Digital health change has now become a strategic priority in the world health care system, but it has been indicated that investing in technology does not guarantee a better outcome in healthcare. Efforts that are made at the organisational and managerial levels are critical determinants of whether the digital health initiatives will deliver anything significant. The purpose of this research was to investigate how a change management affects the work of digital healthcare on the example of a knowledge transfer mediator, and the evidence accessible and applicable in large healthcare systems, i. e. Saudi Arabia was considered. A qualitative systematic review approach was chosen with the help of the Preferred Reporting Items Systematic reviews and meta-analyses (PRISMA) framework. The systematic search through five academic databases revealed 200 records out of which 20 qualitative and mixed-method studies that were peer-reviewed were incorporated in the eventual synthesis. The results demonstrate that the core of the successful use of digital health implementation relates to the transformational leadership and organized change management practices. Nevertheless, they have a significant indirect effect on the digital healthcare performance, and this effect happens due to effective knowledge transfer mechanisms. Knowledge transfer can assist healthcare professionals to gain, exchange and implement digital competencies which creates a process of embedding digital tools into common clinical and organisational practice. This review finds that digital healthcare performance is the product of the synergy between leadership, change management, and knowledge transfer instead of technology. The implications that these findings could have on healthcare leaders and policymakers are significant, and the change management and organizational learning institutionalization must be put into place with the digital health strategies in ingrained in order to create sustainability in improvement of performance.

This systematic literature review examines the evolving role of the Scrum Master in contemporary project management, addressing how this critical agile leadership position has transformed since its original conception. Guided by the PRISMA 2020 framework and employing a PICO-informed search strategy, this study synthesized qualitative insights from peer-reviewed academic and grey literature published between 2010 and 2025. Thematic analysis revealed five major themes characterizing the role's evolution. First, the Scrum Master maintains a foundational identity as a servant leader who facilitates self-organization, though this ideal often conflicts with organizational pressures. Second, the role has expanded beyond its original scope to encompass coordination across scaled agile environments, global distributed teams, and remote work contexts. Third, Scrum Masters function as cultural catalysts who build organizational trust rather than merely managing processes. Fourth, role hybridization has emerged as a prevalent pattern, with Scrum Masters frequently assuming project management responsibilities that create accountability conflicts. Fifth, professionalization through structured competency frameworks and mentorship programs reflects the discipline's maturation, though gaps remain in practitioner supply and diversity. These findings reveal that while servant leadership orientation remains theoretically consistent, practical enactment varies substantially based on organizational maturity and structural clarity. The review identifies implications for organizations optimizing agile transformation, including the need for clear role boundaries and recognition of the Scrum Master as an organizational change agent. Future research should employ longitudinal designs and address diversity dimensions within the profession.

The global diffusion of algorithmic management—where data-driven systems allocate work, evaluate performance, and enforce organizational rules—has transformed labor relations across diverse economic and cultural contexts. From digital labor platforms and multinational supply chains to service and manufacturing sectors in both developed and developing economies, algorithmic systems increasingly mediate the relationship between workers and organizations. While these technologies promise efficiency, objectivity, and scalability, their implications for employee trust remain underexplored, particularly from a global perspective. This study investigates how employees across algorithmically managed work environments perceive control, fairness, and autonomy, and how these perceptions shape trust in organizational systems operating under algorithmic governance. Grounded in organizational trust theory and justice-based frameworks, the study adopts a mixed-methods research design combining survey data with semi-structured interviews conducted among employees working under algorithmic oversight in multiple organizational settings. Quantitative findings indicate that perceived procedural fairness, transparency of algorithmic decision-making, and opportunities for autonomy significantly enhance employee trust, regardless of sector or national context. In contrast, opaque algorithms, intensive digital surveillance, and limited avenues for worker voice consistently undermine trust. Qualitative evidence reveals that these challenges are particularly pronounced in contexts characterized by labor precarity, power asymmetries, and weak institutional protections—conditions prevalent in many developing and transitional economies. The findings suggest that algorithmic management often reproduces existing global inequalities by amplifying managerial control while reducing employee agency, especially where workers lack bargaining power or access to explanations and appeals. At the same time, when organizations integrate human oversight, contextual sensitivity, and transparent communication into algorithmic systems, employees are more likely to perceive such technologies as legitimate and trustworthy. This study contributes to the growing global literature on algorithmic management by centering employee perceptions across varied labor contexts and highlighting trust as a critical mediator between technology and organizational outcomes. The study offers practical implications for policymakers and organizations worldwide, emphasizing the need for human-centered, context-aware algorithmic governance to foster fair, autonomous, and trust-based workplaces in an increasingly digitized global economy.

This study investigates how Financial Technology (FinTech) contributes to the development of a sustainable finance ecosystem in Middle Eastern countries with a focus on Saudi Arabia, the UAE, Qatar and Kuwait. The research uses a qualitative research design and secondary data, the study evaluates the current state of FinTech adoption, its role in advancing ESG-led financial practices and the barriers limiting effective implementation. The findings shows that strong growth in digital financial services but persistent challenges related to regulation, infrastructure and technological capability. The study concludes with policy recommendations to improve FinTech-driven sustainability and long-term financial resilience across the region.