Results 241 to 250 of about 468,115 (319)
When the Tail Wags the Dog: A Time‐Varying FCVAR Analysis of Bitcoin Market
ABSTRACT This paper examines how the relationship between Bitcoin spot and futures markets has evolved using a time‐varying Fractionally Cointegrated Vector Autoregressive (FCVAR) model. We are the first to apply this methodology dynamically to cryptocurrency markets, allowing us to simultaneously analyze long‐run equilibrium, pricing patterns, market ...
Filippo di Pietro +2 more
wiley +1 more source
Abstract Retirees re‐entering the workforce, popularly termed as bridge employment, is a phenomenon that is anticipated to increase in the coming years. Though research establishes that these employees have unique aspirations and work motives (see Mazumdar et al., 2020), primary research on how the retirement transition and bridge employment shape each
Bishakha Mazumdar +2 more
wiley +1 more source
ABSTRACT Workplace bullying (WB) remains a pervasive concern across all sectors, including higher education institutions (HEIs), where shifting power dynamics, performance pressures, and transformation mandates often create fertile ground for systemic abuse.
Helen Meyer
wiley +1 more source
Psychological Contract Violation Beyond an Employees’ Perspective: The Perspective of Employers
Sara Nadin, Colin C. Williams
openalex +1 more source
Work Has Changed, Has HRM? Designing for the Distributed, Fragmented, and Fluid Era
ABSTRACT This paper addresses the growing misalignment between traditional human resource management (HRM) systems and the realities of distributed, fluid, and fragmented work. To address this issue, we introduce the FLUID‐HRM framework—a layered design architecture that reconfigures core HRM domains (resourcing, rewards, development, relations, work ...
Černe Matej, Lamovšek Amadeja
wiley +1 more source
Values underlying perceptions of breach of the psychological contract : original research
Leon Botha, Kgope P. Moalusi
openalex +1 more source
ABSTRACT To decide about retirement, employees assess and react to their work environment, including age‐inclusive HR practices. Age‐inclusive HR practices ensure equal access to key HR functions for all employees—regardless of age, for example, training and development for all age groups, unlike age‐specific HR practices, which target older workers ...
Ulrike Fasbender +2 more
wiley +1 more source

