Underpinned by stakeholder and agency theories, this study adopts a qualitative multiple-case study approach to explore and analyse various stakeholder interests and how they affect digitalisation in the health sector of a developing country (DC). The study's findings revealed that four key stakeholder interests - political, regulatory, leadership, and operational - affect digitalisation in the health sector of DCs. Further, the study found that operational and leadership interests were emergent and were triggered by some digitalisation initiatives, which included, inter alia, the use of new eHealth software and the COVID-19 vaccination exercise, which established new structures and worked better through digitalisation. Conversely, political and regulatory interests were found to be relatively enduring since they existed throughout the pre- and post-digitalisation eras. The study also unearthed principal-agent conflicts arising from technological, organisational and regulatory factors that contribute to the paradoxical outcomes of digitalisation in the health sector.

Reinforcement Quantum Annealing: A Quantum-Assisted Learning Automata Approach We introduce the reinforcement quantum annealing (RQA) scheme in which an intelligent agent interacts with a quantum annealer that plays the stochastic environment role of learning automata and tries to iteratively find better Ising Hamiltonians for the given problem of interest. As a proof-of-concept, we propose a […]

The post Reinforcement Quantum Annealing: A Quantum-Assisted Learning Automata Approach appeared first on UMBC ebiquity.

Results using the reinforcement learning technique on two SAT benchmarks using a D-Wave 2000Q quantum processor showed significantly better solutions with fewer samples compared to the best-known quantum annealing techniques.

The post Paper: Reinforcement Quantum Annealing: A Hybrid Quantum Learning Automata appeared first on UMBC ebiquity.

We consider how social and psychological connections among CEOs explain the propensity for corporate leaders to distance themselves socially from journalists who engage in negative reporting about firm leadership at other companies, and we examine the consequences for the valence of journalists' subsequent coverage. Our theoretical framework suggests that journalists who have engaged in negative coverage of a firm's leadership and strategy are especially likely to experience distancing from other leaders who (i) have friendship ties to the firm's CEO, (ii) are demographically similar to the CEO on salient dimensions, or (iii) are socially identified with the CEO as a fellow member of the corporate elite. Our theory and findings ultimately suggest that, due to the multiple sources of social identification between CEOs, journalists who engage in negative coverage of firm leadership tend to experience social distancing from multiple CEOs, and such distancing has a powerful influence on the valence of journalists' subsequent reporting about firm leadership and strategy across all the firms that they cover. We also extend our theoretical framework to suggest how the effect of social distancing on the valence of journalists' coverage is moderated by the early and late stages of a journalist's career.

We advance a model that highlights contingent linkages between overconfidence and narcissism, entrepreneurial entry, and the successful realization of venture opportunities. Overall, our proposals point to a paradox in which entrepreneurs high in overconfidence and narcissism are propelled toward more novel venture contexts—where these qualities are most detrimental to venture success, and are repelled from more familiar venture contexts—where these qualities are least harmful, and may even facilitate venture success. To illuminate these patterns of misalignment, we attend to the defining characteristics of alternative venture contexts and the focal mechanisms of overconfidence and narcissism.

Hierarchy is a reality of group life, for humans as well as for most other group-living species. And yet, there remains considerable debate about whether and when hierarchy can promote group performance and member satisfaction. We suggest that progress in this debate has been hampered by a lack of clarity about hierarchy and how to conceptualize it. Whereas prevailing conceptualizations of hierarchy in the group and organization literature focus on inequality in member power or status (i.e., centralization or steepness), we build on the ethological and social network traditions to advance a view of hierarchy as cascading relations of dyadic influence (i.e., acyclicity). We further suggest that hierarchy thus conceptualized is more likely to capture the functional benefits of hierarchy whereas hierarchy as inequality is more likely to be dysfunctional. In a study of 75 teams drawn from a wide range of industries, we show that whereas acyclicity in influence relations reduces conflict and thereby enhances both group performance and member satisfaction, centralization and steepness have negative effects on conflict, performance, and satisfaction, particularly in groups that perform complex tasks. The theory and results of this study can help to clarify and advance research on the functions and dysfunctions of hierarchy in task groups.

