According to a recent Wall Street Journal article, 50% of today's workforce have chosen to limit their commitment to their jobs. “Quiet Quitting” is the current term that defines ceasing to be fully committed to one's job and doing just enough to meet the requirements of one's job description. This paper outlines how the root cause of the decline of employee commitment lies with the failure of many managers and supervisors to honor their fundamental leadership responsibilities required to engage, empower, and inspire employees with whom they work. Finally, we outline practical steps that companies can use to reengage their employees and increase employee commitment.
《华尔街日报》(Wall Street Journal)最近的一篇文章称，如今有50%的员工选择限制自己对工作的投入。“安静辞职”是目前流行的一个术语，指的是不再完全投入到自己的工作中，只做足够的工作来满足工作描述的要求。本文概述了员工敬业度下降的根本原因在于许多经理和主管未能履行他们的基本领导责任，这些责任要求他们参与、授权和激励与他们一起工作的员工。最后，我们概述了公司可以使用的实际步骤，以重新吸引员工并增加员工的承诺。
{"title":"Quiet Quitting – Causes and Opportunities","authors":"Thalmus Mahand, Cam Caldwell","doi":"10.5430/bmr.v12n1p9","DOIUrl":"https://doi.org/10.5430/bmr.v12n1p9","url":null,"abstract":"According to a recent Wall Street Journal article, 50% of today's workforce have chosen to limit their commitment to their jobs. “Quiet Quitting” is the current term that defines ceasing to be fully committed to one's job and doing just enough to meet the requirements of one's job description. This paper outlines how the root cause of the decline of employee commitment lies with the failure of many managers and supervisors to honor their fundamental leadership responsibilities required to engage, empower, and inspire employees with whom they work. Finally, we outline practical steps that companies can use to reengage their employees and increase employee commitment.","PeriodicalId":9554,"journal":{"name":"Business, Management and Economics Research","volume":"31 1","pages":""},"PeriodicalIF":0.0,"publicationDate":"2023-01-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"74503177","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Nelka Ortega-Cotto, Raidah Bhuyan, Charles LaGrand, Cam Caldwell
The purpose of this paper is to identify the importance of Human Resource Professionals (HRPs) understanding the importance of their strategic contribution to their organizations and the seven strategic roles that guide them in utilizing their time effectively. Although Human Resource Management (HRM) can play a vital strategic role in enhancing the effectiveness of organizations, the professionals who perform those roles often struggle due to the many demands placed on their time. The ability of HRPs to differentiate between activities that are urgent demands and those that are truly important is often difficult. Understanding the difference between the urgent and the important can be facilitated if HRPs focus on seven strategic roles identified herein that are critical to the contributions that HRM can make to the success of organizations. The paper identifies eight common pitfalls to effective strategic HRM.
{"title":"Strategic Human Resource Management – Distinguishing between the Urgent and the Important","authors":"Nelka Ortega-Cotto, Raidah Bhuyan, Charles LaGrand, Cam Caldwell","doi":"10.5430/bmr.v12n1p1","DOIUrl":"https://doi.org/10.5430/bmr.v12n1p1","url":null,"abstract":"The purpose of this paper is to identify the importance of Human Resource Professionals (HRPs) understanding the importance of their strategic contribution to their organizations and the seven strategic roles that guide them in utilizing their time effectively. Although Human Resource Management (HRM) can play a vital strategic role in enhancing the effectiveness of organizations, the professionals who perform those roles often struggle due to the many demands placed on their time. The ability of HRPs to differentiate between activities that are urgent demands and those that are truly important is often difficult. Understanding the difference between the urgent and the important can be facilitated if HRPs focus on seven strategic roles identified herein that are critical to the contributions that HRM can make to the success of organizations. The paper identifies eight common pitfalls to effective strategic HRM.","PeriodicalId":9554,"journal":{"name":"Business, Management and Economics Research","volume":"147 1","pages":""},"PeriodicalIF":0.0,"publicationDate":"2022-11-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"86026692","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
This paper anticipates trends in the digital economy during a COVID-19 epidemic worldwide. The United States and China are considered the world’s largest economies and have attempted to transition to fully digital economies over the last few years. Therefore, this paper used the auto-regressive integrated moving average (ARIMA) model and the gross domestic product (GDP) for the USA and China over the period 1960-2019. As we arrive at the peak of the COVID-19 pandemic, one of the most squeezing questions confronting us is: How has the COVID-19 crisis affected the USA and China’s GDP growth? The results have shown first that the GDP growth for both years 2020 and 2021 are approximately 6% and 10% for the USA and China, respectively. Second, the COVID-19 pandemic cannot influence the countries that depend on technology and the digital economy. It can be seen that technology is playing a very significant role in our daily life and nations’ economies.
