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While the liberalization of economies within the transition paradigm is viewed to take place primarily on a macroeconomic (primary) level, this paper switches emphasis to the secondary and tertiary level of post-transition. While macroeconomic reforms may provide the playing field, secondary reforms level the playing field and tertiary reforms develop the capabilities necessary for firms and individuals within firms to compete in the landscape of liberalized economies. It is necessary to examine the transformations on three levels. First, the development of public policy and institutions aimed at regulating certain industries or firms. Second, the explicit market strategies of firms operating in the industries that shape market structure and inform public policy. Third, the nonmarket strategies of firms aimed at influencing the form and substance of public policy. Drawing on research in three related areas: institutional voids (IVs), the role of market and nonmarket strategies of firms, respectively, this paper examines the current state of transition in CEE/FSU countries. The main conclusions of the paper are first, transition and post-transition has been and continues to be profoundly impacted by the liberalizing influences of multinational firms. Second, this causation from the strategies and tactics of multinational firms to the extent of transition also helps to explain the degree of modernization of economies in a given transition economy. Third, it is important to distinguish between local and foreign firms on the transition process. Foreign firms are more likely to pursue liberalization agendas when it strengthens their competitive advantage over local firms. Conversely, local firms – especially those who rely on the capacity to navigate institutional voids – may be opposed to liberalization, as liberalization would threaten their sources of competitive advantage.

The purpose of the paper is to afford a comprehensive conceptualization and operationalization of the construct of talent management through an inclusive exploration of conceptual clarifications for existing confusions while developing a complete measuring instrument.

The archival method was adopted together with a systematic review based on Khan et al.’s (2003) five steps of systematic literature review. The systematic review has encircled published research articles between 1982 and 2023 in the human resource management (HRM) arena. A total of 130 articles were initially scrutinized, and 106 were systematically reviewed to conceptualize, operationalize and explore clarifications for confusions and instrument development for talent management.

This study explored conceptual clarifications for existing confusions towards talent management while recognizing definitions that come under the main philosophical schools for the underlying concept of talent. A novel practical definition has been established for talent management while recognizing dimensions, and then certain elements. A comprehensive instrument has been developed to measure talent management.

This study is limited to instrument development in measuring talent management; nevertheless, there is an enormous scope for using the instrument to empirically measure talent management through organizational and employees perspectives linked to diverse global contexts in future studies.

The developed comprehensive instrument is a vibrant contribution to future investigations related to empirically measuring talent management associated with organizational and employee perspectives related to diverse global contexts in winning “war for talent.” This study endows a significant input to the whole frame of HRM knowledge as it resolves existing conceptual ambiguities towards talent management while defining and operationalizing it.

Revisits the literature on strategic human resource development (SHRD) in the context of Garavan’s work on the characteristics of SHRD. A conceptual framework is constructed that redefines SHRD stressing a shaping rather than supporting role for HRD in relation to corporate strategy. The concept of strategic maturity in HRD is examined linking the work of Garavan; Lee and McCracken; and Wallace. The resulting model of strategic maturity is then analysed empirically using data from a major questionnaire and interview survey. A new model of strategic partnerships in HRD is then proposed.

Hospital solid waste may cause serious health hazards and impair the quality of life of the community through transmission of diseases and injury if not properly managed. Therefore, the purpose of this paper is to examine solid waste management practice (SWMP) in Obafemi Awolowo University Teaching Hospital Complex.

Primary data were collected for this study through interview and questionnaire administration. Systematic sampling technique was used to select 60 students, 13 staffs, 43 cleaners, 8 contractors, and a management staff for questionnaire administration. Data obtained were analyzed using frequency distribution, pictorial analysis, and factor analysis.

Findings established that solid wastes components generated in the hospital were not segregated in line with the directive of the World Health Organization. The study further established that the factors influencing SWMP accounted for 79.9 percent variance in the following proportion: available storage and collection facilities (30.94 percent), number of patients’ factors (17.86 percent), transportation factor (15.39 percent), human and material resource factors (8.33 percent), and disposal (7.36 percent).