After new ventures have exhausted the limited financial resources of founders, family, and friends, they often pursue initial external capital. To secure investment, entrepreneurs can signal about their venture's latent potential by aligning themselves with reliable third parties. Such affiliations affirm the new venture's legitimacy and provide substantive benefits in the form of mentoring, access to resources, and ongoing monitoring. However, early stage financing is an especially "noisy" signaling environment owing to the large number of startups seeking funding, many of which will not survive. The real value of third party affiliations in this context resides in their ability to unlock the potential of other more pedestrian signals, such as the entrepreneur's characteristics and actions that might otherwise go unnoticed. We borrow from the sensemaking literature to explain how third party affiliation signals disambiguate signals with multiple possible interpretations so that potential investors interpret them positively. Findings support our theory that a startup's characteristics and actions are signals that remain relatively unnoticed unless a startup combines them with a third party affiliation that enhances the signal's value, thus increasing the likelihood of receiving external capital.

Social welfare, or the good society, is of central concern to the Academy of Management. In this paper, we review the concept of social welfare, suggesting that regardless of discipline, social welfare is defined as a multi-dimensional phenomenon. We then review the literature on the corporate objective within a market economy, where the dominant view is that of a single-objective function. Analyzing this view, we argue for a multi-dimensional objective for organizations in order to meet social welfare objectives: where decision making within a market economy better utilizes the benefits of markets. We suggest that improvements in social welfare are possible where markets are better-enabled to operate among stakeholders unconstrained by some single-valued objective. In doing so, we respond to the critics of stakeholder theory who argue that it is an untenable theory due to its inability to specify how stakeholder objectives are to be prioritized.

The promise of a closer union between organizational and historical research has long been recognized. However its potential remains unfulfilled: the authenticity of theory development expected by organization studies and the authenticity of historical veracity required by historical research place exceptional conceptual and empirical demands on researchers. We elaborate the idea of historical organization studies, organizational research that draws extensively on historical data, methods and knowledge to promote historically informed theoretical narratives attentive to both disciplines. Building on prior research, we propose a typology of four differing conceptions of history in organizational research: history as evaluating, explicating, conceptualizing, and narrating. We identify five principles of historical organization studies - dual integrity, pluralistic understanding, representational truth, context sensitivity and theoretical fluency - and illustrate our typology holistically from the perspective of institutional entrepreneurship. We explore practical avenues for a creative synthesis, drawing examples from social movement research and micro-history. Historically informed theoretical narratives whose validity derives from both historical veracity and conceptual rigor, afford dual integrity that enhances scholarly legitimacy, enriching understanding of historical, contemporary and future-directed social realities.

Effectively capturing opportunities requires rapid decision-making. We investigate the speed of opportunity evaluation decisions by focusing on firms' venture termination and venture advancement decisions. Experience, standard operating procedures, and confidence allow firms to make opportunity evaluation decisions faster; we propose that a firm's attentional orientation, as reflected in its project portfolio, limits the number of domains in which these speed-enhancing mechanisms can be developed. Hence firms' decision speed is likely to vary between different types of decisions. Using unique data on 3,269 mineral exploration ventures in the Australian mining industry, we find that firms with a higher degree of attention toward earlier-stage exploration activities are quicker to abandon potential opportunities in early development but slower to do so later, and that such firms are also slower to advance on potential opportunities at all stages compared to firms that focus their attention differently. Market dynamism moderates these relationships, but only with regard to initial evaluation decisions. Our study extends research on decision speed by showing that firms are not necessarily fast or slow regarding all the decisions they make, and by offering an opportunity evaluation framework that recognizes that decision makers can, in fact often do, pursue multiple potential opportunities simultaneously.

