Detecting fake news and disinformation using artificial intelligence and machine learning to avoid supply chain disruptions

Fake news and disinformation (FNaD) are increasingly being circulated through various online and social networking platforms, causing widespread disruptions and influencing decision-making perceptions. Despite the growing importance of detecting fake news in politics, relatively limited research efforts have been made to develop artificial intelligence (AI) and machine learning (ML) oriented FNaD detection models suited to minimize supply chain disruptions (SCDs). Using a combination of AI and ML, and case studies based on data collected from Indonesia, Malaysia, and Pakistan, we developed a FNaD detection model aimed at preventing SCDs. This model based on multiple data sources has shown evidence of its effectiveness in managerial decision-making. Our study further contributes to the supply chain and AI-ML literature, provides practical insights, and points to future research directions

Transformational leadership, corporate social responsibility, organizational innovation, and organizational performance: Symmetrical and asymmetrical analytical approaches

This study examines the relationship between transformational leadership and organizational performance by evaluating the mediatory role of corporate social responsibility (CSR) and organizational innovation which has received considerably less attention in the literature. This study introduces CSR and organizational innovation as potential mediators of relationships between the key constructs of transformational leadership and organizational performance. Sufficient direct and mediation effects of predictors were tested using partial least squares structural equation modelling (PLS-SEM) with data from 396 French firms. Sufficient configurations of the predictors indicating high and low scores of performance were explored using fuzzy set qualitative comparative analysis (fsQCA). The PLS-SEM results show that both direct and indirect effects of transformational leadership on performance are significant. The fsQCA results reveal that a combination of CSR and transformational leadership leads to high performance. Alternately, high performance results from high innovation. This empirical study contributes to the current knowledge by applying both symmetrical and asymmetrical approaches to indicate performance at an organizational level. This study discusses the findings and provides theoretical, managerial, and research implications