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The purpose of this paper is to present an oligopolistic version of the cobweb model that departs from the strict assumptions of perfect competition in the traditional cobweb model.

Introducing a model where n identical producers engage in Cournot competition, with output decisions influencing market prices. The paper retains the original assumptions of naive expectations and a linear model where price expectations of Cournot competitors are made simultaneously with production decisions. The investigation focuses on the model's behavior as the number of producers decreases or industry concentration increases. The authors also show empirical evidence when drawing the data from the pig sector in China and the USA.

The findings indicate that the cobweb model undergoes a transition from divergent to continuous and even convergent as the number of producers decreases or industry concentration increases. The incorporation of costs related to entry and exit from the market contributes to achieving a more stable equilibrium state.

The cobweb model has been primarily studied in an idealized market structure of perfect competition, and the assumptions that they share are not obviously appropriate to many agriculture markets. This study presents an alternative version of the cobweb model in an oligopolistic market that relaxes the strict assumptions of perfect competition. The authors show the dynamics of reduced competitor numbers or increased industry concentration on the convergence of the cobweb model based on subtle variations in parameters.

Recognition of the complexity of job embeddedness in the work environment has grown, highlighting the need for a deeper understanding of the factors that contribute to this phenomenon. This study analyzed how and when job crafting and leisure crafting are linked to job embeddedness by investigating employee resilience as a mediator and employee adaptivity as a moderator.

Data were gathered from 568 Taiwanese hotel employees. The PROCESS macro was used to verify all hypotheses.

Both job crafting and leisure crafting increased job embeddedness. Employee resilience mediated the impacts of job and leisure crafting on job embeddedness. The positive relationship between employee resilience and job embeddedness was stronger when employee adaptivity was high. Employee adaptivity moderated the indirect impacts of job and leisure crafting on job embeddedness through employee resilience.

Hotel managers should foster a workplace culture that encourages employees to engage in job crafting. Additionally, managers can offer employee assistance programs to proactively encourage workers to participate in leisure crafting. Providing training and wellness programs to strengthen employee resilience, along with allocating resources and designing learning programs to enhance employee adaptability, can further promote job embeddedness.

This research contributes to the literature through the construction of a moderated mediation model that explored how and when job and leisure crafting affect job embeddedness.