The law of requisite variety is widely employed in management theorizing, and is linked with core strategy themes such as contingency and fit. We reflect upon requisite variety as an archetypal borrowed concept. We contrast its premises with insights from institutional and commitment literatures, draw propositions that set boundaries to its applicability, and review the ramifications of what we term "complexity misalignment." In this way, we contradict foundational assumptions of the law, problematize adaptation- and survival-centric views of strategizing, and theorize the role of human agency in variously complex regimes.

This paper examines when firms pursue structural realignment through the recombination of business units. Our results refine and extend contingency theory and studies of organization design by drawing on theories of decision avoidance and delay to describe conditions when firms pursue or postpone structural realignment. Our empirical analysis of 46 firms from 1978 to 1997 operating within the U.S. medical device and pharmaceutical sectors demonstrates that while decision makers initiate structural recombination during periods of industry growth (i.e., munificence), they reduce their recombination efforts during periods of industry turbulence (i.e., dynamism) and managerial turbulence (i.e., growth in top management team size). We also find evidence that firms delay realignment and bide their time for better environmental conditions of declining turbulence and industry growth before pursuing more structural realignment. Together, these findings suggest that decision makers often delay initiating structural recombination until they can effectively process information and assess how structural changes will help them realign the organization to the environment.

We augment transaction cost economics' (TCE) bounded rationality assumption with heuristics (framing) and cognitive biases to expand the understanding of hierarchical governance in the theory. TCE traditionally puts opportunism in the frontseat, while primarily relegating bounded rationality to the support role of invoking incomplete contracts. The theory also suggests that hierarchical governance effectively mitigates opportunism-based transaction costs, making it difficult to explain why hierarchies are not always used. However, when an augmented bounded rationality assumption is incorporated into TCE, we argue, first, that bounded rationality is a separate source of transaction costs, and, second, that these costs are not equally mitigated by all forms of hierarchy. Instead, different hierarchical forms are associated with particular frames and social referents that naturally enhance specific bounded rationality-based conflicts, allowing certain hierarchical forms to mitigate bounded rationality-based transaction costs better than others. As a result, bounded rationality takes a frontseat in the theory, addressing prior critiques of TCE, expanding the governance questions addressed by the theory and creating a new moderating role for asset specificity in internal exchanges.

Labor codes have been voluntarily adopted and used by manufacturers in emerging economies for the past two decades, as a means of ensuring minimally acceptable or core labor standards for workers. However, far too little is known of the potential benefits from the voluntary adoption of labor codes to the manufacturer, and prior human resource management research has been virtually silent on the business implications of their use for emerging economy manufacturers participating in global supply chains. Drawing on previous work across multiple disciplines and proposing a framework that extends human resource management theory more explicitly and rigorously to the context of emerging economy manufacturing, I theorize and demonstrate that the voluntary adoption of a labor code may constitute an effective human resource investment in emerging economies in improving establishment-level employee outcomes and operational and financial performance. The hypotheses are tested using longitudinal data on a sample of apparel manufacturing plants in Sri Lanka. Implications of this study include providing insight into how to expand the scope and relevance of human resource management theory to better understand research and practice in emerging economies.

In Strategic Corporate Social Responsibility (3rd edition) (SCSR), David Chandler and William B. Werther Jr. advance the view that the ability of firms to create value for a range of stakeholders over the medium- and long-term requires that they embed CSR into their strategies and operations. Its focus on the integration of CSR into strategic planning and implementation distinguishes SCSR from competing business and society textbooks, which tend to survey the field or focus on the management of the firm's relationships with stakeholders and society.