The study therefore concludes that the effectiveness of SWMPs depends on the facilities and equipment, human resources capacity, and frequency of waste collection and disposal.

University campuses are one of the major consumers of electricity. Therefore, it is important to investigate factors related to electricity saving. This study aims to examine the key drivers in achieving efficient electricity management (EEM) practices in public universities.

To achieve the objective, 23 drivers of EEM practices were identified through a comprehensive literature review and an empirical questionnaire survey was performed with 1,386 electricity end-users of three public universities having staff and students’ halls of residences in Nigeria. The collected data were analyzed using the statistical package for social sciences (SPSS version 21) to identify the number of components that could represent the 23 identified drivers.

The relative importance index ranking results indicated that 18 drivers were critical. The top five most critical drivers were understanding of the issues, understanding the vision and goal of an energy management programme, knowledge and skill, risk identification and good and effective communication among relevant stakeholders. An exploratory factor analysis revealed that the underlying grouped drivers were raising awareness, top management support and robust energy management team, risk management and stakeholders’ participation. This study also indicates that the most dominant of the four underlying groups was raising awareness, which highlights the role of increasing awareness and public consciousness as a significant catalyst in promoting EEM practices in public universities.

Geographically, this study is limited to the opinion of respondents in public university campuses in Nigeria. Although this study could form the basis for future studies, its limitation must be considered carefully when interpreting and generalizing the results.

This paper has highlighted a few drivers of EEM practices in public universities. The results of this study present scientific evidence that can be used as a basis for formulating public policies that could be incorporated into the energy management regulations of university buildings. It is most important for policymakers to pay adequate attention to the most critical drivers especially those that are related to the “raising awareness” factor to promote sustainable campuses.

This study provides practical knowledge for university management to develop effective methods to implement the identified drivers of efficient and sustainable electricity management on the campus. This study also contributes to the body of knowledge in the field of energy management.

A boom in e-commerce in Korea has sparked off high daily-volume demand for small-sized home delivery services, which poses a great challenge to distribution networks, especially in urban areas where traffic congestion, accessibility, and pollution are serious problems. In addition, security issues for people who live in small townhouses and detached houses without security systems and guards have received increasing attention from the government and society. Thus, the introduction of a new alternative for home delivery services, unmanned parcel lockers, is urgent for residents living in these areas. This paper examines and compares potential socio-economic impacts in terms of costs and benefits when such lockers are installed at selected locations in residential areas. The results show that this policy is worthy of adoption, with several undeniable benefits to local communities. In addition, sensitivity analyses estimate the economic performance of this project at different social discount rates, and they check the sensitivity of economic performance based on variations in the variables. The value of travel time savings was identified as a critical and dominating factor directly affecting economic performance.

Talent management (TM) is widely seen as a key organizational challenge necessary to sustain competitive advantage. While academia has mostly focused on HRM practices associated with exclusive TM targeting organizational high performers at higher managerial levels, there are reasons why organizations should consider a more inclusive talent management (ITM) approach. They include the growing diversification of organizations and the global workforce caused by demographic changes and mobility across borders, overall talent scarcity and hard to predict market dynamics which all make future talent needs hard to anticipate. Issues such as employee perceptions of organizational justice and fairness are also important. Moreover, existing HRM orthodoxy concerned with investing in the company’s human resource and the wellbeing of employees pushes companies to invest in ITM as a path to a better working environment characterized by openness, trust and overall well-being. Few TM researchers, however, pay sufficient attention to the problems of organizational inequality and social segregation that exclusive TM might occasion and thus disregard how social exclusion and economic inequality continue to characterize many organizations. The ambition of this chapter therefore is to contribute to the development of an inclusive approach to TM. We add to the notion of ITM by bringing in literature on inclusive organizations which is absent from current theoretical development. Building on current conceptualizations in particular by Swailes et al. (2014) and Meyers and Woerkom (2014), we ask: How can literature on organizational inclusion contribute to developing more fair and equal organizations through inclusive TM practices?