Open Access Organization and Management Review
https://journal.mdpip.com/index.php/oagmr
<p>Open Access Organization and Management Review was established in 2021 by Multidisciplinary Publishing Institute (SMC-Private) Limited [MDPIP] and is a multidisciplinary journal. It is a biannual journal publishing 2 issues annually with a broad-spectrum, blind peer review and open access policy. The journal is internationally indexed. MDPIP Journals publishes original research papers, review articles, communications, invited reviews, commentaries, and research notes that conform to the scope and editorial standards. To further the process, the journal is using an online journal management system. Authors are required to submit manuscripts online. The journal follows APA format and references. It strictly follows the scientific research standards for publication (ETHICS). The journal is using LOCKSS and CLOCKSS for digital archiving.</p> <p><strong>Editor-in-Chief:</strong> Dr. Robina Ghaffar</p> <p><strong>Executive Editor:</strong> Dr. Mohamad Nizam Bin Nazaruddin</p> <p><strong>Technical Editor: </strong> Dr. Qamar Affaq Qureshi</p> <p><strong>ISSN [online]:</strong> 2959-622X</p> <p><strong>ISSN [print]:</strong> 2959-6211</p> <p><strong>DOI Prefix: </strong>10.59644</p> <p><strong>MODE:</strong> Open Access</p> <p><strong>PUBLICATION FREQUENCY:</strong> Biannual</p> <p><strong>ARTICLE PROCESSING TIME:</strong> Four Weeks</p> <p><strong>PUBLICATION POLICY:</strong> Desk review, editorial review, double-blind peer review, acceptance letter/rejection letter (final decision to accept/reject is the prerogative of the editor-in-chief).</p> <p><strong>AIMS AND SCOPE</strong></p> <p><strong>Journal Mission </strong></p> <p>The Open Access Organization and Management Review (OAOMR) is an international, peer-reviewed, open-access journal dedicated to publishing high-impact research that advances theoretical understanding, empirical evidence, and practical applications at the intersection of organization, management, and technological innovation. Recognizing that modern organizational challenges transcend single academic disciplines, OAOMR serves as a premier multidisciplinary platform. The journal bridges fundamental management science with contemporary technological disruptions, financial systems, market dynamics, and operational paradigms.</p> <p><strong>Aims and Purpose</strong></p> <p>Open Access Organization and Management Review aims to cultivate seminal work that shapes international business practice, informs public policy, and drives future scientific inquiry across global institutions. To maintain elite scholarly impact and meet global indexing benchmarks, OAOMR is driven by the following core aims:</p> <ul> <li><strong>Drive Multidisciplinary Synthesis:</strong> Address complex, real-world organizational phenomena by integrating management theory, technology adoption, quantitative economics/finance, and strategic marketing.</li> <li><strong>Publish High-Impact Theoretical & Empirical Work:</strong> Prioritize articles that present significant theoretical advancements, novel methodologies, or large-scale empirical insights with high citation potential.</li> <li><strong>Advance Sustainable & Tech-Driven Governance:</strong> Examine how digital transformation, artificial intelligence, climate risk, and governance structures redefine modern enterprises.</li> <li><strong>Foster Global Inclusivity & Relevance:</strong> Promote research from both established and emerging economies, offering comparative analyses and globally transferable managerial models.</li> <li><strong>Provide Unrestricted Scientific Dissemination:</strong> Leverage the Gold Open Access model to ensure immediate, worldwide accessibility and maximum citation visibility for authors.</li> </ul> <p><strong>Scope & Core Subject Areas</strong></p> <p>Open Access Organization and Management Review welcomes original research, meta-analyses, and high-level conceptual frameworks across five interconnected core pillars:</p> <p><strong>I: Organizational Science, Leadership & Strategic Management</strong></p> <ul> <li>Advanced organizational theory, design, corporate agility, and resilience.</li> <li>Strategic leadership, executive decision-making under uncertainty, and board dynamics.</li> <li>Corporate governance, business ethics, crisis management, and turnarounds.</li> <li>Environmental, Social, and Governance (ESG) integration and corporate social responsibility (CSR).</li> </ul> <p><strong>II: Technology, Information Systems & Enterprise Digitalization</strong></p> <ul> <li>Strategic management of technology, information systems (MIS), and data infrastructure.</li> <li>Organizational adaptation to Artificial Intelligence (AI), automation, machine learning, and Industry 4.0/5.0.</li> <li>Enterprise architecture, cybersecurity governance, and digital risk management.</li> <li>Platform economies, digital business models, e-commerce ecosystems, and algorithmic management.</li> </ul> <p><strong>III: Financial Management, FinTech & Managerial Economics</strong></p> <ul> <li>Corporate finance, capital structure decisions, financial strategy, and valuation models.</li> <li>Financial Technology (FinTech), decentralization, blockchain applications, and digital currencies.</li> <li>Managerial accounting, performance evaluation, behavioral finance, and risk assessment.</li> <li>Sustainable finance, green investment strategies, and climate-risk economics.