We examine when and why creative role identity causes entitlement and unethical behaviors and how this relationship can be reduced. We found that the relationships among the creative identity, entitlement, and dishonesty are contingent on the perception of creativity being rare. Four experiments showed that individuals with a creative identity reported higher psychological entitlement and engaged in more unethical behaviors. Additionally, when participants believed that their creativity was rare compared to common, they were more likely to lie for money. Moreover, manipulation of rarity of creative identity, but not practical identity, increased psychological entitlement and unethical acts. We tested for the mediating effect of psychological entitlement on dishonesty using both measurement of mediation and experimental causal chain approaches. We further provide evidence from organizations. Responses from a sample of supervisor-subordinate dyads demonstrated that employees reporting strong creative identities who perceived creativity as rare in their work-group rather than common were rated as engaging in more unethical behaviors by their supervisors. This paper extends prior theory on negative moral consequences of creativity by shedding new light on assumption regarding the prevalence of creativity and the role psychological entitlement plays.

Contemporary business schools are expected to educate their students to embrace ethical and pro-social values. But can business schools rise to this challenge? Comparing a business school to another professional school that encourages pro-social values, social work, we investigated value profiles as reflected in school websites and among their students. The findings show that the business school expresses self-enhancement values (power and achievement) more, and pro-social values (benevolence and universalism) less than the social work school. We further investigated self-selection and socialization as complementary organizational processes that may lead to, and sustain, the value profile of each school. Our findings show that as early as the first week of studies, freshmen's values are congruent with the value profile of their department, indicating a value-based self-selection process. To investigate socialization, we compared freshmen and seniors and conducted a yearlong study among freshmen. The findings revealed a small change in students' values throughout their training, providing only some support for value socialization. Altogether, our findings suggest that business schools that are interested in pro-social students should attract and select students that emphasize these values, rather than rely on socialization attempts.

The burgeoning economic inequality between the richest and the poorest is a cause of concern for social, political, and ethical reasons. While businesses are both implicated and affected by growing inequality, business schools have largely neglected to subject the phenomenon to sufficient critique. This is, in part, because far too many management educators rely on orthodox economic perspectives—often represented by neoliberal capitalism—which have dominated the curricula and the teaching philosophy of business schools. To address this issue, this article underscores the need for business schools to critically examine the relationship between neoliberal capitalism and economic inequalities, and to overtly engage with this nexus in pedagogical practice. The article concludes by revisiting the concepts of relationality and answerability as paths by which to address the current predicament. Relationality and answerability collectively offer: i) conceptual and reflexive tools by which to re-imagine business school education, and, ii) space for business schools to debate important questions about the taken-for-granted, but problematic, assumptions underlying the ideology of neoliberal capitalism

This rather difficult read introduces the programming language FSM and the programming platform DrRacket. The author asserts that it is a convenient platform to design and prove an automata-based software

Wales scrum-half Tomos Williams is ruled out of the Autumn Nations Series match against Australia on Sunday.

STARBUCKS is once again collaborating with Stacey Bendet, CEO and Creative Director of top fashion house alice + olivia to offer a stylish designer merchandise collection, available for a limited time at select Starbucks stores across Malaysia.

With Stacey’s fun and sophisticated eye for design, the highly anticipated Starbucks X alice + olivia collection showcases two whimsical designs, including the iconic Stace Face, and a modern interpretation of the Stace Face with a colourful twist.

“Starbucks and Stacey Bendet are united by their aspiration to create unique and delightful experiences,” said Erin Silvoy, vice president, Product and Marketing, Starbucks Asia Pacific.

“Since our very first collaboration with alice + olivia, our customers have kept asking for more. Now, we’re excited to launch a new Starbucks X alice + olivia collection with bold, yet chic designs fit for everyday occasions, to encourage our customers to embrace self-expression and give them the confidence to live a life in style.”

Bendet herself added: “Both Starbucks and alice + olivia love creating unique and empowering experiences.

“With our rainbow Stace Face designs we hope to bring some colourful fun to the world!”

The exclusive collection will bring fashion and style to life once more, with a unique lineup that includes mugs and waterbottles, such as:

► Small Tote – The timeless look of the humble tote bag is reimagined with a modern interpretation of the ‘Stace Face’ with a colorful and stunning twist. Featuring an interior pocket that is lightweight, this bag is great for on the go.