{"title":"How Has the COVID-19 Pandemic Affected GDP Growth?-Empirical Study on USA and China-","authors":"Ahmed N. K. Alfarra, Ahmed M. Hagag","doi":"10.32861/bmer.83.51.61","DOIUrl":"https://doi.org/10.32861/bmer.83.51.61","url":null,"abstract":"This paper anticipates trends in the digital economy during a COVID-19 epidemic worldwide. The United States and China are considered the world’s largest economies and have attempted to transition to fully digital economies over the last few years. Therefore, this paper used the auto-regressive integrated moving average (ARIMA) model and the gross domestic product (GDP) for the USA and China over the period 1960-2019. As we arrive at the peak of the COVID-19 pandemic, one of the most squeezing questions confronting us is: How has the COVID-19 crisis affected the USA and China’s GDP growth? The results have shown first that the GDP growth for both years 2020 and 2021 are approximately 6% and 10% for the USA and China, respectively. Second, the COVID-19 pandemic cannot influence the countries that depend on technology and the digital economy. It can be seen that technology is playing a very significant role in our daily life and nations’ economies.","PeriodicalId":9554,"journal":{"name":"Business, Management and Economics Research","volume":"106 1","pages":""},"PeriodicalIF":0.0,"publicationDate":"2022-08-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"84132703","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
COVID-19 had put a halt to many manufacturing industries across the world, including India, and that led to one of the worst job crises. Manufacturing industry is one of the most important sectors in India that drives the economy. India’s manufacturing workforce in majority belongs to the unorganized sector which has progressed the economy in pre-COVID-19 times. The employees in the unorganized sectors have suffered immensely during the COVID-19 crisis. The Human Resources Management (HRM) experienced unprecedented challenges in understanding the crisis, employee challenges, and coming up with timely solutions to address these issues. The focus of the paper is to review the opportunities and challenges in the HRM policies and practices in the manufacturing industries during COVID-19 and provide recommendations to apply these findings and to develop a future HRM strategy in unorganized manufacturing sectors in India. To our knowledge this is the first review that addresses the potential role and challenges of HRM in the unorganized manufacturing sector in India during COVID-19 pandemic.
{"title":"COVID-19 and Manufacturing Industries in India and Role of Human Resources Management","authors":"V. Bharadwaj, Vivek Sharma, Apurva Bhatnagar","doi":"10.5430/bmr.v11n1p15","DOIUrl":"https://doi.org/10.5430/bmr.v11n1p15","url":null,"abstract":"COVID-19 had put a halt to many manufacturing industries across the world, including India, and that led to one of the worst job crises. Manufacturing industry is one of the most important sectors in India that drives the economy. India’s manufacturing workforce in majority belongs to the unorganized sector which has progressed the economy in pre-COVID-19 times. The employees in the unorganized sectors have suffered immensely during the COVID-19 crisis. The Human Resources Management (HRM) experienced unprecedented challenges in understanding the crisis, employee challenges, and coming up with timely solutions to address these issues. The focus of the paper is to review the opportunities and challenges in the HRM policies and practices in the manufacturing industries during COVID-19 and provide recommendations to apply these findings and to develop a future HRM strategy in unorganized manufacturing sectors in India. To our knowledge this is the first review that addresses the potential role and challenges of HRM in the unorganized manufacturing sector in India during COVID-19 pandemic.","PeriodicalId":9554,"journal":{"name":"Business, Management and Economics Research","volume":"1 1","pages":""},"PeriodicalIF":0.0,"publicationDate":"2022-08-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"89840130","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
The purpose of this research study is to examine the relation between both employee ambidexterity and workaholism as independent variables and perceived employability as a dependent variable. In addition, the paper aims to test whether employee ambidexterity and workaholism can be considered as antecedents to perceived employability. Interviews were conducted with the employees in the private banking sector in Egypt to explore the relationship between the research variables. Common method bias techniques were adopted to avoid any errors and to reduce the bias. Three hundred survey questionnaires were distributed on a non-probalistic sample that was specifically selected for the study due to its sensitive nature. The results suggest that there is a positive direct relationship between the independent variables “employee ambidexterity” and “workaholism” and the dependent variable “perceived employability.” Both independent variables were found to be antecedents to the dependent variable. Future research should include employees in the public banking sector in Egypt and other sectors and regions in order to help generalize the findings. To the best of our knowledge, there are no previous studies that examine how these two independent variables (employee ambidexterity and workaholism) can help employees achieve better job opportunities and act as antecedents to the dependent variable (perceived employability).
