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Purpose: In the contemporary knowledge economy, organisations mainly derive a competitive advantage by leveraging their intangible assets. Competent and motivated employees are the primary strategic resources to attain innovation and business continuity. Consequently, workplace learning and development (L&D) is at the forefront of the human resource management (HRM) discipline. At the same time, with the changing technology landscape, organisations are transforming their L&D function to be sustainable. Against this backdrop, the main objective of this chapter is to illustrate how artificial intelligence (AI) contributes to a specific HRM sub-function, that is, workplace L&D.

Design/Methodology/Approach: Grounded on intense scrutiny of literature, this chapter construes AI as intelligent machines that think and work like humans and have the potential for enhancing learning processes. Different themes have been presented, which suggest the capabilities of AI systems to fuel employee learning at the workplace.

Findings: Findings demonstrate that AI-enabled workplace learning is rooted in improved knowledge management (KM) capabilities, developmental feedback, personalised education, learning for a diverse pool of learners, virtual mentoring, and chatbot-based learning.

Research Limitations/Implications: This conceptual study suffers from a lack of empirical support.

Practical Implications: This chapter contributes to expanding scholarship on integrating AI and the HRM domain, particularly L&D. Further, it highlights how L&D professionals should integrate AI into employee learning journeys to evoke effective learning outcomes.

Originality/Value: This chapter provides a gestalt approach to integrating AI with employee L&D

Purpose of This Chapter: This study examines the relationship of ambidextrous leadership with employee voice behaviour, underscoring the intervening role of employee thriving.

Design / Methodology / Approach: This study proposes a conceptual framework based on an extensive literature review using the conservation of resource theory, social exchange theory, and the broaden-and-build theory of positive emotions.

Findings: This study demonstrates that employee thriving act as an underlying mechanism explaining the relationship between ambidextrous leadership and employee voice behaviour.

Research Limitations: Being a conceptual study, the proposed framework lacks empirical validation.

Practical Implications: Organizations should focus on leaders with flexible behaviours who understand situational necessities to adopt diverse leadership styles and contribute to employee thriving.

Originality: This is one of the first studies to propose the role of ambidextrous leadership in impacting and enhancing change in employee voice through employee thriving at work. By introducing a framework that delves into the unexplored territory of ambidextrous leadership, acting as a catalyst for enhancing employee voice via the lens of employee thriving. This study provides a fresh perspective and adds value to the evolving conversations around employee voice behaviour.

Purpose: Talent management and in particular strategic talent management (STM) has emerged as an important issue for hospitality organisations worldwide. In this chapter, we address some of the complexities evident in hospitality organisations in relation to the practice of STM, the types of internal and external STM issues that arise and both the research and practice implications of pursuing STM in hospitality organisations.

Methodology/Approach: This chapter presents a review of the literature on the wider topic of STM, with particular focus on the integration of issues and themes identified in the hospitality management literature related to STM perspectives.

Findings: We find that STM is a topical issue for hospitality organisations irrespective of size, complexity, or geographic location. However, research that explicitly addresses STM in hospitality is nascent leaving many unanswered questions. The notion of what constitutes STM is shaped by the complexities and values of the hospitality industry itself and its meaning is not necessarily the same as in other industry contexts. However, as yet we do not have sufficient insights to reach conclusions as to what STM truly looks like in hospitality organisations.

Research Implications: Here, we add to the literature, highlighting the need for more research on the many dimensions of STM in hospitality organisations including its antecedents, processes, and outcomes and the extent to which it is different in hospitality organisations compared to multinational corporations and public sector organisations.

Practical Implications: We highlight a number of practical implications around roles, processes, practices, and skillsets to utilise a strategic approach to talent management in hospitality organisations.

Originality/Value: This chapter continues the debate as to the role of STM in hospitality organisations as well as providing a more focussed agenda for both future research and practice. We also analyse and critique the internal and external forces and pressures that shape STM in hospitality organisations.

The main objective of this chapter is to propose an alternative framework to analyze Corporate Social Responsibility (CSR) – which we call a “non-strategic” approach to CSR– that stems from a criticism of the normative perspective of Public Relations (PR) and the competitive corporate strategic mindset. Inspired by Certeau’s tactical take on the everyday life of common people and the Latin American critical school of “alternative communication,” we set the foundations of a theoretical and practical overture that could lead to a set of possibilities in the area of CSR. The conceptualization of this alternative view about CSR is based on both a critical discussion of fundamental notions of PR, communication and management, and the empirical insights stemming from the practice in the field, mainly in the Latin American region. The non-strategic approach to CSR challenges both theoretically and practically the very idea of socially accountable corporation and its relation with society. Conceptually, the non-strategic approach considers all the parties engaged in the process are responsible for bringing out emerging value and translating it into a shared destination through experimentation. Practically, being non-strategic, which emphasizes the tactical actions that are rooted in the daily life of people, entails the creation of social innovation spaces or labs and networking that could become tools for problem solving and increase the possibilities for creative collaboration between corporations and communities. The non-strategic approach offers an analytical framework to assess the ethical and practical implications of CSR initiatives.

This study aims to critically review and analyse the classification of supply chain risks and disruptions and thereby suggest a suitable method for classifying maritime risks. It aims to discuss the propagation effects of port disruption on the supply chain and mitigation strategies.