► Bearista Bear – A soft and fluffy reinterpretation of the Bearista Bear wearing a custom sweater designed in the renowned alice + olivia style, which is matched only by the embroidered alice + olivia shoes.

► 12oz Ceramic Mug – The glossy clear-glazed stoneware gives this mug its special character. The handle is painted by hand with the mug body available in two different designs, one with the colorful spectrum of the Rainbow Stace Squad, and one of the Iconic Stace Face.

► 16oz Stainless Steel Tumbler – This tumbler is sure to keep your beverage at a perfect temperature whether it’s hot or cold with the innovative thermo 3D Double Wall vacuum insulation technology, as well as the medical-grade stainless steel so that there is not transfer of flavours or metal after taste. Available in two designs, the Rainbow Stace Squad and Iconic Stace Face.

► 16oz Ceramic Double Wall Traveler – Insulated with a double-wall construction with flat-white paint and an opaque black lid, which uses a slide open/close function for convenient use. Available in two designs, the Rainbow Stace Squad and Iconic Stace Face.

The limited-edition designer collaboration will be available beginning Sept 28, and priced from RM98 onwards, at select Starbucks stores across Malaysia, while supplies last.

PERHAPS one of the highlights of my career was when I was made a chief in a small village in Zaire (now the Democratic Republic of the Congo) in 1986.

After that, a series of events brought me back down to earth.

It was on a normal afternoon during a visit to the plantation and the natural palm groves that I was led to the village by the river Kwenge.

This village was near the town of Kikwit, about 500km east of Kinshasa. Unilever had started its first palm oil mill there in 1911 to supply the soap factories in Liverpool.

In later years, the supplies increased from Malaysia and Indonesia.

Although the business had lost its role as an exporter, it was still an important supplier for the country.

Certainly, the community benefited from Unilever’s presence, employing a population that had experienced not only poverty but also diseases and epidemics such as AIDS and malaria.

Probably even Dr Steve Watson, the director of that region for Unilever Plantations, did not know that I would be installed that day as chief of the village.

It was likely the work of the chef de personnel, an ambitious person from the area.

The people were waiting around an open circle with a stool placed in the middle of the sandy floor.

I was invited to sit on the stool and as soon as the drums began to beat, the chief stepped up with gifts, including three arrows, a drum made of antelope skin and, to top it all, a fly whisk that he placed in my hand.

It was a symbol of power.

The chief’s hands shook slightly.

“You are the chief of this whole village and we are your people now. In your absence, I will be your assistant chief and I will take care of all affairs until your return.”

This was said in the Kikongo language, translated into French by the chef de personnel in a loud and unnecessarily lengthy manner to impress everyone, as I looked around me, and then translated into English by Dr Watson.

He was a Scot who had worked with me in Pamol Sabah and was now in charge of areas extending to the Kasai River.

For the next few days, I travelled with him to see the other plantations, at Mapangu and Bongimba, and I was warned in advance to take my pills against malaria.

In Kikwit, I was reminded of the real risk when I visited a young Belgian engineer at the company rest-house. He lay in bed, shivering.

A transport was arranged to take him to Kinshasa.

But soon after I returned home to Cobham in Surrey, I developed a fever and my body shook. It went on for a few days.

When I became delirious, Maznah took me back to the clinic and suggested to the young doctor: “It could be malaria treatment that he needs.”

The young doctor changed the medicine.

Probably malaria cases were rare in that small town before.

I stopped shivering but still felt feeble when I returned to the office.

Waiting for me were a few messages.

The first, with regret, informed me that the young engineer had died before he arrived in Brussels.

The others concerned changes in top management.

In Malaysia, Pamol had a new chairman who came from Unilever’s factories side and had not previously seen a plantation.

It was a time when many businesses were struggling.

This was a period that followed diversification – a mantra that didn’t always work – ending with the cutting off of parts that were considered non-core. The heroes of the day were directors who boasted about the number of managers they had laid off.

