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This paper aims to unpack how small and medium-sized enterprises (SMEs) can operationalise coopetition in talent management, addressing ongoing talent shortages in the hospitality industry which were intensified during the Covid-19 pandemic.

This conceptual paper draws from literature on coopetition and talent management in SMEs. Specifically, the authors take an interorganisational talent pool lens and develop a framework following the principles of open-systems theory.

The authors find that the traditional use of talent pools is often impractical for SMEs because of a lack of resources and capabilities. Instead, interorganisational talent pools, through coopetition in talent management, can aid these firms to address talent shortages. The authors identify potential for SME coopetition at various stages, including attraction, development and retention of talent.

Coopetition in talent management can aid industries in establishing market-thickening pipelines. Through co-attracting, co-developing and co-retaining talent, SMEs can create interorganisational talent pools. To develop talent management coopetition, a set of prerequisites, catalysts and potential inhibitors must be analysed and managed.

This paper moves the talent management debate beyond competition for talent, introducing coopetition as a viable alternative. Taking an open-systems perspective, the authors develop an integrative framework for coopetition in talent management in SMEs encompassing input, process and output components. The authors reveal the dynamic and complex nature of this coopetition process, highlighting the essential role of coopetition context and illustrating open-system principles.

This study addresses the intersection of team gender composition, social entrepreneurship and new venture performance, aiming to understand the unique dynamics shaping these areas. The authors discuss why female and diverse founding teams often gravitate toward social ventures and explore the relevance of this phenomenon. By investigating the impact on new venture performance, this study examines the effect of team diversity in the context of social entrepreneurship.

The study is based on a survey among new ventures in Austria. Data from 326 new ventures were analyzed using linear and logistic regression analysis. Drawing on gender role theory, the effect of diverse and female founding teams on the amount of acquired external capital was tested, emphasizing how social goals may serve as a signaling mechanism to investors.

In line with gender role theory, the study confirms that female and diverse founding teams are more inclined to establish social ventures. While the authors find empirical support for this assertion, there was no evidence found for a second assertion by the gender role theory stating that social entrepreneurship can specifically reduce gender bias with respect to external equity funding of new ventures. Contrary to expectations, the tendency of female and diverse founding teams to prioritize social goals hinders their ability to secure external equity. Furthermore, this research indicates that gender-diverse and all-female teams achieve lower levels of employment growth compared to all-male teams. These results provide insights into the relationship between team composition and venture performance.

Adding to gender role literature, this research expands the current understanding of how team gender diversity and social entrepreneurship affect venture performance. The study indicates a high prevalence of social entrepreneurship among gender-diverse teams and highlights specific challenges faced by female and gender-diverse founding teams. The findings underpin the need for a deeper understanding of the challenges faced by female and gender-diverse teams in the entrepreneurship area. By addressing these dynamics, the study offers valuable insights and recommendations for policymakers, investors and entrepreneurs, laying a foundation for future research into promoting gender equality and fostering inclusive entrepreneurship ecosystems.

Health professionals play a crucial role in addressing the climate crisis and contributing to sustainable development. However, despite urgent calls from experts and health professions students, tertiary education currently lacks fit-for-purpose planetary health curricula. This study aims to provide a comprehensive, Australia-wide examination of planetary health curricula offered within two health professions: nutrition and dietetics.

This mixed-method study involved two phases. Firstly, content analysis of publicly available unit titles and descriptions to determine the frequency and distribution of relevant curricula. Secondly, content and inductive thematic analysis of relevant learning outcomes, guided by Bloom’s Revised Taxonomy to assess the level of cognitive learning and the subject matter being prioritised.

Examination of 104 degrees offered by 41 Australian universities identified relevant curricula in 71 nutrition degrees (84%) and 18 dietetics degrees (95%). Majority of relevant learning outcomes (n = 137) focus on lower-order cognitive learning, with 11 themes of subject matter identified; planetary health, critiquing the status quo, innovation and disruption, equity, values-based practice and evidence-based practice, (dietary modification, food service in health-care settings, food and nutrition policy, food system drivers and elements of the food supply chain.

This study identified an increase in coverage of planetary health curricula in Australian nutrition and dietetics degrees compared to previous examinations and the need for higher-order learning to adequately equip the future health workforce.

This study investigates the barriers to adopting green human resource management (GHRM) under uncertain conditions by integrating the resource-based view (RBV) and stakeholder theory.

A board of experts, which consisted of 28 practitioners and two academics, was invited to participate in the research. The fuzzy Delphi and fuzzy decision-making trials and evaluation laboratory were utilized to achieve the study's objectives.

The findings indicate that barriers encompass 14 criteria and five attributes. Among the 14 criteria, the banking industry's lack of green culture, lack of trust in green benefits, employee's capacity to change, lack of support from top management and absence of a comprehensive plan to implement GHRM are significant barriers. The attributes are management, human resources, organizational, regulatory and customer barriers.

Implementing GHRM in Indonesian banking necessitates practical policies and gradual adaptation strategies. Companies should establish standard operating procedures, reward systems and periodic habit changes to embed green practices effectively.

This study is among the first to employ stakeholder theory and the RBV in examining the barriers to green human resources adoption in the banking industry.

This study aims to add to the understanding of the interactive nature of brand love by using a multilayer perspective that incorporates individual, group and societal contexts.

