CACTUS

By Claudia-Elena Țuclea

By Alexandru Marian Petrisor Tanase, Emilia Titan, Iliana Caragea

Education and workforce integration are essential in the 21st century, particularly in discussions of sustainable economic growth and social cohesion. Furthermore, synergy between academic outcomes and labour market demands is crucial for fostering innovation, reducing unemployment, and maintaining competitiveness in the current economic landscape. Proper allocation of resources within the educational system not only enhances skill development but also improves the workforce’s ability to adapt rapidly to technological advancements. This paper examines the performance of European Union countries in a single year within this sector, using seven key variables related to education and the workforce. Principal Component Analysis was conducted to reduce dimensionality and identify three main components that summarise the variance observed in the data. The findings reveal considerable differences among EU countries regarding the coordination between education and workforce demands, largely due to inconsistent investment in education. Additionally, based on the three main components identified, cluster analysis was performed, revealing distinct groups of countries with similar outcomes, including high-performing countries with well-integrated education and employment systems, and low-performing countries where poor resource allocation has limited employment adaptability and economic engagement. Overall, the evidence highlights the importance of policies that reduce disparities, promote talent development, and strengthen the link between education and workforce demands, ensuring that future challenges are met with resilience and prosperity.

By Rita Puji Lestari, Asep Rokhyadi Permana Saputra

The rapid expansion of hotel construction in the Special Region of Yogyakarta, one of Indonesia’s leading tourist destinations, has contributed to environmental degradation, including declining air and water quality, depletion of natural resources, land-use change, and poor environmental management. These issues collectively increase disaster risks and threaten community well-being. Grounded in Resource-Based View theory, this study examines how strategic organisational resources influence sustainability outcomes. Specifically, it analyses the effects of Transformational Leadership and Corporate Social Responsibility on Sustainable Business Innovation, with Green Human Resource Management as a moderating variable. Data were collected from 380 hotel employees using non-probability purposive sampling and quota sampling based on the Slovin formula from a population of 5,445. The data were analysed using Structural Equation Modelling, Partial Least Squares to evaluate the measurement model (validity, reliability, Heterotrait-Monotrait Ratio) and structural model (fit and hypothesis testing). The results show that Transformational Leadership has no significant effect on Sustainable Business Innovation, while Corporate Social Responsibility has a positive and significant influence. Green Human Resource Management does not moderate the relationship between either Transformational Leadership or Corporate Social Responsibility and Sustainable Business Innovation. Theoretically, the study strengthens Resource-Based View by emphasising the strategic value of human resources as valuable, rare, inimitable, and non-substitutable assets. Practically, it highlights the importance of talent retention, fair reward systems, and authentic employee engagement in sustainability programmes. Overall, this research enriches the limited empirical evidence linking Resource-Based View, leadership, Corporate Social Responsibility, and human resource management practices within sustainable hospitality management.