</li> </ul> <p><strong>IV: Strategic Marketing, Innovation & Consumer Dynamics</strong></p> <ul> <li>Data-driven marketing strategy, predictive consumer behavior, and algorithmic pricing.</li> <li>Brand strategy, social media analytics, digital customer experience, and platform dynamics.</li> <li>Service innovation, sustainable product development, and ethical marketing practice.</li> <li>Global market penetration strategies and emerging market dynamics.</li> </ul> <p><strong>V: Operations, Supply Chain & Human Capital Management</strong></p> <ul> <li>Supply chain optimization, strategic logistics, enterprise resilience, and circular economies.</li> <li>Strategic Human Resource Management (SHRM), talent analytics, and the future of work.</li> <li>Entrepreneurship, technology transfer, corporate venture capital, and intrapreneurship.</li> <li>Smart manufacturing, green operations, and human-technology collaboration.</li> </ul> <p><strong>Article Types & Contribution Guidelines</strong></p> <p>Open Access Organization and Management Review enforces rigorous selection criteria. Submissions must demonstrate clear theoretical contributions, methodological strength, and actionable practical implications.</p> <ul> <li><strong>Original Empirical Research Articles (8,000–12,000 words):</strong> Quantitative, qualitative, or mixed-methods studies demonstrating sound empirical design and theoretical novelty.</li> <li><strong>Systematic Literature Reviews & Bibliometric Meta-Analyses (9,000–15,000 words):</strong> Comprehensive reviews providing critical synthesis, theoretical frameworks, and future research agendas.</li> <li><strong>High-Impact Conceptual Papers (7,000–10,000 words):</strong> Manuscripts introducing groundbreaking theoretical models or re-evaluating established organizational paradigms.</li> <li><strong>Executive Policy & Industry Perspectives (4,000–6,000 words):</strong> Invited or peer-reviewed insightful pieces addressing urgent policy changes, global economic shifts, or systemic technological disruptions.</li> </ul> <p><strong>Indexing Alignment & Editorial Rigor</strong></p> <p>To comply with the strict evaluation frameworks of indexing bodies, OAOMR strictly adheres to international publishing standards:</p> <ul> <li><strong>COPE Compliance:</strong> Adheres strictly to the Committee on Publication Ethics (COPE guidelines regarding publication ethics and research.</li> <li><strong>Integrity:</strong> The journal follows double-blind peer review, and every submission undergoes initial screening followed by rigorous double-blind evaluation by international experts.</li> <li><strong>Automated Plagiarism & AI Checks:</strong> All submissions are screened using Turnitin /iThenticate to ensure originality and ethical, transparent AI usage.</li> <li><strong>International Diversity:</strong> Maintains a diverse editorial board and reviewer network across key geographic regions (Americas, Europe, Asia Pacific, MEA).</li> <li><strong>Persistent Identifiers:</strong> Assigns Crossref DOIs to all published content. |</li> </ul> <p><strong>Readership and Target Audience</strong></p> <p>Open Access Organization and Management Review serves an international audience comprising:</p> <ul> <li>Management, strategy, finance, marketing, and information systems scholars.</li> <li>Corporate executives, chief technology officers (CTOs), strategy consultants, and organizational leaders.</li> <li>Policymakers, economic analysts, and technology governance regulators worldwide.</li> </ul> <p><strong>PUBLISHING DISCIPLINES: </strong>Organization, Management, Technology, Education, Finance, Economics, Business Administration, Public Administration, Social Sciences, Political Sciences, Management Information Systems, eBusiness, eGovernment, Physical Sciences, Health Sciences, Education, Information Systems Management, and Marketing.</p> <p><strong>PUBLISHER: </strong> https://www.mdpip.com</p> <p><strong>RECOGNITION: </strong>Higher Education Commission of Pakistan in "Y" Category</p> <p>https://www.hec.gov.pk/english/services/faculty/journals/Pages/default.aspx </p> <p><strong>RECOGNITION: </strong>Web of Science (WoS) [evaluation in process]</p>Multidisciplinary Publisishing Institute Pakistanen-USOpen Access Organization and Management Review2959-6211Reconciling the Paradox of Progress: Current Organizational and Managerial Challenges and Solutions
https://journal.mdpip.com/index.php/oagmr/article/view/309
<p>This editorial examines the structural paradoxes defining the modern organizational landscape, where unprecedented technological advancements in generative artificial intelligence (GenAI) coexist with chronic change fatigue and declining employee engagement. To bridge the gap between individual task productivity and organization-wide value creation, contemporary managers must transition from reactive tool deployment to strategic, human-centric integration. This paper outlines actionable frameworks for balancing AI adoption with robust governance, mitigating middle-manager burnout through paced capacity planning, and sustaining psychological safety in distributed hybrid ecosystems. Ultimately, we argue that sustainable competitive advantage depends upon a fundamental redesign of organizational architecture that prioritizes empathetic leadership alongside technological innovation.</p>Mohamad Nizam Bin Nazarudin
Copyright (c) 2026 Open Access Organization and Management Review