The qualitative empirical study uses abductive reasoning. Its theories and conclusions are grounded in naturally occurring data from an online brand community. The approach revealed new interactive processes of brand love.

This study extends our understanding of the interactive nature of brand love by adopting a layered perspective incorporating micro- (individual), meso- (in-group), macro- (in-group vs out-group) and mega-layer (societal) social dynamics that complements the predominant focus on individual psychological processes. It challenges the linear, monodirectional trajectory approach to brand love, suggesting that brand love is in constant flux as individuals move across the layers in their identification with the brand.

This study provides data from one destination brand in Finland. Future studies could consider other types of brands and contexts in other countries and cultures.

This study shows brand managers that brand lovers can be divided into subgroups with distinct drivers of their love to which brand managers should attend.

To the best of the authors’ knowledge, this is the first attempt to describe the interactive nature of brand love through interactions between and within four layers of brand love. Furthermore, this study enhances our understanding of the contradictory aspects of brand love.

With the recognition that generating economic growth is not the same as sustaining it, the challenge to catch-up and growth literature is discerning between these processes. Recent research suggests that the decline in the frequency of “shrinking” episodes is more important for long-term development than higher growth rates. By using a framework centred around social capabilities, this study aims to investigate the effects of income inequality and poverty on economic shrinking frequency, as opposed to previous literature that has exclusively had a growth focus. The aim is to investigate how and why some societies might be more resilient to economic shrinking.

The research is a quantitative study, and the authors build a longitudinal data set including 23 developing countries throughout 42 years to test the paper’s purpose. This study uses country and period fixed-effects specifications as well as cross-sectional graphical representations to investigate the relationship between proxies of economic inclusivity and the frequency of shrinking episodes.

The authors demonstrate that while inclusive societies are more resilient to shrinking overall, it is changes in poverty levels, but not changes in income inequality, that appear to be correlated with economic shrinking frequency. Inequality, while still an important element to explain countries’ growth potential as an initial condition, does not seem to make the sample more resilient to shrinking. The authors conclude that the mechanisms in which poverty and inequality are correlated with the catch-up process must run through different channels. Ultimately, processes that explain growth may intersect but not always overlap with the ones that explain resilience to shrinking.

The need for inclusive growth in long-term development has been championed for decades, yet inclusion has seldom been explored from the shrinking perspective. Though poverty reduction is already an important mainstream political objective, this paper differentiates itself by providing an alternate viewpoint of why this is important. Income inequality could have more of an economic growth limiting effect, while poverty reduction could be required to build resilience to economic shrinking. Developing countries will need both growth and resilience to shrinking, to catch-up with higher-income economies, which policymakers might need to balance carefully.

This study aimed to address the underexplored domain of organisational vulnerability, with a specific focus on understanding how vulnerability is understood in organisations and the underlying pathways leading to vulnerability.

This study utilised a narrative literature review methodology, using Google Scholar as the primary source, to analyse the concepts of organisational vulnerability in the context of disaster risk studies. The review focused on relevant documents published between the years 2000 and 2022.

The analysis highlights the multifaceted nature of organisational vulnerability, which arises from both inherent weaknesses within the organisation and external risks that expose it to potential hazards. The inherent weaknesses are rooted in internal vulnerability pathways such as organisational culture, managerial ignorance, human resources, and communication weaknesses that compromise the organisation’s resilience. The external dimension of vulnerability is found in cascading vulnerability pathways, e.g. critical infrastructure, supply chains, and customer relationships.

As the frequency and severity of disasters continue to increase, organisations of all sizes face heightened vulnerability to unforeseen disruptions and potential destruction. Acknowledging and comprehending organisational vulnerability is a crucial initial step towards enhancing risk management effectiveness, fostering resilience, and promoting sustainable success in an interconnected global environment and an evolving disaster landscape.

This integrated care study seeks to highlight how voluntary sector “wellbeing co-ordinators” co-located in a horizontally and vertically integrated, multidisciplinary community hub within one locality of an Integrated Care Organisation contribute to complex, person-centred, co-ordinated care.

This is a naturalistic, mixed method and mixed data study. It is complementing a before-and-after study with a sub-group analysis of people receiving input from the wider hub (including Wellbeing Co-ordination and Enhanced Intermediate Care), qualitative case studies, interviews, and observations co-produced with embedded researchers-in-residence.

The cross-case analysis uses trajectories and outcome patterns across six client groups to illustrate the bio-psycho-social complexity of each group across the life course, corresponding with the range of inputs offered by the hub.

To consider the effectiveness and mechanisms of complex system-wide interventions operating at horizontal and vertical interfaces and researching this applying co-produced, embedded, naturalistic and mixed methods approaches.

How a bio-psycho-social approach by a wellbeing co-ordinator can contribute to improved person reported outcomes from a range of preventive, rehabilitation, palliative care and bereavement services in the community.

To combine knowledge about individuals held in the community to align the respective inputs, and expectations about outcomes while considering networked pathways based on functional status, above diagnostic pathways, and along a life-continuum.

The hub as a whole seems to (1) Enhance engagement through relationship, trust and activation, (2) Exchanging knowledge to co-create a shared bio-psycho-social understanding of each individual’s situation and goals, (3) Personalising care planning by utilising the range of available resources to ensure needs are met, and (4) Enhancing co-ordination and ongoing care through multi-disciplinary working between practitioners, across teams and sectors.