The rapid development of cross‑border mobility and smart car rental platforms has created both opportunities and challenges for traditional car rental enterprises. This paper takes Bowei Automobile’s cross‑border vehicle rental services as a case study to explore business model innovation and operational efficiency optimization. We first analyze the limitations of conventional rental models under cross‑border scenarios, including fragmented supply chains, inefficient vehicle dispatching, and high idle rates. We then propose a digital ecosystem integrating multiple mini‑programs (Bowei Mobility, Bowei Crowdsourcing, Bowei Premium Cars, Global Car Image), a management system (Bowei Management System), an overseas promotion system (TakeFlow), a used car independent website, and a supply chain platform (Zhencheyuan). A two‑layer optimization framework is developed: the upper layer optimizes fleet allocation across regions based on demand forecasting, while the lower layer dynamically adjusts pricing and dispatching strategies using real‑time data. Simulation results based on actual operational data from the Guangdong‑Hong Kong‑Macao Greater Bay Area show that the proposed model reduces idle vehicle ratio by 23.6%, increases cross‑border order fulfillment rate by 31.2%, and improves overall operational profit by 18.7% compared to traditional methods. This study provides a theoretical and practical reference for digital transformation and cross‑border expansion of car rental enterprises.

With the vigorous development of the digital economy, the traditional tax methods are difficult to adapt to the virtual digital trading activities, resulting in the problem of mismatch, and thus causing the related issues of the erosion of the fiscal tax base. By identifying the basic characteristics of the virtual, scale and interconnection of digital economic activities and combining the tax elements, this paper finds that there are problems such as unclear taxpayer, unclear tax object, and difficulty in defining the tax rate, which have caused the erosion of the tax base in many aspects, and the transnational activities have intensified the contradiction of the erosion of the tax base. As a result, the sources of government revenue are damaged, the gap between regional fiscal potential energy is further divided, and the space finance is vacant. Furthermore, it proposes to identify independent taxpayers, add resident offices, and actively integrate into the international tax system based on the independence of taxpayers and transaction businesses.

This paper stands at a key position in merging two prevailing trends within the healthcare public administration context: digitalization and integrated care (IC). These initiatives are introduced as solutions to solve challenges connected with the administration of chronic and multi-morbid conditions, which constitute a significant portion of healthcare expenditures in developing nations, including Namibia. In pursuit of these aims, the objectives are to navigate the digital frontier; we shall identify the obstacles hindering the development of the Namibian e-health strategy's digital health platform ecosystem (DHPE) and proffer recommendations for addressing these impediments. Ultimately, we aspire to establish an innovative DHPE-STS (Socio-Technical Solutions) that will proficiently direct the future of the Namibian e-health strategy. The prevalent fragmentation in service delivery, connected with rapid technological advancements, contributed to the inefficiencies in service delivery. To alleviate fragmentation, IC models have been implemented in developed nations and stand to significantly benefit from the advent of evolving electronic health platform solutions ecosystems (EHPs). Still, these interventions are relatively complicated and suffer from a lack of comprehensive analysis. Accordingly, this study examines these emerging solutions through an integrative literature review and a qualitative analysis, identifying 27 comprehensive platform solutions that facilitate coordination within chronic care ecosystems and develop innovative DHP oriented towards socio-technical considerations for the Namibian eHealth strategy. The findings provide an in-depth overview of the prevalent barriers and gaps associated with the 27 platform solutions examined, alongside a consolidative synthesis that conceptualizes socio-technical solution architectures, thereby integrating the components of people, processes, and technology within a multi-level IC framework. This clarifies the difficult orchestration required for managing cross-provider solutions in chronic care and enhances the understanding of researchers and decision-makers regarding the complexities and challenges inherent in healthcare transformation. Furthermore, development barriers and gaps warranting further research are also scrutinized.

With the booming development of Artificial Intelligence (AI) and digital economy, their deep integration is becoming a key engine for future economic growth. The purpose of this paper is to systematically analyse the current development status of AI and the digital economy, look forward to the integration trend of the two, and predict the future far-reaching impact at the economic and social levels. Firstly, this paper outlines the core application areas of AI technology and the basic development pattern of the digital economy at this stage, and analyses the roles of both in driving industrial upgrading and promoting efficiency improvement. Secondly, this paper focuses on the huge potential brought by the integration of AI and the digital economy, which is specifically reflected in the intelligent upgrading of the manufacturing industry, the optimisation of risk control and personalised services in the financial industry, the efficient scheduling of resources in the service industry, as well as the refinement of management and decision-making support in the construction of smart cities. Finally, this paper looks forward to the future integration of AI and the digital economy, and discusses its broad space in promoting high-quality economic development and improving social governance. At the same time, this paper also points out the data privacy, technical barriers, employment structure adjustment, ethical and legal challenges that may be faced in this integration process, and puts forward corresponding countermeasure suggestions to provide reference for promoting the deep synergy and healthy development of AI and digital economy.

The emergence of the digital economy has reshaped the market competitive environment for enterprises, and has given a strong impetus to the transformation and upgrading of enterprises in the direction of intelligence. With the deep integration of information technology and business, enterprises are reshaping their value chains and innovation modes to achieve the transformation from ‘traditional’ to ‘intelligent’. Taking the definition of digital economy and the background of enterprise intelligence as the starting point, this paper analyses in depth the motivation, path choice and main challenges of enterprise intelligent transformation. With the success of Haier Group in increasing productivity from 15 per cent in 2018 to 35 per cent in 2022 within five years as well as the decline in the bad debt rate of Ping An's financial business in China, from 3.5 per cent in 2018 to 2.0 per cent in 2022. Strategic recommendations are made based on the practice, aiming to provide theoretical guidance and practical reference for the intelligent transformation of enterprises in the context of the digital economy era.