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This paper aims to offer insights into how we should retain and engage baby boomers in the workplace through a deeper understanding of their expectations and needs.

The authors discuss a unique survey of 1,234 adults who work full- or part time across different age groups. Baby boomers data were compared to three other generational cohorts, namely, Millennials, Gen X and Gen Z.

Broad findings reveal that baby boomers value clear goals and expectations, regular feedback and a variety within their job roles. Furthermore, the authors highlight that baby boomers prioritise the following a lot less than younger generations: remote working and flexibility, diversity initiatives, career progression and pay rises and mental health benefits.

This research offers a unique empirical view of baby boomers against other generations leading to practical strategic HR recommendations.

The recruitment and promotion of teaching academics in the UK is constrained by a complex array of career progression barriers. These barriers have led to an increasing trend of horizontal career (lack of) progression. The purpose of this paper is to reveal and discuss linearity and horizontality constrictions, challenges and issues impacting on potential careers in tourism academia.

This study uses a leading UK national academic recruitment website to gather data and insights from across 137 posted jobs related to tourism between 2020 and 2022.

The main findings of this work note the constrictions of the UK academic job market and the consequences it poses for academics within tourism and beyond. It is proposed that future research to further understand the realities faced by academics is needed to prompt action for change to create more enriching career development.

The contribution of this study centres around sense making a phenomenon that exists but is not often talked about within academia (whether in tourism or beyond). For academics and managers, this paper presents an opportunity to reflect more holistically on careers with a view to instigating valuable change moving forward (for oneself or others). There is also a dearth of studies relating to career progression of tourism higher education educators.

This paper aims to managerial decision styles, following the General Decision-Making Style Inventory, as potential predictors of individual bias awareness and bias blind spots, with a focus on the rational decision style.

The research is based on a survey of 500 C-1 level managers within Forbes 2000 companies. It explores their decision styles and their assessments of their own and others’ decision behavior.

The results show that the awareness of one’s own susceptibility to biases and bias blind spots is highly dependent on an individual’s (self-declared) decision style and type of cognitive bias; decision-makers with a strong tendency toward a rational or spontaneous decision style see themselves as less vulnerable to cognitive biases but also show a much stronger bias blind spot than those with a tendency toward other decision styles. Meanwhile, decision-makers with a strong tendency toward an intuitive decision style tend to recognize their own vulnerability to cognitive biases and even show a negative blind spot, thus seeing themselves as more affected by cognitive biases than others.

To date, decision styles have not been used as a lens through which to view susceptibility to cognitive biases and bias blind spots in managerial decision-making. As demonstrated in this article, decision styles can serve as predictors of individual awareness and susceptibility to cognitive biases and bias blind spots for managers.

Introduction: Based on the given experiences, many government institutions failed in their strategic management and planning for managing COVID-19. Meanwhile, when a crisis disrupts a system, institutions lose their direction and fail to make necessary responses.

Purpose: The current study highlighted the impact of social justice and modern governance in providing equitable healthcare services and dealing with crises during the COVID-19 pandemic in developing countries.

Methodology: Cross-country analyses were used based on captured secondary data. We evaluated several indices, including, for example, Crisis Index Indicators, Worldometers, and the Global Health Security (GHS) Index 2019.

Findings: According to the GHS (2019) data, public health service delivery equity was ineffective, socially unjust, and unfair treatment was experienced in the context of the conflict-affected countries. Most conflict-affected countries (Iraq, Nigeria, Afghanistan, and Venezuela) did not have guidelines or public reports committing to providing prioritized healthcare services to the public and healthcare workers. The experience of conflict-affected countries has shown that healthcare disparities still exist. While many governments in conflict-affected countries failed to give equitable access to healthcare services during the COVID-19 pandemic to the public.

This paper aims to examine the antecedents and performance outcomes of proactive and reactive knowledge-sharing behaviour. Specifically, it investigates from the employee’s perspective how human resource management, with the system of human resource (HR) practices and work climate, influences proactive and reactive knowledge-sharing behaviours via the employees’ interest-based motivation.

For the main hypotheses, a moderated mediation model was tested using survey-based data from 400 employees from Poland and structural equation modelling analyses. Next, the authors used data from 143 employee supervisor dyads (subsample data) to test the employee performance outcomes of knowledge sharing.

The results show that commitment-based HR practices are positively related to knowledge-sharing behaviour via autonomous motivation when employees perceive a cooperative climate in the workplace. Furthermore, there are motivational and outcome differences between sharing knowledge reactively and proactively. External motivation is detrimental to reactive knowledge sharing, while introjected motivation is positively related to proactive knowledge sharing. Next, while proactive knowledge-sharing is related to better performance, reactive knowledge-sharing has no performance implications for employees.

From the managerial perspective, this study suggests that to facilitate knowledge sharing, managers should align the implementation of commitment-based HR practices with a cooperative climate in the work environment.

By differentiating proactive and reactive knowledge-sharing behaviour and examining the contingent role of cooperative psychological climate, the study explains the mixed results of external and introjected motivation to share knowledge. This study also provides more specific results on the performance outcomes of knowledge givers, showing that performance effects should not be taken for granted.

Introduction: The insurance industry is undergoing constant transformation to keep up with the demands of digitally savvy consumers. “Insur-Tech” refers to using technological breakthroughs in the insurance sector to boost competition, innovate new products, increase customer happiness, and improve operational operations. Insurance technology has many potential applications across the complete product lifecycle, from initial research and development to post-contract administration, back-office processes and risk management.

Purpose: This chapter discusses the insurance industry’s current and potential future state with the emergence of insur-tech. The objective is to explore the emergence of new-age technologies in the insurance industry and the challenges faced in their implementation.

Methodology: Researchers conducted an extensive literature review and analyzed recent news articles to explore the digital transformation of the insurance industry through InsurTech. The literature review encompassed academic journals, industry reports, and relevant books to provide a theoretical framework and historical context. Concurrently, researchers examined news articles from reputable sources to capture current developments, real-world applications, and emerging trends. This dual approach allowed researchers to assess the role of digital innovations on the insurance.

Findings: The findings reveal how large and continuing databases impact the operational processes and general insurance markets, facilitating the acquisition of optimal policyholder behavior and speeding up claims processing. This chapter delves into how AI improves traditional insurance processes, spanning from the first point of contact to claims processing and how potential changes brought about by blockchain technology.