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Risk-sharing is a crucial issue in order to evaluate the performance of a monetary union. By implementing conventional econometric techniques, this paper intends to estimate the degree of risk-sharing through the cross-ownership of assets within 11 European countries in the period 1971–2014. We show that risk-sharing has been increasing after the launch of the euro due to increased cross-ownership of assets. Nevertheless, we also show that despite the extreme needs for adjustment mechanisms as a reaction to asymmetric shocks in the EMU during the crises, the estimated market risk-sharing mechanism seems to have remained marginal in this period. We also show that the degree of asymmetry (potential benefits from risk-sharing) has declined with the start of the EMU, but it has sharply increased during the crises period. This implies that EMU countries have needed good functioning risk-sharing mechanisms during the crisis, while in this period their estimated performance does not seem to have improved. We interpret these results as the evidence of a missing element of the EMU that forced governments to intervene by means of fiscal policy to tackle the imbalances deriving from the financial crisis. Therefore, we conclude that the weakness in the risk-sharing has been one of the channels that allowed the global financial crisis to mutate in a sovereign debt crisis in the EMU.

In this chapter, sharing economy, also called the gig economy, is discussed as part of the digital economy. This research analyzes the main difficulties of gig workers, and their needs will be analyzed as one of the crucial issues. This research also seeks to examine the government's role in prior economies and the sharing economy of today. In addition, existing legislation and procedures for gig workers will be compared across nations. Furthermore, some of the most important initiatives to engage with the sharing economy are also investigated. Methods such as “word frequency query” and “exploration diagrams,” which are supported by NVivo qualitative research software, are utilized in order to accomplish this research. In this study, the interview method occurs with an expert that is considered in order to observe both the government's stance on the sharing economy and its practical effects. The research discloses that government engagement in the sharing economy is inevitable, and the adoption of existing policies is challenging.

By definition the practice of job‐sharing starts from the premiss that there is a full‐time job to be shared by those who want to balance their work with other commitments. In a public sector institution, such as the National Health Service (NHS), where most employees are female, it seems logical to believe that a job‐sharing policy would be able to promote equal opportunities, to increase employee job satisfaction and to reduce labour costs. Hence, this paper attempts to discuss the advantages and disadvantages of having a job‐sharing policy, and to analyse the reasons for the limited number of job‐sharers in the NHS despite the apparent benefits of job‐sharing to both the employees and the employer. This study was carried out in 15 NHS Trusts in northern England and Scotland, by the use of questionnaires and interviews, and found that most NHS managers did not see the practice of job‐sharing as a major cost‐saving opportunity or as a working pattern that would enhance employee satisfaction and commitment. They saw job‐sharing as just a routine equal opportunities request which did not deserve such managerial attention or long‐term strategic thinking. It is argued in this paper that job‐sharing is a potentially useful option against a background of demographic and other social and economic changes which require the development and use of long‐term strategic policies. Therefore it is concluded that, in the NHS, there is a need for a more active and creative approach to job‐sharing rather than the reactive and passive approach that has dominated the practice so far.

This article examines alternatives to a standard wage. It goes on to analyse the advantages and risks inherent in profit‐sharing.

This study aims to examine the demographic differences of Chinese nationals’ travel experience sharing through different offline and online platforms.

Cross-tabulation analysis was applied on a national sample of 6081 respondents in China.

The study found that Chinese women tend to share travel experience more often than Chinese men; old people in China tend to use the face-to-face approach more than online or social media to share their travel experience. About 66.5 per cent of the survey sample used WeChat Moments to share their travel experience, highlighting WeChat as the dominating social media platform in China for travel sharing. In general, people who share via online platforms (WeChat, Weibo, QQ Space) tend to be young, single or unmarried, well-educated and earning a high monthly income.

The study offers an in-depth understanding of travel experience sharing idiosyncrasies in China.

The objective of this study is to investigate the knowledge‐sharing behavior of undergraduate students in Singapore and to cover areas such as the purpose of sharing knowledge, communication channels preferred for sharing, and factors that inhibit or motivate knowledge sharing among students.

