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The aim of this study is to perform a systematic literature review on retail agglomeration literature and present an agenda of future research in this domain.

To synthesize and evaluate the retail agglomeration literature, the study adopts a structured systematic literature review approach. Additionally, the study employs the Theory-Context-Characteristics-Methodology (TCCM) framework to present future research directions in the retail agglomeration domain.

This review proposes a conceptual framework showing the relationships between the antecedents, mediators and consequences reported in the retail agglomeration literature. Lexicometric analysis shows that the key themes of retail agglomeration research are retail store selection and retail performance, retail location strategy and store format, customer perceptions, behavior and expectations.

Specific criteria used for the inclusion of literature limits articles considered for the current systematic review. Also, only those articles published in English were considered.

Based on the proposed model, this review presents strategies to enhance the performance of retail agglomeration.

This study has systematically synthesized the retail agglomeration literature to explore its development over time and proposes a research framework which provides a comprehensive understanding of retail agglomeration literature.

This study aims to demonstrate that in the latter years of his life, Frederick Winslow Taylor embraced union participation in management decision-making and that interwar US Taylor Society members and organized labor extended his support for this endeavor.

This study engages with primary materials not previously present in the management history literature and secondary works generated by researchers in disciplines commonly ignored by management scholars.

This study contests the claim that the scientific managers reached out to unions only after Taylor’s death and demonstrates Taylor welcomed union participation in the management of enterprises, held it was necessary to “show” and not merely “tell” unions that scientific management could be “good” for them, that his inner circle and organized labor jointly promoted these propositions within F.D. Roosevelt’s New Deal administration, and that the US union movement was eventually compelled to settle for a form of industrial relations pluralism that limited their participation to bargaining over the conditions of employment and consequently doomed them to a disastrous future.

This study might support trade unionists develop strategies that may dampen employer hostility and thus revitalize the labor movement and assist management studies rediscover insights that once enabled the discipline to evolve beyond the enterprise. The latter is necessary for this study to live in an age when an increasing number of liberal market economies are characterized by austerity and retrenchment.

This study provides new evidence that demonstrates that Frederick Taylor embraced union participation in enterprise management and also that Taylor Society members actually made a significant contribution to Roosevelt’s New Deal labor policies.

The rapid evolution of artificial intelligence (AI) is revolutionizing organizational operations and altering competitive landscapes. This study examines the influence of organizational resources on AI adoption in recruitment, focusing on their role in achieving competitive advantage through effective implementation.

This research utilizes a cross-sectional quantitative approach, applying partial least squares structural equation modeling (PLS-SEM) to data from 290 human resource (HR) professionals. It is grounded in the resource-based view (RBV) and dynamic capability framework (DCF).

The results reveal that HR competencies and open innovation significantly influence dynamic capabilities, which are essential for AI integration, supported by financial support and information technology (IT) infrastructure. These capabilities enable effective AI adoption, leading to a competitive advantage.

The cross-sectional data in this study captures the current landscape of AI adoption in recruitment, providing a snapshot of the present scenario in a rapidly evolving technological environment.

This study offers HR professionals and managers strategic guidance on effectively integrating AI into recruitment processes. By enhancing HR competencies, fostering collaboration and ensuring sufficient financial and infrastructural support, organizations can navigate AI adoption challenges and secure a competitive advantage in a rapidly evolving technological landscape.

The adoption of AI in recruitment can reduce biases, enhance diversity and improve fairness through standardized assessments. However, as AI technologies evolve, continuous human oversight is essential to ensure ethical use and to modify AI systems as needed, further reducing biases and addressing societal concerns in AI-driven recruitment processes.

This research introduces a novel framework that underscores the importance of integrating human expertise with advanced technological tools to ensure successful AI implementation. A key contribution is that HR professionals not only facilitate AI integration but also ensure accuracy, accountability and configure the most suitable AI tools for recruitment by collaborating with AI developers to meet the specific needs of the organization.