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The implementation of monetary policy by the central bank is an ongoing topic of discussion. This paper aims to explore monetary policy transmission shocks in times of uncertainty using the new World uncertainty index (WUI). The authors investigate the impact of crises, wars and pandemic shocks on selected macroeconomic variables.

The authors use unit root tests, structural vector autoregressive model and the Granger causality test according to Toda–Yamamoto with quarterly data over 1999–2022.

The results of this study show that in the short run, there is a unidirectional relationship between the money market rate and WUI, while the relationship between the latter and the money supply (M2) is bidirectional. The short-term effect runs from WUI to inflation. In the long run, the variance decomposition shows that global uncertainty explains around 12% of inflation pressures. The uncertainty caused by special events in the world creates positive shocks on inflation in Tunisia, which decreases the ability of the central bank to control inflation.

The results have implications over necessary and urgent actions to be implemented for a progressive economic recovery but point to a necessary transition to an inflation-targeting regime.

Examining monetary policy under uncertainty is a recent phenomenon. The authors purposely use a novel WUI by Ahir et al. (2022) that is unexploited in literature.

This chapter contributes to the continuous debate on the effects of public information. The debate initiated with Morris and Shin (2002) who showed that heightening the precision of public information can be detrimental to welfare in a beauty contest framework, because when agents have both private and public information, they may overreact to the public information since it acts as a focal point. If the private agents overreact to public information, then a policy of limited transparency may be warranted. Some researchers suggest partial announcement (limited publicity), others propose to disseminate the public information privately to each agent (limited precision) with some idiosyncratic noise in order to reduce overreaction. Those chapter, however, miss the following fact; they don’t take into account the interaction between private sector and the central bank. We extend those studies by setting the framework as a two-player monetary policy game between the central bank and the private sector by allowing explicitly for a central bank to be one of the many contributors of the public signal. We show (1) how introducing a certain degree of opacity affects both players and determines the conditions under which an intermediate transparent strategy improves the outcome of the private sector, as well as of the central bank. We find that reducing transparency doesn’t affect the two players in the same way. (2) It turns out that respective players’ losses are strictly identical when the central bank implements the optimal degree of transparency or the optimal degree of publicity. We establish then an equivalence relationship in terms of effects between publicity and transparency for both actors.

The purpose of this paper is to explore, and eventually unlocking, the “black box” problem by addressing the potential mediating role of human capital and organizational commitment in the relationship between high performance work systems (HPWS) and perceived firm performance in the Tunisian financial industry.

Based on the strategic human resource management (SHRM) theory, the authors developed a model that links HPWS to perceived organizational performance through human capital and employee organizational commitment. Data collected from 351 respondents was considered. Multiple regression analysis was then used to assess the research hypotheses.

Data collected from 351 respondents suggest that HPWS positively affect perceived firm performance through first, enhancing the firms’ human capital; and second, developing positive organizational commitment attitude among employees. In addition, a direct relationship between HPWS and firm performance was found.

The research focussed on the perceived performance of the organization rather than financial measures. Also, because data were collected from a sample of Tunisian financial companies, results of this study are not generalizable.

More than two decades after the earliest contributions, the SHRM scholars believe that the “black box” problem is still accurate and, therefore, needs to be addressed in an effective way. At a general and broad level, the authors believe this study contributes to the SHRM literature by successfully addressing two critical “black box” elements, i.e. human capital and organizational commitment. Also, since there is a lack in such research in Tunisia, an icon country of the Arab spring, this paper provides theoretical basis for future research and managerial implications for Tunisian business leaders and HR managers. Finally, this research is extending the current empirical SHRM literature by addressing the critical role of HRM in the largely understudied field of financial services industry.