In Unilever’s case, the company decided to slot excess managers where it could and Pamol was not excluded.

The process had shifted from selecting people experienced in plantations.

This shift confirmed the fears that deterred managers from accepting overseas assignments, uncertain if they could return.

In my case, I had been based in London for three years.

Leslie Davidson had asked the personnel department to send me an offer letter for the position of managing director in Cameroon.

Barry Mack, who was there, had resigned for health reasons.

I had discussed this with Maznah and her answer was simple: “When you were sick, I sat by your bed each day, thinking how I might have to pull the children out of school and bring your body home in a box. I don’t want that stress anymore.” I had to refuse the job.

The next offer was to be the director of personnel in DR Congo for Unilever, with its vast business there.

The significant hardship allowance was tempting.

I was to take over the role from Colin Bewick.

I remembered supporting John Dodd, the plantations director, who had insisted on Colin’s departure. I had no idea that one day I’d be in this situation.

Maznah’s response was the same: “Let’s go home and you can look for another job.”

I spoke to Leslie Davidson. We remained close friends, but I knew that with the way head office operated, the decisions weren’t his alone.

“Go with Maznah and the children and stay for a month in Kuala Lumpur. See if you can find a job there. I’ll see what I can do.”

On the long flight back, I had much to think about.

The three children were on school holiday and although glad to be on a plane, they didn’t fully understand what was happening.

Soon I would be jobless. I felt powerless.

Even the fly whisk I kept at home couldn’t help me now.

The writer has extensive experience in the management of oil palm plantations.
Comments: letters@thesundaily.com

JAKARTA: Airlines in Australia, Hong Kong, India, Malaysia and Singapore cancelled flights to and from the Indonesian resort island of Bali on Wednesday, after a nearby volcano catapulted an ash tower miles into the sky.

Australia’s Jetstar, Qantas and Virgin Australia all grounded flights after Mount Lewotobi Laki-Laki on Flores island spewed a nine-kilometre (5.6-mile) tower a day earlier.

Malaysia Airlines, AirAsia, India’s IndiGo and Singapore’s Scoot also listed flights as cancelled on Wednesday, according to an AFP journalist at Bali’s international airport.

“Volcanic ash poses a significant threat to safe operations of the aircraft in the vicinity of volcanic clouds,“ said AirAsia as it announced several cancellations.

Multiple eruptions from the 1,703-metre (5,587-foot) twin-peaked volcano in recent weeks have killed nine people, with 31 injured and more than 11,000 evacuated, Indonesia’s disaster mitigation agency said Tuesday.

Eruptions can pose serious risks to flights, disgorging fine ash that can damage jet engines and scour a plane’s windscreen to the point of invisibility.

Hong Kong’s Cathay Pacific also listed its flights as cancelled, rescheduling routes to and from Bali until Thursday.

“Virgin Australia has made some changes to its current flight schedule, due to the impacts of the volcano in Indonesia,“ the airline said, listing scrapped flights to Sydney and Melbourne.

Jetstar said all flights to and from Bali would be halted until noon on Thursday.

“Due to volcanic ash caused by the Mount Lewotobi eruption in Indonesia, it is currently not safe to operate flights to and from Bali,“ the company said in an advisory.

Qantas said “a number of flights to and from Denpasar Airport in Bali have been disrupted” due to volcanic ash from Lewotobi.

Malaysia Airlines said it had cancelled six flights Wednesday in a statement on its website.

The airlines said they would monitor the volcano’s status and provide updates.

Singapore’s Scoot and Malaysia’s AirAsia did not immediately respond to an AFP request for comment. Singapore Airlines was still listing its flights as running on Wednesday.

refunds, rescheduling, re-routing

Ahmad Syaugi Shahab, general manager of Bali’s international airport, said 12 domestic and 22 international flights had been affected on Tuesday, without identifying the routes.

He did not provide details about affected flights on Wednesday’s schedule.