2026-09-202026-09-205110.59644/oagmr.5(1).309Investigating the Role of Fear of Missing Out on Customers’ Post-Purchase Dissonance through the Lens of Impulsive Buying
https://journal.mdpip.com/index.php/oagmr/article/view/307
<p>The aim of the study was to study the relationship between FOMO, impulsive buying tendency and behavior, post-purchase dissonance, and shopping enjoyment. The main purpose of this research was to understand how Fear of missing out creates an impact on the behavior of consumers and the role of impulsive buying behavior in post-purchase dissonance. This study used a quantitative research methodology, and surveys were used to gather data. Data were gathered using convenience sampling. A total of 300 questionnaires were distributed. SPSS was used for coding the data, and Smart PLS 4 for measurement and structural equation modeling. The study's findings indicate that FOMO has an indirect effect on post-purchase dissonance through impulsive purchasing behavior rather than a direct one. When impulsive buying tendencies strongly predict impulsive buying behavior, post-purchase dissonance starts to rise. Furthermore, data demonstrate how impulsive buying and impulsive buying tendency influence the link between FOMO and post-purchase dissonance. The moderating effect of shopping enjoyment has no effect on FOMO or impulsive buying. The results have made a great contribution to the existing theory of customer behavior by putting some limelight on indirect pathways through which FOMO affects post-purchase dissonance. With its emphasis on essential marketing strategies, conscientious purchasing practices, and customer-friendly return policies, this study is significant for marketers, consumers, and merchants.</p>Muhammad Bilal AhmadFizza RizviAmna NiaziHira Riaz
Copyright (c) 2026 Open Access Organization and Management Review
2026-09-202026-09-205111910.59644/oagmr.5(1).307Artificial Intelligence and Students’ Perceptions of Emerging Jobs: The Role of AI Knowledge, Perceived Usefulness, Perceived Ease of Use, and Future Work Skills
https://journal.mdpip.com/index.php/oagmr/article/view/308
<p>Artificial Intelligence (AI) continues to reshape the workplace landscape. It is imperative to understand how students perceive AI and its implications for future job creation. To examine this phenomenon, we used a cross-sectional design to capture students' perceptions of Artificial Intelligence (AI) and its implications for future job creation. A diverse group of students approached to conduct this survey of students studying different specialties in universities in Karachi city. The results revealed a generally positive correlation between students' perceptions of AI and their views on emerging jobs. The research contributes to the ongoing discourse on AI's impact on the workforce by providing empirical insights into students' attitudes towards AI and its role in job creation. It suggests that educational institutions, policymakers, and industry stakeholders should align education and training with the evolving demands of the AI-driven job market. Further research is encouraged to explore how students' perspectives change over time as technology continues to advance. Nevertheless, the study recognizes limitations, including potential sampling biases, a single-city survey, and not including some other relevant factors.</p>Mirza Kashif BaigErum GhayasRimsha MohsinArwa Motiwala
Copyright (c) 2026 Open Access Organization and Management Review
2026-10-212026-10-2151203410.59644/oagmr.5(1).308A Retrospective Study on the Prevalence of Type 1 and Type 2 Diabetes Mellitus
https://journal.mdpip.com/index.php/oagmr/article/view/313
<p>Diabetes mellitus is a major and rapidly growing health burden in Pakistan, yet contemporary district-level information on the relative distribution of type 1 diabetes mellitus (T1DM) and type 2 diabetes mellitus (T2DM) remains limited. This retrospective cross-sectional study described the case mix of T1DM and T2DM and examined age- and sex-related patterns among patients with laboratory-confirmed diabetes in District Dera Ismail Khan. Records from four private diagnostic laboratories were reviewed for the period 1 January to 31 December 2025. A total of 804 eligible patients were included. Diabetes status was supported by fasting blood glucose or glycated hemoglobin results, whereas diabetes type was taken from the physician diagnosis documented in the laboratory record. Descriptive statistics and Pearson chi-square tests were used. T2DM accounted for 792 of 804 cases (98.5%), while T1DM accounted for 12 (1.5%). Males represented 57.2% of patients and females 42.8%. Diabetes type was not associated with sex (χ²=0.006, p=.937). Age showed a strong association with diabetes type (χ²=457.123, p<.001): all six patients aged 0–17 years had T1DM, whereas among those aged 18–34 years, 6 had T1DM and 34 had T2DM; all patients aged 35 years or older had T2DM. The 50–64-year group was the largest age category (41.0%). These findings show a pronounced predominance of T2DM among diagnosed patients attending private laboratories and a clear age-related separation of diabetes type. Because the sampling frame contained diabetic patients only, the reported percentages represent the distribution of diabetes types within the clinical sample and should not be interpreted as population prevalence estimates.</p>Swera KhanzadiKarar Hussain ShahInayat Ur RehmanMuhammad Shahid Razzaq
Copyright (c) 2026 Open Access Organization and Management Review
2026-10-252026-10-2551355010.59644/oagmr.5(1).313