Addressing the complexity of financial decision-making process, this study assessed the effects of financial knowledge towards the financial behavioural intention to invest with both risk perception and attitude, in serial, as mediators among young Malaysians. This study operationalized financial knowledge as actual financial knowledge (objective knowledge) and self-rated financial knowledge (subjective knowledge). Using purposive sampling strategy, this study sampled 492 respondents who were of below the primesavings years for the questionnaire survey. The resultant outcomes of this study revealed significant mediating effects of risk perception and attitude in the sequential positive relationship between financial knowledge and financial behavioural intention to invest. Apart from the significance of financial knowledge in the financial decision-making process, this study also unravelled the complexity of the relationship of knowledge and behaviour with the combination of risk perception and attitude.

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Purpose of the study: This paper aims to pioneer the investigation of human resource (HR) and management accounting (MA) realignment in delivering organizational working flexibility strategy. The core idea is to rebranding the HR and MA framework for strategic flexible working arrangements (FWA), so that FWA implementation or enhancement can be both effective and efficient. Methodology: This study is based on the epistemological of the social constructivist approach and qualitative in nature. We conducted semi-structured interviews and analyzed the collected data by using thematic analysis. Main Findings: The results revealed that HR and MA have overlapping responsibilities that add value to effective and efficient FWA implementation/enhancement. There is a definite prerequisite for HR and MA to sit together to manage employees' performance appraisal, compensation, and benefits. To ensure the efficiency of FWA, HR critically needs MA information such as budgeting, return on investment, variance analysis and, cost monitoring of FWA implementation/enhancement. Applications of this study: This study provides insight beyond FWA adoption, whereby we proposed a framework for strategic FWA, which bridges the connection between HR and MA so that FWA implementation or enhancement can be both effective and efficient. We thoroughly discussed how the synergy between HR and MA can be achieved through several key elements, which is expected to yield strategic outcomes for the organization. Most importantly, the organization shall be able to overcome the redundancies between HR and MA roles to create a more compelling strategic planning for FWA implementation. Hence, leading towards greater strategic outcomes such as strategic dynamic acquisition, effective HR cost, a strategic link between HR outcomes and business, strategic return on investment, as well as comprehensive HRM measurement and performance. Novelty/Originality of this study: The study developed a conceptual framework of HR and MA integration and strategic outcomes for FWA implementation. The features of this framework are of greater importance for FWA success and advance the notion of FWA literature by unveiling the strategic alignment between HR and MA.

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Little is known about corporate governance in Islamic perspective, particularly in the context of emerging economy and in the perspective of religious institutions. The distinguishing feature of Tawhid (oneness of God) in the Islamic corporate governance structure makes it worthwhile to investigate the corporate governance structure of the State Islamic Religious Councils (SIRCs) in Malaysia. The study incorporates Iqbal and Mirakhor (2004). Islamic corporate governance stakeholder-oriented model to reflect the structure of corporate governance in the SIRCs. A qualitative approach is utilised where data is drawn primarily from interviews and reviews of documents. Findings show that the corporate governance structure of the SIRCs is similar to the model proposed by Iqbal and Mirakhor (2004). Firstly, the Shariah rules play as a principal foundation which guides the operation, management and governance of the SIRCs. Then, Council Members act as the Shariah Board who advise and supervise the SIRCs. The research also suggests the shareholders component be replaced with main stakeholders component consisting of zakat payers, trustors and customers who suit the context of SIRCs. The SIRC is then directed by a Chief Executive Officer who represents the Board of Directors while the management is represented by the directors or managers of each division in the SIRCs who are responsible to manage their own divisions according to the Shariah principles. Finally, the other stakeholders are represented by many such as the employees, rightful recipients and the public who have direct and indirect participation in the SIRCs.