Volume 4 Issue 2

Abstract This study, focusing on Bourdieu's relational approach, explores how the interplay of habitus and capital shapes the resource distribution within the Participatory Budgeting (PB) process in a Sri Lankan local government. Through an analysis of the functions of political and administrative leaders, the study illustrates how these actors deliberately exploit various forms of capital and habitus during proposal identification, selection, and implementation phases. This qualitative case study employs semi-structured interviews, informal discussions, and document analysis. The data was gathered over six months, from late 2023 to early 2024. The study's findings demonstrate that political elites frequently use the PB process to sustain their power and domination in distributing resources. They prioritise symbolic, social, and economic capital, wherein citizen engagement transforms into a symbolic movement. This PB approach engenders clientelism in resource allocation, subverting PB democratic values. In contrast, administrative leadership is generally characterised by a professional habitus that presumes transparency and adherence to compliance with regulations over participatory decision-making procedures. Thus, PB is likely to exhibit a conservative and centralised decision-making approach. This study, therefore, urges policymakers to adopt a hybrid approach that integrates the resource mobilisation capabilities of political actors with the administrators' focus on transparency and accountability, which could considerably improve PB practices. Further, the findings contribute to understanding how accounting practices, such as PB, are shaped and impacted by power dynamics, social structures, informal practices and individuals outside the accounting profession.

Keywords: Participatory Budgeting, Local Government, Sri Lanka, Bourdieu's relational approach, Political Leadership and Administrative Leadership

Abstract This study aims to identify the specific corporate governance (CG) factors that influence the
probability of insolvency of the Licensed Finance Companies (LFCs) listed on the Colombo
Stock Exchange (CSE) in Sri Lanka. The study is grounded in the evidence that CG is critical
in managing insolvency risk, especially during the pandemic. The increasing financial
instability among Finance Companies (FCs) highlights the crucial need for a comprehensive
analysis of CG mechanisms and their impact on insolvency risk (IR). Specifically, the
economic instability caused by the recent pandemic underscores the urgent need for such
analysis. The sample comprised 25 LFCs listed on the CSE from 2019 to 2023. IR was
measured using Altman's emerging-market Z-score (EMZ score). Panel regression and
multinomial logistic regression analysis were employed to explore the impact of CG on the
likelihood of insolvency risk. Key findings reveal that board gender diversity and the
frequency of board meetings are significantly and inversely related to insolvency risk.
Specifically, women on boards and the active engagement of audit committees contribute
substantially to reducing insolvency risk. These findings highlight that organizations
prioritizing gender diversity, ensuring regular board meetings, and fostering active audit
committee engagement are more likely to enhance organizational stability and reduce
excessive risk-taking behaviours. The study suggests that fostering diversity, inclusivity in
leadership, and strong CG mechanisms contribute to long-term organizational sustainability
and success in managing insolvency risk.

Keywords: Corporate Governance, Insolvency Risk, Licensed Finance Companies, Z-score,
Sri Lanka

Abstract Entrepreneurial bricolage and organizational agility are key strategies for overcoming resource
constraints and navigating volatile market conditions in today’s contemporary business
organizations. Bricolage enables organizations to creatively utilize available resources, while
agility helps them quickly adapt to changing environments. Together, these strategies empower
businesses to improve their performance and competitiveness, despite the numerous challenges
they face in fast-paced turbulent markets. Whereas identifying the importance of
entrepreneurial bricolage and organizational agility to boost the performance outcomes of
organizations, there is still a significant empirical gap in understanding how these new
strategies particularly contribute to the performance of business organizations. Additionally, a
significant literature gap can be observed in investigating the connection between
entrepreneurial bricolage and organizational agility and their collective influence on
organizational performance. Small and Medium scale Enterprises located in Southern province
of Sri Lanka were considered as the population of the study and 335 SMEs were approached
based on a systematic random sampling technique. A structured questionnaire was used to
gather primary data for the study while using some secondary data sources as well. Structural
Equation Modelling approach powered by AMOS was applied to analyze the data of the study.
The study findings stresses that there is a positive and significant direct relationship between
entrepreneurial bricolage and organizational performance. Further, study results postulate that
the link between entrepreneurial bricolage and performance can stimuli through effective
adaptation of organizational agility. Organizational agility enables firms respond to sudden
market changes and volatility being more flexible, thereby performing as a mediator amplifies
the direct effect of bricolage on performance. Future researchers can investigate the association
between bricolage, agility and performance in longitudinal studies, and in different industries
to get more understanding how they respond in different circumstances.