{"title":"The Effect of Employee Ambidexterity and Workaholism on Perceived Employability: An Empirical Study on the Private Banking Sector in Egypt","authors":"Abdelmounaim Riad, E. Hafez, Eahab Elsaid","doi":"10.5430/bmr.v11n1p21","DOIUrl":"https://doi.org/10.5430/bmr.v11n1p21","url":null,"abstract":"The purpose of this research study is to examine the relation between both employee ambidexterity and workaholism as independent variables and perceived employability as a dependent variable. In addition, the paper aims to test whether employee ambidexterity and workaholism can be considered as antecedents to perceived employability. Interviews were conducted with the employees in the private banking sector in Egypt to explore the relationship between the research variables. Common method bias techniques were adopted to avoid any errors and to reduce the bias. Three hundred survey questionnaires were distributed on a non-probalistic sample that was specifically selected for the study due to its sensitive nature. The results suggest that there is a positive direct relationship between the independent variables “employee ambidexterity” and “workaholism” and the dependent variable “perceived employability.” Both independent variables were found to be antecedents to the dependent variable. Future research should include employees in the public banking sector in Egypt and other sectors and regions in order to help generalize the findings. To the best of our knowledge, there are no previous studies that examine how these two independent variables (employee ambidexterity and workaholism) can help employees achieve better job opportunities and act as antecedents to the dependent variable (perceived employability).","PeriodicalId":9554,"journal":{"name":"Business, Management and Economics Research","volume":"22 1","pages":""},"PeriodicalIF":0.0,"publicationDate":"2022-08-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"84111096","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
This paper examines growth mindset, an evidence-based strategy posited by Carol Dweck (2007), within the framework of a classroom at a private, faith-based university. In a post-pandemic time where many students and people have felt adverse effects on their ability to adapt, this research studies the impact of mindset language and strategies on a student’s internal locus of control. The specific question the researchers posited was, does growth mindset language and strategies within a graduate-level class affect a student’s internal locus of control?Participants in this study were Master of Business Management students taking an online employee development course at Azusa Pacific University. The online course was modified to use growth mindset language and strategies. Changes in language focused on effort, starting with the syllabus and project instructions and continuing throughout the course. For example, language used in the weekly overviews focused on effort and explaining why effort was important.Survey results indicated that the graduate students did not report an increase in their level of growth mindset or locus of control. This is hypothetically due to the high level of growth mindset and internal locus of control already felt by the participants. This moves the focus for graduate students from mindset to the environment they are learning in, including the level of psychological safety felt by the students in the classroom.
