Results 201 to 210 of about 400,110 (253)

Spiritual Cannibalism in HRD: How Workplace Spirituality Devours Sacred Traditions

open access: yesHuman 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

The risk of digital defencelessness arising from generative artificial intelligence. [PDF]

open access: yesFront Psychol
Martín Y Ladera I   +2 more
europepmc   +1 more source

Transnational corporations and the pharmaceutical industry

open access: yes, 1979
Centre on Transnational Corporations
core  

One size fails all? EU insolvency law between harmonisation and 28th regime

open access: yesInternational Insolvency Review, EarlyView.
Abstract The European Union's efforts to harmonise national insolvency laws have long been seen as a key step towards the completion of the Internal Market and, in particular, its Capital Markets Union project. Yet despite years of legislative activity, meaningful convergence has remained elusive.
Wolf‐Georg Ringe
wiley   +1 more source

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

open access: yesJournal 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?

open access: yesJournal 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   +2 more
wiley   +1 more source

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