“Due to this natural event impacting flight operations, airlines are offering affected passengers the options of refunds, rescheduling, or re-routing,“ he added in a statement.

Bali’s international airport operator PT Angkasa Pura Indonesia said Wednesday it had conducted tests in its airspace and no volcanic ash was detected, saying the airport was “operating as normal”.

Lewotobi erupted again from midnight Wednesday until early morning, and a large ash column could be seen pouring from its crater, an AFP journalist nearby said.

Laki-Laki, which means “man” in Indonesian, is twinned with a calmer volcano named after the Indonesian word for “woman”.

The island’s economy is heavily reliant on tourism but Indonesia is one of the most disaster-prone nations on Earth, straddling the Pacific Ring of Fire where tectonic plates collide.

Lombok, an island neighbouring Bali, was rocked by earthquakes in 2018 that killed more than 500 and sparked a mass exodus of foreigners from the tropical paradise.

PUTRAJAYA: Active collaboration from industry players is needed for the Technical and Vocational Education and Training (TVET) institution to offer programmes that are of a higher quality and more relevant to market needs.

Deputy Prime Minister Datuk Seri Fadillah Yusof said strong cooperation between the industry players and the TVET institution was crucial to ensure the comprehensive matching of demand and supply.

He said consistent input from the industry players on the workforce skills and needs was also needed by the TVET institution to develop suitable curricula and programmes.

“Forging close cooperation with industry players can create a new skilled workforce to master the latest technology, which will have a spillover effect on encouraging economic growth.

“I call for the active involvement of industry players in Malaysia to collaborate with the government in supporting the agenda to empower TVET,” he said at the 2024 Prime Minister’s Gold Hand Award and Skilled Person Award ceremony here today.

Meanwhile, Fadillah said the government is aware that the TVET stream in Malaysia needs to be improved for it to be more systematic and effective.

He said the organisation of skills competitions was one of the government’s efforts to promote and ensure the quality of delivery of TVET training in Malaysia is in line with international standards.

“I call on all TVET agencies to hold skills competitions at institutional levels so that we can pick the best talent for national and international-level competitions,” he said.

In his speech, Fadillah also thanked and congratulated the national contingent which made sure the Jalur Gemilang was hoisted proudly at the WorldSkills Competition Lyon 2024 at the Euroexpo Lyon in France from Sept 10-15.

In the competition, Malaysia, represented by 15 participants across 14 categories, captured five medals - one bronze medal in the Beauty Therapy category through Wong Hsun Wei and four Medallion for Excellence.

The four Medallion for Excellence recipients were Muhammad Nasran Ahmad in the Hairdressing category; Ahmad Muizuddin Mohd Razi in the Bricklaying category; Muhammad Hakimi Abu Bakar in Electrical Installations; and Stephen Sim Shan Siong in the IT Software Solutions for Business category.

KUALA LUMPUR: The PriceCatcher app will continue to be improved with data-sharing on prices through the collaboration between the Domestic Trade and Cost of Living Ministry (KPDN) and two supermarket chains, Mydin and Redtick, said Minister, Datuk Armizan Mohd Ali.

He said that this commitment is an initiative that reflects transparency in transactions and business ethics to avoid price manipulation or profiteering at the expense of consumers.

“Previously, the price data displayed in the PriceCatcher app was entirely sourced from field price monitoring officers, which limited the coverage area and the number of premises uploaded to the app.

“...the signing of this MoU (Memorandum of Understanding) marks a pioneering effort to improve the app by enabling automated data sharing from the involved supermarkets to be displayed in the ‘Supermarket Price Sharing’ section,“ he told reporters after the MoU signing ceremony on price data sharing in Subang Jaya today.

Mydin Mohamed Holdings Bhd, managing director Datuk Dr Ameer Ali Mydin, and KPDN secretary-general Datuk Seri Mohd Sayuthi Bakar were also present.

Armizan said that this collaboration will serve as a benchmark for expanding the data-sharing initiative to other supermarkets and premises.