{"title":"Educational Attainment Post-Pandemic: An Examination of Growth Mindset Language and Strategies in Graduate Students","authors":"George Hanshaw, T. Pheifer, Roxanne Helm-Stevens","doi":"10.5430/bmr.v11n1p6","DOIUrl":"https://doi.org/10.5430/bmr.v11n1p6","url":null,"abstract":"This paper examines growth mindset, an evidence-based strategy posited by Carol Dweck (2007), within the framework of a classroom at a private, faith-based university. In a post-pandemic time where many students and people have felt adverse effects on their ability to adapt, this research studies the impact of mindset language and strategies on a student’s internal locus of control. The specific question the researchers posited was, does growth mindset language and strategies within a graduate-level class affect a student’s internal locus of control?Participants in this study were Master of Business Management students taking an online employee development course at Azusa Pacific University. The online course was modified to use growth mindset language and strategies. Changes in language focused on effort, starting with the syllabus and project instructions and continuing throughout the course. For example, language used in the weekly overviews focused on effort and explaining why effort was important.Survey results indicated that the graduate students did not report an increase in their level of growth mindset or locus of control. This is hypothetically due to the high level of growth mindset and internal locus of control already felt by the participants. This moves the focus for graduate students from mindset to the environment they are learning in, including the level of psychological safety felt by the students in the classroom.","PeriodicalId":9554,"journal":{"name":"Business, Management and Economics Research","volume":"36 1","pages":""},"PeriodicalIF":0.0,"publicationDate":"2022-08-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"73880695","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Purpose: The purpose of this paper is to help Human Resource (HR) Professionals understand six elements of self-discovery and to apply those elements in understanding the relationship of self-discovery to humility.Design: This summary is prepared by independent writers who specialize in the development of interpersonal leadership skills and includes their insights about the importance of self-discovery and humility in building interpersonal relationships.Findings: This paper explores how six elements of self-discovery can apply in understanding the three pillars of humility and in incorporating humility in building interpersonal relationships for HR professionals. Based upon the literature about humility and leadership, the utilization of a self-development process can inform HR professional's approach toward strengthening interpersonal relationships.Originality: This briefing offers HR professionals insight into how application of the six elements of self-discovery can contribute toward their effectiveness as leaders by developing greater humility in their approach to interpersonal relationships.
{"title":"Humility as Self-Discovery–Leadership Insights for Human Resource Professionals","authors":"Michael J. Kirchner, Cam Caldwell","doi":"10.5430/bmr.v11n1p1","DOIUrl":"https://doi.org/10.5430/bmr.v11n1p1","url":null,"abstract":"Purpose: The purpose of this paper is to help Human Resource (HR) Professionals understand six elements of self-discovery and to apply those elements in understanding the relationship of self-discovery to humility.Design: This summary is prepared by independent writers who specialize in the development of interpersonal leadership skills and includes their insights about the importance of self-discovery and humility in building interpersonal relationships.Findings: This paper explores how six elements of self-discovery can apply in understanding the three pillars of humility and in incorporating humility in building interpersonal relationships for HR professionals. Based upon the literature about humility and leadership, the utilization of a self-development process can inform HR professional's approach toward strengthening interpersonal relationships.Originality: This briefing offers HR professionals insight into how application of the six elements of self-discovery can contribute toward their effectiveness as leaders by developing greater humility in their approach to interpersonal relationships.","PeriodicalId":9554,"journal":{"name":"Business, Management and Economics Research","volume":"8 1","pages":""},"PeriodicalIF":0.0,"publicationDate":"2022-07-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"82725577","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
It is now a song in Nigeria’s academic world to either published or perish”. it drives all faculty members and lecturers towards research and publication in reputable peer-reviewed “A” journals, Most especially in the universities. where the value of the publication is respected when it is in refereed “A” (4-star journals, preferably those which have achieved a very high reputation. This paper is to examine the extent to which academic research papers must inform, educate, contribute to knowledge and entertain the practitioners who are engaged in practicals, in either management or business work (industry practitioner). There is evidence in the western world of Europe, America, and Australiasia especially, and in Africa that our management and business journals are neither read nor recognized by the industry practitioners. This paper is a literature review and practical Research work which, recommends that continuous practical interaction between the lecturers and practitioners is more rewarding, and let the Academic research works of lecturers be used by industry practitioners and vice versa. Do the practitioners and government officials even read or consult management journals in Nigeria?. The consequence for academics and other writers is that if our papers are not read by practitioners in the subject area then there is no need to write them. We can use the research papers for professional career promotion in their place of employment, but should this be the only reason?. We must try to write and publish our papers to meet the demands of academically related journals and publications, which will further our careers, and also to use other outlets that are likely to be read by the industry practitioners. It is a somewhat difficult, but not an impossible task. The evidence from this paper especially from the United Kingdom will lay semblance to what is obtainable in Nigeria. The readership of academic work most likely is disappointingly exclusive to those in academia. That if a lecturer’s research writings must be useful, it must involve practical facts relevant to management managers, or industry practitioners who will invariably alter their reading habits to accommodate research writings. Managers must also contribute to research papers and journal articles, to make the journals attractive to bridge the marriage between the town and gown.
