Results 201 to 210 of about 300,964 (283)

Spiritual Cannibalism in HRD: How Workplace Spirituality Devours Sacred Traditions

Human Resource Development Quarterly, EarlyView.
ABSTRACT This paper interrogates how the discourse of workplace spirituality in human resource development (HRD) operates as a tool of colonization. Through a systematic review of 48 articles published between 1997 and March 2025, the study uncovers recurring patterns of spiritual appropriation in which non‐Western traditions are detached from their ...
Shoaib Ul‐Haq
wiley   +1 more source

Advancing whose interests? Corporate strategy and risks to food systems transformation and public health nutrition through academic partnerships in Africa. [PDF]

BMJ Glob Health
Abdool Karim S, Moyo B, Walls H.
europepmc   +1 more source

Realistic Representation, Dynamic Evolution and Determinants of Institutional Quality in China

International Studies of Economics, EarlyView.
ABSTRACT The paper delves into the role of institutional quality in bolstering China's economic resilience post‐COVID‐19, CITIC‐Entropy. It divides institutions into basic and changeable categories, establishing an index system via the CITIC‐Entropy TOPSIS model.
Susu Wang, Qidi Zhang, Jing Fang
wiley   +1 more source

Editorial: Social aspects of crop genome editing. [PDF]

Front Genome Ed
Venkataraman S, Hefferon K.
europepmc   +1 more source

U.S. Multinational Corporations’ Initial Income‐Shifting Response to the TCJA

Journal of Corporate Accounting &Finance, EarlyView.
ABSTRACT I find U.S. multinational corporations (MNCs) responded to the Tax Cuts and Jobs Act (TCJA) of 2017 by increasing income shifted to foreign sources in the first two years following the effective date. Financially constrained MNCs increased income shifting more, while higher operational uncertainty MNCs increased income shifting less than other
Tyler P. Johnson
wiley   +1 more source

When Does Top Management Team Diversity Matter in Large Organizations?

Journal of Organizational Behavior, EarlyView.
ABSTRACT Top management teams (TMTs) drive strategic leadership, but there is little clarity on when the composition of these upper echelons most impacts organization performance. Drawing from the categorization‐elaboration model, we study an 18‐year sample of approximately 4500 organizations and over 32 000 executives and find a positive relationship ...
Frances Fabian, James M. Plečnik, Shan Wang   +2 more
wiley   +1 more source

A systematic comparison of patient information leaflets from local and multinational pharmaceutical companies: Assessing content quality and completeness. [PDF]

PLoS One
Ibrahim Alzarea A, Athar Ishaqui A, Zeeshan M, Salah Alanazi A, Awad Alsaidan A, Hussain Mallhi T, Salman M, Habib Khan Y, Farooq J, H Alhassan H, I Alzarea S, Awad Alsaidan O.   +11 more
europepmc   +1 more source

The Integration of Dynamic Capabilities and Resource‐based View: A Comprehensive Model for Competitive Advantage in Cross Industries

Global Business and Organizational Excellence, EarlyView.
ABSTRACT With rapid changes in global economic development, technological advancement, and industry competition, acquiring dynamic capabilities to build a competitive advantage has become a top priority for companies seeking success. Drawing on the resource‐based view and dynamic capabilities theory, this study develops and validates a research model ...
Tuan Cong Dao, Ying‐Kai Liao, Trang Huong Pham, Tuan Trong Luu   +3 more
wiley   +1 more source

Barriers to recommendation of integrative oncology modalities in supportive care: a MASCC/SIO survey. [PDF]

Support Care Cancer
Chan A, Kagramanov D, Nasr R, Asuzu C, Bao T, Cheung YT, Kwon JH, Lacey J, Lee RT, Lustberg M, Ohaeri BM, Rao S, Soto-Perez-de-Celis E, Witt CM, Lopez AM.   +14 more
europepmc   +1 more source

Multidexterity: Reframing Strategic Agility for Hyper‐Transformation

Strategic Change, EarlyView.
ABSTRACT Organizations experiencing hyper‐transformation—continuous, multidimensional, accelerated, and simultaneous organizational changes—face some limitations in traditional strategic agility and ambidexterity frameworks. Current strategic agility emphasizes rapid responsiveness but insufficiently addresses the nuanced management of varying speeds ...
Alessandro Lanteri
wiley   +1 more source