Keywords: Dynamic Capabilities, Entrepreneurial Bricolage, Organizational Agility,
Organizational Performance, Small and Medium Enterprises

Abstract Globalization and increasing environmental pollution are leading towards concerning more on
green food products in order to minimize environmental damage and to ensure the availability
of healthy green food products. In today’s world social media usage has become an influential
factor in consumers’ purchase decision making. The purpose of this study is to identify the
impact of social media marketing features of fan page (interactivity, perceived relevance,
entertainment, informativeness, performance expectancy, and habit) on consumers’ intention to
purchase green food products in Sri Lanka. The study adopted a deductive approach. The
required data was obtained through a quantitative survey. The convenient sampling technique
was used to collect data from 200 respondents in the Sri Lankan retailing (supermarket) sector.
Research hypotheses were tested using regression analysis. The study’s findings indicate that
social media marketing features of fan page such as interactivity, perceived relevance,
informativeness, and performance expectancy were positively influence on consumers’
intention to purchase green food products. However, the impact of entertainment and habits on
consumers’ intentions to purchase green food products is insignificant. Further, the results
confirmed that performance expectancy is the most significant predictor of consumers’
intentions to purchase green food products. Thus, results of this study extend the current state
of green purchase intention related research by indicating that social media marketing features
of fan page should be integrated into marketing strategies and provide marketing professionals
a practical guidance on which social media marketing features of fan page are more effective
in influencing consumers’ intentions to purchase green food products. Future studies could
explore the influence of environmental awareness, brand image, socio-economic and cultural
factors towards the intention of purchasing green food products to in order to extend the
knowledge on consumers decision making related to purchase of green food products.

Keywords: Green Food Products, Purchase Intention, Social Media Marketing

Abstract Recent meta-analyses of the consumer behavior literature show gaps in the research. This
study seeks to fill several of those gaps by examining the impact of customer experience
management on customer attitude and loyalty. The study also investigates to understand how
different interaction environments physical, virtual, and service as sub dimensions of customer
experience management affect customer attitude and loyalty in an increasingly digitalized
market. The study employs a quantitative research methodology, utilizing a structured
questionnaire to collect data from a sample size of 240 respondents, selected through
convenience sampling. Data were analyzed using multiple regression and mediation analysis to
test ten hypotheses. The results reveal that virtual and service interaction management
significantly impact customer loyalty, with positive beta values and statistically significant p
values. However, physical interaction management did not show a significant effect on loyalty,
suggesting a shift in customer engagement towards virtual and service-based experiences.
Additionally, customer attitude was found to mediate the relationships between physical and
virtual interactions and customer loyalty, but not between service interactions and loyalty. The
findings highlight the growing importance of virtual and service interactions in customer
retention while indicating a reduced role for physical environments in digital transformation.
Limitations and areas for future research, particularly in the context of evolving customer
preferences, are also discussed. These insights offer valuable implications for businesses
transitioning to digital platforms, emphasizing the need to prioritize virtual and service
interactions to enhance customer loyalty. This research contributes to the existing literature by
providing empirical evidence on the shifting dynamics of customer interaction management in
a digitalized environment.

Keywords: Customer Attitude, Customer Loyalty, Physical Interaction Management, Service
Interaction Management, Virtual Interaction Management