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In the recent two decades, a model of the labor market formed in Russia; it differs from the model that is peculiar for most developed countries. Its specific feature consists in the fact that adaptation to the fluctuations of the economic situation takes place by means of changes in the labor price, not by means of changes in employment and unemployment.

Such model ensures high and stable level of employment and low level of unemployment with significant pro-cyclic fluctuations of wages. Changes that take place in the sphere of employment of population in labor markets and gradual implementation of collection of information in view of the forms of labor activities into the practices of different countries led to the necessity for reconsidering the previously adopted international standards.

This is due to the fact that the normative documents present the treatment of unemployment without the criterion “job search,” and new indicators of measuring potential labor force and incomplete employment were adopted. The authors analyze the situation of labor underutilization, which is important for characterizing a region of the Russian Federation by the indicator of unmet need for employment.

The offered information could be used for wider monitoring of the labor market, studying the volume and tendencies in the sphere of unemployment, evaluating the problems of integration in the labor market, studying the connection between employment and poverty and forecasting the tendencies.

The purpose of this paper is to examine the impact of a perceived organizational culture on organizational identification and commitment of employees of a Russian university that is transforming to become an English-medium instruction (EMI) university.

Data were collected between February and March 2018, via an online survey that was disseminated among 115 new employees; 90 were completed and used for analyses. The survey included three scales.

Employees of the EMI university perceived its culture as market, which is not a common characteristic of universities that usually have a clan culture. The study has also demonstrated a discrepancy between the perceived (market) and the preferred (clan) organizational culture. The study has also showed that a clan, and not a market, culture strengthens employee organizational commitment and identification.

Most research has examined EMI universities from the perspectives of teaching and learning. This study contributes to the limited conceptual and theoretical base around these universities by examining their processes from a perspective of management. This paper suggests that the adoption of English as a medium of instruction requires organizational change that leads to change in organizational culture.

Humans now enjoy a better life because of Artificial Intelligence (AI). AI has a significant impact on the creation of smart cities. Modern applications based on big data, Internet of Things (IoT) systems, and deep learning require extensive use of complex computational solutions. Thus, the following problems arise: (1) what are smart cities? (2) what is AI? (3) How is AI used in smart cities? To respond to this problem, the following objective was set: to map how AI is used in smart cities. For this purpose, a qualitative methodology based on a narrative analysis of the literature was used. It is concluded that AI and smart cities are complementary technologies that can assist cities in tackling difficult issues including public safety, transportation, energy management, environmental monitoring, and predictive maintenance. This chapter’s findings, while broadly applicable, offer valuable insights into the Gulf region’s unique context, where rapid urbanization and technological adoption intersect with cultural and environmental considerations. The integration of AI in smart cities presents a promising avenue for the Gulf region to address its specific challenges and leverage its economic and infrastructural strengths, thereby contributing to the broader goals of innovation, development, prosperity, and well-being as envisioned in the region’s Vision 2040 initiatives.

In small group settings, is it the position in social networks or the content of communication that constitutes a leader? Studies focussing on the content suggest that leadership consists in creating and promoting meanings, whereas studies focussing on the connections stress that it is the network position that ‘makes a leader’. These two dimensions of leadership communication style have not been compared yet. To fill this gap, this chapter applies an emerging approach – socio-semantic network analysis – to jointly consider the content of, and the connections, in leaders' communication. Using a multisource dataset, we empirically study the social network positions (social network analysis) and the content of communication (semantic network analysis) of three leaders in a creative collective. Our findings reveal that different styles of leadership make diverse use of the content and the connections in a small group. The academic and practical implications are outlined.