In addition to secondary research, six semi-structured interviews were conducted with the management personnel of two terminal operators, two shipping lines and two insurance companies.

When a port disruption happens, the most immediate impact is the adverse effects on terminal operations. It also leads to a domino effect on other parties in the supply chain including shippers and consignees, shipping companies, inter-modal transport providers and other ports. Proper risk management needs to be embraced by the supply chain members. However, there is very little or no such collaboration between the supply chain members in practice.

This article proposes a more integrative approach in assessing various kinds of risks, and more research in this area to be done for Asia.

Risk management has been the concern for many stakeholders ranging from industry practitioners to the people who are affected by the maritime business throughout the world. The maritime industry should look into risk management in the maritime logistics and supply chain context instead of dealing with risk in isolation.

There is a serious lack of research for analysing supply chain disruptions with ports as a focal point. The paper contributes by filling the research gap.

This chapter examines the potential and limitations of criminal law as a policy tool for fighting against the trade in counterfeit goods in Tanzania. It uncovers major challenges involved in tackling the counterfeiting business in Tanzania using criminal law. The chapter shows that counterfeit goods have infiltrated many supply chains in Tanzania. Both law-related and non-law factors drive the counterfeit goods trade. The counterfeiting business affects consumers, traders, the economy and the general society in Tanzania. The counterfeiting business presents serious societal risks during the crises such as the COVID-19 pandemic owing to the possible infiltration of counterfeit pharmaceuticals into the medical supply chain. Criminal law is part of Tanzania's legal embodies for fighting against the counterfeit goods trade. Both law-related and non-law limitations and challenges undermine the efficacy of criminal law in tackling the trade in counterfeit goods in Tanzania. The chapter recommends policy, legal and institutional reforms that will help to augment the efficacy of the anti-counterfeiting legal regime in Tanzania.

Throughout Latin America, policy-makers are struggling to reconcile two conflicting political pressures: (i) the push to become more globally competitive on the basis of international assessments such as the Program for International Student Assessment (PISA), and (ii) the simultaneous need to address long-standing, entrenched inequities in both educational quality and access throughout much of the region. This chapter documents how policy-making elites throughout Latin America are trying to address these two goals by incorporating “evidence-based” policy solutions that can be empirically defended as promoting equity. However, scholars throughout Latin America argue that instead of promoting equity, an increasing focus on accountability in educational policy at the national level throughout the region has resulted instead in a shift in priorities from the governance of educational systems to evaluation of those systems, with the state functioning primarily as an Evaluative State. This argument is developed through secondary analysis of the Hispanophone and Lusophone academic education literatures of Latin America, whose robust and rigorous studies of these trends at both national and regional levels remain little explored within the Anglophone academic tradition.

This chapter examines the influence of outsourcing on airlines’ performance from countries of the Asia Pacific region. Performance in the context of this study is drawn from productivity growth and technical efficiency scores that are calculated using the standard data envelopment analysis (DEA) approach. We utilize data from airlines over the period 2003–2011 and estimate the impact of outsourcing on productivity and technical efficiency using generalized method of moments (GMM) estimators. The findings from DEA reveal an improvement in the technical efficiency score of airlines from Asia Pacific. Nonetheless, productivity estimates indicate fluctuations in the productivity growth trend of airlines, attributable to global economic recession in 2007/2008. GMM estimation results, however, suggest negative impacts of outsourcing on technical efficiency and productivity of the airlines from Asia Pacific countries. We offer several explanations for these outsourcing findings. Heavy outsourcing of airlines activities particularly maintenance of aircraft may negatively affect aircraft utilization and ultimately erode the service level of airlines. The erosion of the service level of airlines would affect the demand for air travel in a downward manner, thereby lowering the technical efficiency and productivity of airlines. Also, relatively low labor costs enjoyed by airlines in the Asia Pacific region would suggest that having many airline activities in-house would save operating expenses attributable to labor costs.

The current environment of misinformation is causing expensive and negative consequences for society. Fake news is affecting democracy and its foundations, as well as newspapers and media companies that aim to combat this “pandemic.” In order to effectively provide accurate information, these companies are in need of a workforce with specific attitudes, skills, and knowledge (ASK). However, several studies show that students either do not have those ASK or have poorly developed them, indicating the need for better media literacy skills. Given that such skills are often not taught in school, nor is there a way for students to efficiently obtain them and tangibly show them to future employers, we propose a model ¹ that enhances the way students learn and how we measure such learning. Journalism students – enrolled in liberal arts, general studies, and humanities – have the potential to be upskilled and become the new critical thinking and fact-checking force needed to neutralize misinformation and foster a healthy society. Our model applies learning science and behavioral research on feedback and intrinsic motivation to foster students' ASK through a digital apprenticeship model that uses structured activities together with mentorship and feedback. Students participate in the creation of digital products for the journalism and news media industry. This prepares them for the types of tasks they will be required to perform in the job market. The digital apprenticeship matches students with the proper mentor, peer, and professional network. Students' work is compared against professional news media production to generate feedback, improve quality, and track progress. During the digital apprenticeship, students receive the ASK-SkillsCredit, a digital badge, which serves as a “nutritional” fact label that displays how students created the media content, the level of efficacy of the apprenticeship, and the standard of journalism quality of the piece. Lastly, we propose to enhance existing learning management systems to capture and promote a learner's profile data and expose aligned opportunities in news media outlets.