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This paper examines the impact of Central Bank Digital Currencies (CBDCs), regulated stablecoins and tokenized traditional assets on the cryptocurrency market, following the guidelines set by the Basel Committee. This study aims to analyze the implications for secure storage, cross-border transfers and necessary investments.

The paper uses a policy analysis approach to assess the potential effects of the Basel Committee’s regulations on CBDCs, regulated stablecoins and tokenized traditional assets. It explores their impact on the cryptoasset market, strategies of central and commercial banks, payment systems and risk management.

The adoption of CBDCs, regulated stablecoins and tokenized traditional assets is expected to grow rapidly in the coming years. It raises concerns about secure storage, cross-border transfers and required investments. Central banks are likely to introduce CBDCs and authorize stablecoin issuance, aiming for efficient monetary policies and risk management. Basel III regulations may lead to asset tokenization by banks, reducing asset size and increasing fee-based income.

This paper provides insights into the potential impact of the Basel Committee's regulations on CBDCs, regulated stablecoins and tokenized traditional assets. It contributes to the understanding of the evolving cryptoasset market and the strategies of central and commercial banks in adopting these technologies. The findings offer valuable information for policymakers, regulators and market participants in navigating the changing landscape of digital assets.

VUCA times are pressuring senior executives more than ever to find pathways to growth, reinvention, and innovation. Strategy continues to be a primary tool in the toolkit, and yet execution is regularly rated as poor, and strategy is often misunderstood and misaligned. The article identifies patterns and symptoms of poor strategy processes and structures, and highlights successful approaches to activating strategy by breaking down barriers, communicating strategy more effectively, and creating the conditions for strategic thinking to permeate the organization.

This article usefully highlights trends in approaches to the strategy process and strategic practices, drawn from a range of recent robust surveys of thousands of senior strategists, CEOs, and senior executive teams across industries, sectors, continents. It also integrates examples and insights gleaned from applied strategy consulting engagements across industries, and curates contemporary examples from an array of sectors.

Most strategy execution is ineffective, slow, and misunderstood. Many strategy processes and structures do not overcome bureaucracy and misalignment, and many organizations lose sight of the links between mission, purpose, and strategy. Higher performing organizations invest in communicating strategy and purpose extensively, deploy dedicated strategy teams at multiple altitudes, and make strategy and strategic thinking a routine practice that informs decision-making (not a static, annual exercise).

Through succinct examples drawn from an array of industries and the distillation of a range of survey results of strategists and senior executives/CEOs, this paper identifies patterns and symptoms of poor strategy and poor strategic thinking, highlights examples of good strategic thinking and processes, and proposes practical guidelines for improvement to catalyze strategy and strategic thinking throughout an organization. The insights are relevant to an array of organizations, large, medium and small, across industries and sectors.

Police corruption – the use or misuse of entrusted power for personal, institutional or third-party advantage – is widespread in emerging economies. Encounters with justice officials in developing nations often involve the payment of bribes, which undermines justice delivery and impedes socioeconomic development. Efforts to tackle or address corruption are usually complex due to the secretive nature of corruption, its perceived benefit to both victims and perpetrators and a lack of consensus on the causes. This article investigates the causes of police corruption from the viewpoint of Ghanaian police officers.

The study draws on data from a survey of police officers across three regions in Ghana. Descriptive, correlational and linear regression analyses are used to address the issues.

The results show that factors contributing to police corruption are classified into financial, cultural, institutional and oversight/guidance. We found that police officers’ consideration of a factor as a cause of police corruption is influenced by their perceptions of other factors as causes of corruption.

The results show that corruption causes should not be tackled in isolation as they depend on each other. This suggests that a holistic approach needs to be taken when developing strategies to address the causes of police corruption.

This paper contributes to the debate on the causes of police corruption from an African perspective, where there is little quantitative research exploring the causes of police corruption. Control variables do not impact officers’ perceptions of causes of corruption, which contradicts previous studies and contributes to the debate, literature and theory development.

This study aims to investigate, through employees’ perceptions in Greece’s private sector, the relationship between the minimum wage and employee well-being, job satisfaction and work-life balance.

A structured questionnaire was used consisting of four sections: employees’ personal characteristics, employee well-being, job satisfaction and work-life balance. Due to its normal distribution, correlations, T-test and simple linear regression models were executed to examine the relationships between the variables.

The main findings were: a) the wage had a significant relationship with job satisfaction and employees’ well-being, b) there is no strong statistical significance between work-life balance and wages, c) the wage was found to be a significant predictor of employees’ well-being and work life balance, and d) there were statistically significant differences between the group of employees who received the minimum wage and the group of employees who received higher wages in terms of employees’ well-being.

The originality of this study is that it combines a purely financial concept, such as the minimum wage, with specific elements of organizational behaviour, such as employee well-being. A better understanding of this relationship will enable companies to increase employee productivity through their willing cooperation.

This research explores the concept of omnichannel fulfillment steering (OFS) and demonstrates how retailers can influence a consumer’s fulfillment decisions through commonly used financial incentives such as discounts, credits and the opportunity to avoid home delivery fees.

We present insights from two theoretically grounded experiments to examine how different types of financial incentives can be used by omnichannel retailers to steer consumers from home delivery toward three alternative order fulfillment methods (AOFM) – buy-online-pickup-in-store, curbside-pickup and ship-to-locker.

