SME operations (03)

• Customer acquisition

• Improve online brand visibility

• Improve service quality

• Increase visitor satisfaction

Top 5 DIFFICULTIES

• In implementing digital technologies

• Training on new digital technology

• Costs and uncertain return on benefits

• Technical knowledge

• Lack of suitable "off the shelf" products within budget

Top 5 MOTIVATIONS

• Why SMEs seek to digitalise (010)

• Improving online presence for competitiveness.

• Insufficient knowledge to identify opportunities

• Expand International reach

• Improve service quality

Top 5 OBSTACLES

• Lack of finance
• Improving growth

• Current technology level is sufficient

• High training costs

• Optimistic about future opportunities.

Urgency

• Heritage Tourism Site is unmanaged well

• Negative behavior

• Affects the value of heritage sites

• How to plan and manage

• Heritage tourism sites for sustainable development

• Data on actual condition of tourist characteristics and satisfaction.

Environmental Aspect

• Maintain and enhance natural and cultural heritage

• Manage and control natural areas

• Reduce over consumption and waste

• Promote scientific research

• Respect ecological limits