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Violence against women and girls is globally prevalent. Overcoming it is a prerequisite for attaining gender equality and achieving sustainable development. The United Nation's 2030 Agenda for Sustainable Development considers technology as a means to combat violence against women and girls, and there is ample evidence on the positive impact of technology in combating violence. At the same time, however, technology can promote and perpetrate new forms of violence. Research shows that more than 70% of women and girls online are exposed to forms of cyber violence. Most of these cases remain unreported.

This chapter argues that technology contributes to increasing cyber violence against women and girls which in turn leads to severe social and economic implications affecting them. It also argues that legislative and policy reforms can limit this type of violence while enabling women and girls to leverage technology for empowerment. It highlights cases of cyber violence in the Arab region and provides an overview of applicable legislative frameworks. The chapter concludes with recommended policy reforms and measures to strengthen and harmonize efforts to combat cyber violence against women and girls in the Arab region.

Based on a review of professional staff (PS), which includes research managers and administrators, in 54 academic publications, I propose a novel definition for this category of staff: ‘degree holding university employees who are primarily responsible for developing, maintaining and changing the social, digital and physical infrastructures that enable education, research and knowledge exchange’. The proposed definition facilitates the development of new research questions that target the level of the organisational fields of higher education and science, to complement research on the university and individual levels. This view supports the study of the contributions of PS to higher education and science. I anticipate that such a broader focus will help to counter and nuance accounts of ‘administrative bloat’ by focusing on how PS as a group shape and are shaped by the organisational fields of higher education and science, rather than dismissing them as superfluous or parasitic.

Organizations across industries are increasingly using Artificial Intelligence (AI) systems to support their innovation processes, supply chains, marketing and sales and other business functions. Implementing AI, firms report efficiency gains from automation and enhanced decision-making thanks to more relevant, accurate and timely predictions. By exposing the benefits of digitizing everything, COVID-19 has only accelerated these processes. Recognizing the growing importance of AI and its pervasive impact, this chapter defines the “social value of AI” as the combined value derived from AI adoption by multiple stakeholders of an organization. To this end, we discuss the benefits and costs of AI for a business-to-business (B2B) firm and its internal, external and societal stakeholders. Being mindful of legal and ethical concerns, we expect the social value of AI to increase over time as the barriers for adoption go down, technology costs decrease, and more stakeholders capture the value from AI. We identify the contributions to the social value of AI, by highlighting the benefits of AI for different actors in the organization, business consumers, supply chain partners and society at large. This chapter also offers future research opportunities, as well as practical implications of the AI adoption by a variety of stakeholders.

Much of the research on intimate partner violence focuses on adults, and little of it emanates from the Global-South. The study reported upon in this chapter is aimed at addressing these gaps. Adopting a Southern Feminist Framework, it discusses findings from interviews with Brasilian and Australian advocates working on prevention of youth IPV. Participants from both countries noted disturbing instances of digital coercive control among the youth with whom they work, as well as underlying factors such as gender-based discrimination that simultaneously contribute to the prevalence of such behaviors, as well as their normalization among young people. However, they also emphasized the positive role that technology can play in distributing educational programming that reaches young people where they are and circumvents conservative agendas that in some cases keep education about gender discrimination and healthy relationships out of schools.

This paper investigates effective human-robot collaboration (HRC) and presents implications for Human Resource Management (HRM). A brief review of current literature on HRM in the smart industry context showed that there is limited research on HRC in hybrid teams and even less on effective management of these teams. This book chapter addresses this issue by investigating factors affecting intention to collaborate with a robot by conducting a vignette study. We hypothesized that six technology acceptance factors, performance expectancy, trust, effort expectancy, social support, organizational support and computer anxiety would significantly affect a users' intention to collaborate with a robot. Furthermore, we hypothesized a moderating effect of a particular HR system, either productivity-based or collaborative. Using a sample of 96 participants, this study tested the effect of the aforementioned factors on a users' intention to collaborate with the robot. Findings show that performance expectancy, organizational support and computer anxiety significantly affect the intention to collaborate with a robot. A significant moderating effect of a particular HR system was not found. Our findings expand the current technology acceptance models in the context of HRC. HRM can support effective HRC by a combination of comprehensive training and education, empowerment and incentives supported by an appropriate HR system.