A questionnaire was used for collecting data and 180 students from three public universities in Singapore participated in the study.

It was found that, generally, students displayed a positive attitude towards knowledge sharing and were appreciative of its importance in peer learning. However, it was interesting to note that the respondents were less inclined to share knowledge for academic activities that were graded. The study also revealed that competition among students to outperform their fellow students and lack of depth in peer relationship were the two main factors that inhibited knowledge sharing.

The paper argues that fresh approaches to learning are desirable to make it less competitive, which is likely to encourage active knowledge sharing among students.

A majority of the studies on knowledge sharing have been conducted in an organizational context. Only limited work has been done on the knowledge‐sharing behavior of students. As a majority of the university students are expected to join the workforce after graduation, it is desirable their knowledge‐sharing behavior should be thoroughly investigated.

Focuses on resource sharing in Kuwaiti libraries, which, due to many factors, has now become an economic and information provision necessity. Presents the results of a survey of 17 libraries in Kuwait. It was found not only that the current resource‐sharing activities are at a minimal level, but also that all libraries do not actively participate in these. However, librarians consider resource‐sharing very important for their libraries, are aware of its benefits, and know the hurdles in developing a resource‐sharing network. They are willing to participate in such a network if one was developed. Recommends that the National Council for Culture, Arts and Letters should create a National Task Force to develop a detailed plan for a national resource‐sharing network. Proposes that the National Library should be designated as the coordinating agency for this network and suggests the establishment of a permanent national committee, with representation from all major libraries, to be responsible for policy making.

Businesses have to go through constant innovations on management, and innovation principles must be acquired through constant learning. Learning principles are realized through knowledge and wisdom sharing with colleagues, clients, and others in such learning activities as instruction, sharing, and self‐study. Such knowledge and wisdom sharing activities include study circles, on the job training, and technology exhibitions. Different learning activities such as survival learning, benchmark learning and leading learning are subject to different sharing mechanisms. Moreover the mastery of each sharing function is fundamental to enhancing the performance of knowledge management in a learning organization.

Recent policies designed to promote profit sharing in Great Britain are surveyed. Evidence on the extent of profit sharing in Britain is presented, and the economic impact of such schemes is assessed. It is found that there is little strong evidence to support the notion that profit sharing significantly improves either employment, profitability, productivity, investment or remuneration.

The main purpose of the paper is to assess and suggest the ways and means to enhance a collaborative knowledge sharing culture in academic institutions, with special reference to information technology (IT)‐related education in the Management Faculty of the University of Pune.

The research is descriptive and empirical in nature because the primary data were collected using the survey method through fact finding techniques such as questionnaire and interview. The main purpose of this research is to obtain information concerning the current status of the phenomena to describe “what exists” with respect to variables or conditions in a situation.

The sustainability of any industry is closely linked to the manpower talent made available by the academic institutions. Therefore in order to service the needs of the industry in tune with rapidly changing trends, academic institutions have to implement innovative learning systems and be able to match up to the expectations of the industry for knowledge support. Collaborative knowledge sharing links the learning and knowledge processes to enhance organizational learning. The knowledge grows more with communication, sharing of ideas and transfer of knowledge through face‐to‐face communication, discussions, faculty development programs, industry‐institute interactions. Academic institutions should align their human resource strategies, practices and processes in such a way that collaborative knowledge sharing becomes a part of the work culture and overcome the barriers to knowledge sharing. There is need to develop systems that can recognize and reward the efforts of employees who share their knowledge. This can empower collaborative knowledge sharing culture in an academic institute.

In the same context as the practical implications of the paper, it is also appropriate and important to study further how, and to what extent collaborative knowledge improves the performance of the academic institutes. Also, the impact of collaborative knowledge sharing on the quality of higher education.

The recommendations in this paper focus on factors influencing collaborative knowledge sharing culture and also the practices of collaborative knowledge sharing to enhance organizational learning in an academic institute.

This paper contributes original empirical data on the collaborative knowledge sharing strategy to enhance organizational learning.