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Fashion brands, including fast and luxury segments, receive harsh criticism for engaging in unethical practices such as poor working conditions and environmental damage. As a result, fashion supply chains are pressured by stakeholders to publicly disclose internal supply chain performance information and to show a high level of supply chain transparency. This paper compares supply chain transparency in fast and luxury fashion in Europe.

By applying the maturity curve of fashion supply chain transparency, developed by Muratore and Marques (2022), the websites of 20 fast and 20 luxury fashion brands were analysed and classified as Opaque, Translucent or Transparent.

Despite its reputation, fast fashion demonstrated higher levels of transparency than luxury fashion. Luxury fashion only performed better in terms of the accessibility of sustainability information. Luxury brands avoided disclosing key transparency information, suggesting that they may be operating in contradiction to that which is inferred on their websites.

The findings of the study shed light on the sustainability credentials of the fashion industry, which has the potential to influence the purchase intentions of consumers, particularly millennials and Generation Z. Implications for practice are developed to highlight how fashion can improve its supply chain transparency.

Within the disciplines which examine and evaluate the employment relationship, Human Resource Management (HRM) has become a major arena for prescriptive adoption and to some degree critical evaluation. This adoption and evaluation lack penetrative connection to economistic perspectives on industrial organisation. This lacuna is the stimulus behind this paper.

Critical and prescriptive evaluation of human resource management (HRM) tells us little about the direction in which its practice and rationale purport to push management. Contends that the prevailing course of HRM ventures to make management more entrepreneurial. Distinguishes between the spirit and substance of HRM. The former propagates “empowering” employees and line managers to square the circle of increased competition, improved efficiency/productivity and financial stringency. The substance of HRM involves a reconfiguration of existing management structures in an effort to re‐create an entrepreneurial philosophy in management practice. First distinguishes entrepreneurship from traditionally defined management. Second, locates disparate HRM initiatives as entrepreneurial. Finally examines tensions between the two forms of management by reference to contemporary sources. In conclusion seeks to demonstrate that substance makes spirit a utopian vision, at least in the UK context.

This study aims to examine the human resources (HR) knowledge and cross-cultural and interpersonal skills needed by HR managers/directors to administer the integrated resort and hotel (IR&H) organizational talent.

This paper uses a qualitative method in the form of extensive interviews.

The labor-intensive nature of the IR&Hs have forced these organizations to be innovative in terms of retaining their top talents and to look overseas for foreign workers to ensure smooth operations.

The research is limited to two Asian geographies and the high regulatory nature of the industry correspondingly limits the number of HR executives in operation within IR&Hs.

This paper provides insights for current and future Asian-based IR&Hs policy planners and HR managers.

The paper provides an understanding of national and organizational skills shortages and their impact upon work and workers.

No previous comparative research in relation to Singapore and Macau has been conducted.

To demonstrate how government policy on fires service reform was initially challenged by a stubbornly resistant fire service corporatism but finally dismantled following the 2003 fire service White Paper.

The paper is based on longitudinal case study data that includes 50 semi‐structured interviews with key fire service personnel at regional and national levels.

This paper examines the roots of corporatism at national and local levels and demonstrates how the Fire Brigades Union (FBU) had significant levels of influence on management decision‐making. This was strongly reflected in the key role of the FBU in the industrial relations process that enabled the union to protect “entrenched” working practices. However, at a local level longstanding corporatist partnerships began to break down as a financial crisis arose and management took a more proactive approach. Corporatist structures at a national level, though, remained and it was not until the Labour government's second term of office that these national structures were overhauled following a White Paper and legislation.

This paper demonstrates that whilst fire service management has consolidated its position under the Labour administration it has proved a disaster for the FBU.

Employment legislation regulating industrial action introduced to Britain between 1980 and 1993 by Conservative governments has substantially endured under Britain’s New Labour administration. Re‐examining the legislation affirms that it restricts fundamental union purposes and traditional forms of action. A review of the case law and the legislation’s impact on strikes in the late 1990s suggests that its influence continues to be felt. The State and capital remain firmly opposed to the significant changes in the legislation which the TUC demands. Pursuing a strategy of social partnership that requires a posture of moderation, some union leaders aspire to a “strike‐free” Britain. This has substantially inhibited union campaigning for legislative change. Rejecting industrial action on which collective strength ultimately depends and the necessary legal protection may, in reality, sustain rather than transcend the unions’ present lack of power. Alternative approaches to power‐building, calculative militancy and membership mobilization demand attention from trade unionists.