Search results

This study analyses whether human resource management (HRM), through the use of four sets of high-performance work policies (HPWPs) (i.e. selection, training, motivation and opportunity policies), mediates the relationship between socioemotional wealth (SEW)—defined as a unique set of nonfinancial family goals—and firm financial performance when family firms face a high-risk context.

Hypotheses were statistically tested using a structural equation modeling (SEM) methodology with a cross-sectional sample of 196 medium-sized and private family firms in a high-risk context in Spain.

The results indicate that the relationship between SEW and financial performance in family firms is fully mediated by the use of HPWPs, especially by training and motivation HR policies. The importance given to preserving SEW influences the use of four sets of HPWPs when family firms show clear evidence of being confronted by a financial decline (i.e. a high-risk context). However, to improve their financial results to avoid the firm's failure and thus the loss of their SEW, only those HR policies that focus on training and motivation made a significant and positive contribution to the firm financial performance.

This study contributes to the literature on family firms and HRM by adopting an alternative theoretical framework to understand how the importance of nonfinancial family goals may affect employee structures and management policies, thereby improving financial performance in family firms.

The purpose of this literature review is, first, to understand how employees with disabilities in the context of COVID-19 have been studied under the talent management (TM) approach; second, to explore what we know about the predictors and outcomes that have been linked to TM practices in that area; and third, to identify gaps in our understanding and provide insights for future research.

This paper presents a systematic literature review (SLR) based on 38 academic sources published in high-impact indexes from 2020 to 2023.

The existing research shows COVID-19 as a crucial context that led organizations to more precarious and segmented TM practices, which had negative consequences for employees with disabilities, both at the individual level (reduced satisfaction and income, and increased health issues) and the organizational level (increased unemployment, turnover and discrimination as well as declining performance and productivity).

This paper provides essential contributions to the field of TM in the relatively unexplored context of employees with disabilities since the emergence of COVID-19. Our literature review suggests there is significant room for developing and implementing adjusted TM strategies and practices to foster effective inclusiveness, accommodations and supportive work environments for employees with disabilities. From this evidence, a number of key avenues for future research and key implications for academics and practitioners are provided.

The purpose of this study resides in a better understanding of the relationship between the use of traditional operators, online travel agencies, such as Booking.com and Expedia, comparators, tour operators and traditional travel agencies, airlines, new non-tourist companies like Google and the use of sharing economy platforms to obtain information about a travel destination.

Applying an analysis to 13,243 tourists from 19 European countries, a binomial logit analysis was carried out with the latest version of the SPSS statistical analysis program.

The use of Expedia and Booking.com has a positive effect on the use of sharing economy platforms to obtain information about travel destinations. However, it can also be observed how the use of Google, Facebook, tour operators and travel agencies, airlines and Twitter can have a negative effect.

The study provides interesting recommendations for destinations to be able to design better marketing strategies which focus on cognitive components of the destination image in different information sources.

Tourists search for information that helps them make better decisions when it comes to choosing a travel destination and they do so using different channels that have evolved over time. The proliferation of internet platforms has transformed the way tourists search for information and consequently the way the secondary image of destination is formed. The sharing economy plays an important role in this new tourism ecosystem. These new business models, based on platforms, coexist with other traditional information sources, tour operators and travel agencies and airlines. However, previous studies have not inquired about the relationship between them all.