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The ideal of an open, all-inclusive, and participatory internet has been undermined by the rise of gender-based and misogynistic abuse on social media platforms. Limited progress has been made at supranational and national levels in addressing this issue, and where steps have been taken to combat online violence against women (OVAW), they are typically limited to legislative developments addressing image-based sexual abuse. As such, harms associated with image-based abuse have gained recognition in law while harms caused by text-based abuse (TBA) have not been conceptualized in an equivalent manner.

This chapter critically outlines the lack of judicial consideration given to online harms in British courts, identifying a range of harms arising from TBAs which currently are not recognized by the criminal justice system. We refer to non-traditional harms recognized in cases heard before the British courts, assessing these in light of traditionally recognized harms in established legal authorities. This chapter emphasizes the connection between the harms suffered and the recognition of impact on the victims, demonstrated through specific case studies. Through this assessment, this chapter advocates for greater recognition of online harms within the legal system – especially those which take the forms of misogynistic and/or gendered TBA.

Managers play a critical role in shaping the development of firms due to the risky and long-term nature of innovation. Although the managerial effect on strategic change has long been factored into organizational theories, scholars still lack a complete understanding of the specific managerial capabilities that drive innovation in today's digital economy. The present study builds on dynamic managerial capabilities theory to close this research gap. The paper proposes managers' dynamic capabilities and their three underlying drivers – managerial human capital, social capital, and cognition – as a direct antecedent to digital firms' innovativeness.

The study draws on survey data from German Industry 4.0 manufacturing firms, which were analyzed using regression analysis.

The results confirm managers' dynamic capabilities as facilitators of innovation. In contrast to previous research on nondigital industries, the findings demonstrate that only the complete portfolio of managers' dynamic capabilities promotes innovativeness in digital firms. The study provides evidence for the importance of dynamic managerial capabilities in the digital economy yet contradicts previous research on nondigital industries related to the advantageousness of managers' human capital, social capital, and cognition for innovation.

The study contributes to the literature by being the first to holistically test the effects of dynamic managerial capabilities on innovation in digital firms. The results offer a nuanced account of managers' dynamic capabilities, thereby expanding dynamic managerial capabilities theory to the digital economy.

The successful and commercial use of self-driving/driverless/unmanned/automated car will make human life easier. The paper aims to discuss this issue.

This paper reviews the key technology of a self-driving car. In this paper, the four key technologies in self-driving car, namely, car navigation system, path planning, environment perception and car control, are addressed and surveyed. The main research institutions and groups in different countries are summarized. Finally, the debates of self-driving car are discussed and the development trend of self-driving car is predicted.

This paper analyzes the key technology of self-driving car and illuminates the state-of-art of the self-driving car.

The main research contents and key technology have been introduced. The research progress as well as the research institution has been summarized.

Transfer motivation has been identified as a pivotal factor influencing transfer of training. However, the role of training content has often been overlooked as explanatory variable for the rate of transfer motivation. This study aims to examine to what extent experiences in transfer motivation and its personal and contextual antecedents depend on whether the training content is soft or hard skill. To this end, this study used the perspective of the unified model of task-specific motivation.

A total of 1,122 trainees (462 soft skill and 660 hard skill) filled out a questionnaire representing the components of transfer motivation and its personal- and contextual antecedents. Data were analyzed by means of multi group structural equation modeling.

The results showed mean differences between soft- and hard-skill trainings in personal- and contextual antecedents of transfer motivation and for different types of transfer motivation. However, no differences in transfer intention were found.

The outcomes provide insight as to what practitioners and trainers could do in training design and work environments to raise personal and contextual antecedents and to what extent a differentiation should be made between soft- and hard-skill trainings. This can eventually help them in raising transfer motivation among trainees.

To the best of the authors’ knowledge, this study is the first that examines whether experiences in personal and contextual antecedents of transfer motivation, transfer motivation and transfer intention differ for trainings consisting of different characteristics.

This article seeks to enhance the understanding as to why head coaches and general managers (GMs) in the National Basketball Association (NBA) and the National Football League (NFL) exit from their positions.

Three hypotheses were investigated using a series of quantitative and qualitative data from the past 30 years. The samples analyzed are comprised of 891 GM and coach annual observations for the NBA clubs and 949 GM and coach observations for the NFL clubs. Analyses include a logit analysis for coach exit/retention, a logit analysis for GM exit/retention and textual analysis via topic modeling via latent Dirichlet allocation.

Results show a correlation between a coach exiting and a GM exiting simultaneously, thus amplifying the importance of these two roles in enhancing or destroying the success of a club and supporting the need for a deeper understanding of both roles, particularly the GM. The results further highlight cultural differences across clubs in terms of GM and coach turnover, a factor that often is heavily influenced by club ownership.

The results support the role of owners in exits, confirm the importance of winning in avoiding an exit, find a high level of interrelationship between GM and coach exits and show that past culture of firings influences future exit decisions.

This paper investigates whether career capital (CC) development abroad, expatriate type, career type and career stage affect expatriates' career success in terms of perceived marketability and the number of promotions.

The study presents findings from a 2020 follow-up study among 327 expatriates, including assigned expatriates (AEs) (n = 117) and self-initiated expatriates (SIEs) (n = 220), who worked abroad in 2015 and 2016. Among that group, 186 had continued their international career, while 141 had repatriated. Structural equation modeling with robust maximum likelihood estimation was used to test this study's hypotheses. MPlus 8.6 software supported the analysis.

The study outlines that CC developed abroad positively impacts perceived marketability and the number of promotions. Second, repatriates reported a greater degree of perceived marketability than those continuing an international career. Career type did not predict the number of promotions. The expatriate type did not influence any of the career success measures. Finally, expatriates in their late-career stage did not achieve a similar level of career success as those in other career stages.

All the expatriates were university-educated Finnish engineers and business professionals, and the career benefits of expatriation could differ for different sample groups. The study calls for more context-sensitive global careers research. The findings have positive implications for self-guided career actors considering working abroad. Organizations could focus more of their global talent attraction, management and career efforts on SIEs.

To analyze the impacts of these four antecedents on the career success of expatriates, the authors cooperated with two Finnish labor unions in 2020 to explore the careers of 327 expatriates, having surveyed the same group in 2015/2016. Such follow-up studies are not very common in expatriation research since it is difficult to keep track of expatriates who change locations and employers.