According to Armizan, the PriceCatcher app previously displayed price information for 480 consumer goods, with daily updates for 186 items, weekly updates for 220 items, and monthly updates for 74 items.

“Up until Nov 7, 459,998 users nationwide uploaded the app, however, the active usage rate is 10,00 per week.

“We are taking an additional approach to add more information in the app without adding more price monitoring officers by adopting a self-reporting system or data sharing from retail sector players,“ he said, adding that the app serves as a reference for users and fosters the habit of checking prices of items before buying.

The Bangko Sentral ng Pilipinas is finalizing a regulatory framework to ensure the efficiency of clearing switch operations within the national payment system, particularly the automated clearing houses under the National Retail Payment System.

Philippine troops will join Australia's largest military exercise for the first time next year, while the Australian Defense Force will make their debut in Philippine-led war games, both countries' defense chiefs announced Wednesday, November 13.

La Salle star Kevin Quiambao will play for Gilas Pilipinas in the second window of the 2025 FIBA Asia Cup Qualifiers despite his ongoing UAAP Season 87 stint.

Gilas Pilipinas may be without two key big men for the November window of the FIBA Asia Cup qualifiers.

Hackers target Bengal cat enthusiasts in Australia, who were targeted by cybercriminals using SEO poisoning and Gootloder. This threat is significant enough that Sophos issued an https://news.sophos.com/en-us/2024/11/06/bengal-cat-lovers-in-australia-get-psspsspssd-in-google-driven-gootloader-campaign/official warning advising people to avoid searching for Bengal cat information altogether, highlighting the scale of the issue. ''GootLoader campaigns are increasingly targeting niche interests to stay under the radar. These campaigns illus...

If you’ve sent kids to college, you’ve probably heard of FAFSA (Free Application for Federal Student Aid). FAFSA offers federal government aid via loans, grants and work-study options. It determines how much financial aid your children will get for college based on your family’s income and assets. As a parent, that includes your income, investment […]

The post How Do I Avoid the Money in My Bank Disqualifying My Children From Financial Aid for College? appeared first on Clark Howard.

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Jake Dixon is looking for redemption at his home Grand Prix at Silverstone, after not finishing in the 2023 edition.

The post "Totally Different Mentality" for Jake Dixon Ahead of Home GP appeared first on BikeSport News.

In the initial six months, Khurshid’s relatively inexperienced government faced some tough challenges.

Sadpara’s body was retrieved and transported to the Japanese base camp by local rescuers

‘Standup Girl’ actor says she has no qualms about beau playing romantic roles

After a Swedish doppelganger in 2021, a teen from across the border is the actor’s latest twin

Kashmiris will never accept nor surrender to India’s act of suppression and tyranny, Bhat reaffirms.

Globally, only 7% of women have financial services as per the World Bank Global Index Report 2017

Singers highlight the musical connection between Pakistan, Afghanistan and India with their collaborative effort.

A fire at a Digital Realty Singapore datacenter by a lithium-ion battery explosion disrupts Alibaba Cloud services.

From Iqra to Alia, brides are switching it up when it comes to their wedding day looks

Hospital staff receiving bodies realised he was alive despite being shot five times

In a viral interview clip, Khan mentions Bollywood actors he’d like to work with in the future.

Drama starring Adnan Siddiqui explores complex relationships in a story full of suspense and emotional twists.

Food street in the heart of Multan is famous for traditional dishes

Imran Khan had earlier defended Gandapur, calling on PTI to expel the 'weak cowards' who had apologised for the K-P CM

PM Albanese announces plans for an age verification trial ahead of new legislation aimed at enforcing the ban

Fines of up to 5% of global revenue could be imposed on tech companies for failing to curb spread of misinformation.

A representational image shows a bioluminescent comb jellyfish. — X/@maximaxoo

In a groundbreaking discovery, researchers at the University of Bergen in Norway have identified the comb jellyfish , a ctenophore species, as a potential candidate for biological...