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Advances in information technology and the increasing digitalization of the general public have favored the growth of the sharing economy. The sharing economy is based on transactions of idle resources between individuals to satisfy cogent needs. Notwithstanding the great interest in this emerging phenomenon, it is still not clear which factors are driving the shift in consumer consumption behavior from the traditional economy toward this new economic model. Grounded in self-determination theory, we contend that what is needed is a holistic approach that considers the three elements involved in sharing economy transactions, namely (1) consumer motivations, (2) web-based platforms and (3) types of assets exchanged.

To conduct our study, we used the Flash Eurobarometer 467 database titled “The Use of the Collaborative Economy,” collected by the European Union with Flash Eurobarometer datasets and openly available to the public. Consequently, our study aims to provide results based on a large-scale quantitative analysis involving a large number of individuals and multiple sectors.

Our findings provide empirical evidence of the positive effects of the shift in consumption behavior toward the sharing economy brought about by (1) consumers’ intrinsic motivations, (2) the quality of the platform and (3) the human asset-based categories of products offered.

This research seeks to advance understanding of the factors that facilitate the adoption of the sharing economy, and we provide managers and policymakers with suggestions regarding the factors they may leverage to further favor the spread of this economic model.

Covid-19 has affected the way businesses carry out their activities. It has brought to fore the fact that business activities can be brought to a standstill very quickly, and spurred entrepreneurs and managers to have working alternatives to ensure business continuity. This chapter looks at the effect of covid on the management of small- and medium-scale companies, the challenges faced by most of these businesses and the attributes needed for business continuity. The case study approach is used: a local business that survived and even thrived during and post covid lockdown is examined. From studying the way this business was responsibly led through the difficult situation that arose, we see that, for a responsible business to be a going concern, especially in face of a pandemic, certain attributes are necessary: (i) principled entrepreneurship, (ii) entrepreneurial skills, (iii) clear organisational structure, (iv) strong organisational culture and (v) effective communication.

This research, titled ‘AI in Digital Marketing: The Ethical Implications of Digital Influence on Markets and Consumers,’ conducts a comprehensive examination of the nuanced role played by artificial intelligence (AI) in shaping consumer behaviour and influencing decision-making processes. While the incorporation of AI in marketing offers commendable advantages, such as providing personalised content and optimising strategies to enhance customer experiences and market efficiency, it concurrently introduces ethical considerations. This study meticulously scrutinises the latent potential for market grooming, wherein AI subtly guides consumers towards decisions that may not align with their best interests. By delving into instances of data privacy breaches, algorithmic biases and the unintended consequences of hyper-personalisation, this research contributes substantively to the ongoing discourse on the responsible utilisation of AI. The study underscores the imperative need for regulatory frameworks aimed at ensuring ethical practices in the dynamically shifting digital landscape. It endeavours to strike an equitable balance between the constructive contributions and potential pitfalls of AI in the realm of marketing. Through this research, we aim to shed light on the ethical dimensions associated with the digital manipulation of markets and consumers, providing insights that can inform industry practices, policymaking and public awareness.

Research has long lauded collaboration at work as one of the best management strategies to increase employee engagement, raise productivity and enhance innovation. In real life, many businesses also strongly encourage and enforce workplace collaboration. However, the purpose of this paper was to examine workplace collaboration from a practitioners' perspective who experienced collaborations firsthand.

This paper takes a practical and ethnographic view and examines collaboration in three different organizations which varied in mission and size.

The findings identify three major drawbacks of collaboration including repetitive meetings, slowed business process and a reduction of recognition and accountability.

Three practical suggestions for leaders and managers to improve their collaboration strategies are discussed.

This article is one of the first to examine collaboration from a practitioner's point of view while providing detailed examples. It is also amongst the first to provide actionable suggestions to practitioners that can be implemented immediately.

The existing literature highlights challenges in measuring social impact within social and solidarity economy organisations, particularly regarding the social return on investment (SROI) methodology. This paper aims to address the barriers to SROI implementation while exploring the potential of artificial intelligence (AI) in enhancing the measurement of social impact.

This review-based paper synthesises research on SROI methodology limitations and recent AI developments while focusing on ethical considerations. Drawing from these domains, the study constructs a conceptual framework to guide future research.

The study identifies necessary enhancements to existing AI systems for social impact measurement and explores how advances in generative AI could refine current tools and address SROI constraints. It advocates for open AI models to address ethical concerns.

This study pioneers the integration of social impact assessment and AI, an innovative intersection in the academic literature. The growing disparity between academia and the rapidly evolving AI industry is highlighted and scholarly discourse is enriched through theoretical deliberations and innovative technological solutions.

Purpose: This chapter aims to critically explore the nature of mentoring initiatives through the conceptual lenses of social capital and communities of practice offering a distinctive understanding of talent management (TM) innovations in the international hospitality industry.

Methodology/approach: It achieves its aim through identifying and analysing current mentoring initiatives operating in the international hospitality sector, and scrutinises how they provide a sector level approach to TM challenges.

Findings: Industry level mentoring initiatives emerge as TM innovations connecting employees within networks across the international hospitality sectors. Mentoring creates bonds and bridges between senior and junior employees beyond their own workplaces, connecting them to the industry and supporting TM by enhancing the identification of opportunities and the recognition of talent. These initiatives also act as learning communities where contemporary TM dilemmas can be explored by participants from diverse backgrounds and between generations.

Research limitations/implications: The findings rely on the identification and exploration of publically available data, and therefore future primary data collection would yield richer insights into the experiences of stakeholders of these mentoring initiatives as TM innovations.

Social implications: Mentoring initiatives can exemplify innovative ways of supporting TM and addressing diversity and inequality issues in fragmented and dispersed sectors, such as the international hospitality industry.

Originality/value of paper: The exploration of contemporary mentoring initiatives in the international hospitality industry identifies the value of cross-industry TM innovations stretching beyond stakeholders, such as educators, employers and policy-makers. It identifies mentoring initiatives as mechanisms for creating bonds and bridges between those industry aspirants at various career stages where diversity and inclusion may be a challenge in a fragmented and dispersed sector.