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A core employment market based on modem information and communications technology (ICT) and human resources (HR) management can fundamentally overcome the shortcomings of a traditional employment market, in which the problems of an imbalance in the relationship between employers and employees are antagonistically alleviated by independent trade unions and other similar means. Core employment means the portion of total employment closely related to modem entrepreneurial innovation - the employment of directly or indirectly aiding in conducting, promoting, protecting and expanding innovation with entrepreneurship. The severe industrial conflicts existing currently in Korea and China can probably be resolved by economic and social measures other than confrontational trade unions, as long as the efforts are made in an expansion of core employment by the government, enterprises and individuals.

This paper investigates whether democracy plays a mediating role in the relationship between foreign direct investment (FDI) and inequality in Sub-Saharan Africa (SSA).

The empirical analysis is conducted using fixed effects and system GMM (Generalised Method of Moments) on a panel of 38 Sub-Saharan African countries covering the period of 1990–2018.

The results find that FDI has no direct effect on inequality whereas democracy reduces inequality directly in both the short run and the long run. The sensitivity analyses find that democracy improves equality regardless of the magnitude of FDI, resource endowment or democratic deepening whereas FDI only reduces inequality once a moderate level of democracy has been achieved.

The results discussed above thus have four policy implications. First, these results show that although democracy has inequality reducing benefits, SSA is unlikely to significantly reduce inequality unless the region purposefully diversifies its trade and FDI away from natural resources. Second, the region should continue to expand credit access to reduce inequality and attract FDI. Third, policymakers should undertake reforms that will reduce youth inequality. Lastly, the region should focus on long-run democratic reforms rather than on short-run democratization to improve governance and investor confidence.

Although there are existing studies that examine the association between FDI and inequality, FDI and democracy and democracy and inequality, this is the first study to explicitly examine the effect of democracy on the association between FDI and inequality in SSA, and the first study to separately consider the possible varied effects of contemporaneous democratization versus the long-run accumulation of democratic capital. In addition, rather than measure inequality by income alone, this study uses the more appropriate Human Development Index to account for SSA's sociological, education and income disparities.

This paper aims to unpack how small and medium-sized enterprises (SMEs) can operationalise coopetition in talent management, addressing ongoing talent shortages in the hospitality industry which were intensified during the Covid-19 pandemic.

This conceptual paper draws from literature on coopetition and talent management in SMEs. Specifically, the authors take an interorganisational talent pool lens and develop a framework following the principles of open-systems theory.

The authors find that the traditional use of talent pools is often impractical for SMEs because of a lack of resources and capabilities. Instead, interorganisational talent pools, through coopetition in talent management, can aid these firms to address talent shortages. The authors identify potential for SME coopetition at various stages, including attraction, development and retention of talent.

Coopetition in talent management can aid industries in establishing market-thickening pipelines. Through co-attracting, co-developing and co-retaining talent, SMEs can create interorganisational talent pools. To develop talent management coopetition, a set of prerequisites, catalysts and potential inhibitors must be analysed and managed.

This paper moves the talent management debate beyond competition for talent, introducing coopetition as a viable alternative. Taking an open-systems perspective, the authors develop an integrative framework for coopetition in talent management in SMEs encompassing input, process and output components. The authors reveal the dynamic and complex nature of this coopetition process, highlighting the essential role of coopetition context and illustrating open-system principles.

The study aims to provide a critical review of the extent to which digital technologies are likely to replace human labour, the exponential rise in the amount of work to be done and how far distinctively human skills are future-proofed and therefore likely to be in short supply. It reviews the evidence for a permanent switch to home and remote working enabled by emerging technologies. It assesses the business, digital and labour strategies of work organisations and the promise and challenges from a dominant trend towards a digitally enabled flexible labour model.

A critical review of 1020 plus case studies and the extant literature was carried out.

The relationship between emerging technologies and work is widely misunderstood, and there are major qualifiers to the idea of an overwhelming tsunami of technology drastically reducing headcounts globally. Distinctive human skills remain valuable, the amount of work to be done is increasing exponentially and automation is becoming more a coping than a labour replacement mechanism. Moves to a hybrid digitalised flexible labour model are promising but not if short-term, and if the challenges they represent are not managed well.

The main limitation is that we are making projections into the future, though we are drawing on a lot of different sources and evidence and past data projected into the future.

The problem is not labour displacement but large skills shortages that will slow down the speed of technology adoption. Skills development is vital, as is the taking of long-term perspectives towards the management of hybrid, flexible working based on human-machine interactions.

Organisations need to revitalise their training and development and labour management models. Governments and intermediary institutions need to manage transition states if the skills required to gain economic growth are to be available, and to ensure that large labour pools do not get bypassed from not having requisite skills.

The study offers a more subtle and complex perspective on the emerging evidence about the future of technology and work.

Hiring employees with criminal records has become a heightened topic of conversation for hospitality practitioners. The labor shortage in the hospitality industry has increased consideration for individuals impacted by the justice system, bolstered by programming such as second-chance vocational training programs. However, hospitality practitioners with second-chance employment practices have had challenges managing the multiple stakeholder relationships to employ and retain justice-impacted employees. The purpose of this paper is to aid practitioners in the hospitality industry with an innovative and inclusive hiring practice with timely implications in the United States.

This paper will emphasize the correctional system actors, community-based partners, and justice-impacted employees as salient stakeholders in such hiring contexts. Employing a stakeholder theoretical perspective, we outline a stakeholder map for hospitality practitioners with fair chance hiring practices to better understand second-chance employees.

Organizations do not sit on the periphery of a community; they are interconnected with the community in many direct and indirect ways. Past research has yet to identify a relationship between stakeholder theory and second-chance employment when the stakeholders involved in this employee population are arguably extended. By providing a stakeholder mapping process second-chance employment context, the interwoven actors’ needs can be more holistically assessed.

In America, individuals with a criminal record are often a forgotten and stigmatized labor pool. With this paper, we aim to break down barriers of bias while encouraging the narrative toward true Diversity, Equity, Inclusion, and Belonging (DEIB) hiring practices. Multiple stakeholder management is often an organizational challenge, and by providing this framework, we provide guidelines to practitioners while highlighting the opportunity for community leadership. To that end, we provide guidelines for hospitality practitioners intending to increase justice-involved employee retention through stakeholder relationship management.