Our analysis suggests that an opportunity to avoid shipping fees (penalty-avoidance) is a more effective OFS nudge than offering discounts or store credits (rewards). No difference was observed between offering discounts or credits as steering mechanisms; further, no omnichannel steering benefits were observed among the tested AOFMs. Collectively, these findings provide possible justification for retailers’ prioritization of credits to foster customer in-store visits, thus encouraging greater customer engagement and facilitating cross-selling opportunities. Finally, we uncover a penalty-avoidance endowment effect for “free shipping” of purchases over the current industry-standard free shipping threshold.

Retailers might prioritize store credits over discounts as nudges to steer customers toward an AOFM, with buy-online-pickup-in-store offering the greatest benefits for most retailers. Furthermore, using penalty-avoidance OFS incentives over a typical free shipping threshold may increase AOFM selection rates but engender adverse customer reactions.

Advancing the concept of OFS, this study directly informs retailers’ omnichannel incentive programs to nudge customers back into the store. Countering intertemporal choice theory, we could not demonstrate that delayed incentives are less effective than immediate ones. Based on prospect theory, we identify a free shipping endowment effect at a specific reference point along a purchase amount continuum.

Over halfway through the implementation of the Sustainable Development Goals, SDG16’s promise of access to justice for all remains a distant pipe-dream. Progress has been limited as the COVID-19 pandemic, new armed conflicts, and rising authoritarianism have in many jurisdictions exacerbated justice problems and hobbled institutional responses. Reversing these negative trends and closing the justice gap will require new ways of conceptualizing and delivering justice services, taking a people-centered, problem-solving approach that draws on data about people’s justice needs and marshals multi-disciplinary expertise, cross-sectoral collaboration, and innovative policy tools to solve them. Drawing on the analysis of an unprecedented global legal needs survey covering over 100 countries, this chapter describes this challenge and highlights the critical role that institutions of higher education can play in stimulating and supporting the much-needed transformation of our justice systems. It profiles exemplary initiatives at colleges and universities bringing their capabilities to bear on the justice challenge and draws lessons learned for institutions looking to follow suit. In doing so, institutions of higher education can not only help close the justice gap but also build trust in justice institutions and contribute to a rejuvenation of the human rights movement.

This paper aims to examine the structure and content of religious tourism destination image through the reviews of visitors to Makkah and Medina, two of the world’s most popular Muslim pilgrimage sites.

This is an exploratory netnographic study of the 913 reviews posted on TripAdvisor from 2018 to 2022. The structure (dimensions and attributes) and content (variables) comprising the construct of religious tourism destination image emerge through manual thematic analysis and confirmed through content analysis.

Religious tourism destination image is a three-dimensional – cognitive, affective and conative – construct comprising both religion-specific, generally sacred and secular variables in a single, indivisible crystallization of experience.

Destination marketing organizations and marketers of tourism enterprises should regularly analyze visitor reviews posted on social media and carefully manage all variables of the religious tourism destination image, specifically stressing the religious aspect.

To the best of the authors’ knowledge, this is the first systematic analysis of the structure and content of religious tourism destination image based on detailed consumer evaluations and unprompted storytelling.

The purpose of this article is to elicit understanding of how forgiveness, religion and spirituality, and relationships can better our lives. It draws from the life of Everett L. Worthington, Jr, a positive psychologist and Commonwealth Professor Emeritus at Virginia Commonwealth University. He has published almost 50 books and over 500 scholarly articles or chapters.

This is a case study, followed by a ten-question interview. The core methodology is positive autoethnography which is embraced by Worthington to reveal life lessons from things he has done.

Worthington reveals a life honoring the interwoven lives of people. He has studied forgiveness intensively and finds it to be an essential way of making our way in the world and in a world community that all too often hosts hurt.

An extensive literature has developed to understand what forgiveness is, how it comes about naturally and how the REACH Forgiveness method can help people who struggle to forgive themselves or others, and do it more quickly, thoroughly and frequently. Forgiving has psychological, social, spiritual and physical benefits to the forgiver.

This article is filled with practical information on how to forgive and how to pursue eudaemonia, which Worthington defines as virtue for oneself.

Forgiveness has widespread social implications. Good relationships are those that can help form, maintain, grow and repair when damaged close emotional bonds. Forgiveness helps repair, maintain and grow those bonds.

Worthington has been instrumental in the establishment and growth of the subfield of forgiveness studies and in the study of humility.

Organizational Bases of Power and Personal Bases of Power refer to distinct types of power that when applied can influence perceptions, attitudes, behaviors, and performance, changing organizational culture, outcomes, and overall effectiveness. Perceptions of Organizational Bases of Power and Personal Bases of Power were assessed by online survey of 52 higher education faculty and administrators from institutions in more than 16 countries using the Human Synergistics International Organizational Effectiveness Inventory® (OEI^®). Results revealed that total mean scores were less desirable than established Constructive benchmarks (derived from corporations with constructive cultures) for both measures and were below the 50th percentile (historical average from normative data) for Personal Bases of Power. Interestingly, subgroup analysis revealed that perceptions of Organizational Bases of Power were more favorable than the Constructive Benchmark among females (vs males), faculty (vs administrators), and public not-for-profits. Perceptions of Personal Bases of Power were better than the 50th percentile among females (vs males), administrators (vs faculty), and for-profit institutions. Observed trends for perceptual discrepancies between genders, professional roles, and business models are analyzed in the context of worldviews and values. Recommendations are presented for modifying the use of personal expert, referent, and exchange powers and organizational legitimate (position), reward, and coercive powers in alignment with the ideal values of higher education institutions seeking to improve their outcomes by moving their organizational cultures toward constructive styles.