{"title":"Not Everything That Can Be Counted Counts, And Not Everything That Counts Can Be Counted”: Widening Gap between Scholars and Industry Practitioners in Nigeria","authors":"Ayozie Daniel Ogechukwu","doi":"10.32861/bmer.82.28.43","DOIUrl":"https://doi.org/10.32861/bmer.82.28.43","url":null,"abstract":"It is now a song in Nigeria’s academic world to either published or perish”. it drives all faculty members and lecturers towards research and publication in reputable peer-reviewed “A” journals, Most especially in the universities. where the value of the publication is respected when it is in refereed “A” (4-star journals, preferably those which have achieved a very high reputation. This paper is to examine the extent to which academic research papers must inform, educate, contribute to knowledge and entertain the practitioners who are engaged in practicals, in either management or business work (industry practitioner). There is evidence in the western world of Europe, America, and Australiasia especially, and in Africa that our management and business journals are neither read nor recognized by the industry practitioners. This paper is a literature review and practical Research work which, recommends that continuous practical interaction between the lecturers and practitioners is more rewarding, and let the Academic research works of lecturers be used by industry practitioners and vice versa. Do the practitioners and government officials even read or consult management journals in Nigeria?. The consequence for academics and other writers is that if our papers are not read by practitioners in the subject area then there is no need to write them. We can use the research papers for professional career promotion in their place of employment, but should this be the only reason?. We must try to write and publish our papers to meet the demands of academically related journals and publications, which will further our careers, and also to use other outlets that are likely to be read by the industry practitioners. It is a somewhat difficult, but not an impossible task. The evidence from this paper especially from the United Kingdom will lay semblance to what is obtainable in Nigeria. The readership of academic work most likely is disappointingly exclusive to those in academia. That if a lecturer’s research writings must be useful, it must involve practical facts relevant to management managers, or industry practitioners who will invariably alter their reading habits to accommodate research writings. Managers must also contribute to research papers and journal articles, to make the journals attractive to bridge the marriage between the town and gown.","PeriodicalId":9554,"journal":{"name":"Business, Management and Economics Research","volume":"72 1","pages":""},"PeriodicalIF":0.0,"publicationDate":"2022-06-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"85892110","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
The exponential growth of digital currencies in general and cryptocurrencies, in particular, has seemingly broken every record in the book. This has generated in the process a tremendous amount of interest in both developed and developing countries from scholars, academics, politicians, decision-makers and other stakeholders. Considering an applied methodology about asymmetric volatility with Exponential General Auto-regressive Conditional heteroscedasticity (EGARCH), this research work explores the fundamentals of the behavior of cryptocurrencies comparatively to a benchmark of key assets. To achieve its goal, this study uses two classes of assets. On the one hand, the first class (Class I) includes seven ̶ Bitcoin, Ethereum, Binance, Dogecoin, Tether, Ripple, and Cardano ̶ of the top 10 cryptocurrencies, which, as of July 2021, commanded more than $1.5 trillion in market capitalization. On the other hand, the second class (Class II) is comprised of three traditionally established, well-known and “safe” assets, namely, gold, the 3-month US treasury bill and the 30-year US treasury bond. Using thousands of datapoints, empirical findings regarding volatilities, returns, clustering and leverage effects of the two asset classes do not reveal any startling contrasts to warrant an outright dismissal of crypto-assets as viable repositories of purchasing power and value. However, the pace in the move towards a full “safe haven” status will hinge upon the introduction of a clear regulatory and legislative framework in the US and other major countries to instill more confidence and certainty about crypto assets in a post-Covid era.
{"title":"Can Digital Currencies Serve as Safe Havens in the Post-Covid Era?","authors":"A. D. Adom","doi":"10.32861/bmer.82.17.27","DOIUrl":"https://doi.org/10.32861/bmer.82.17.27","url":null,"abstract":"The exponential growth of digital currencies in general and cryptocurrencies, in particular, has seemingly broken every record in the book. This has generated in the process a tremendous amount of interest in both developed and developing countries from scholars, academics, politicians, decision-makers and other stakeholders. Considering an applied methodology about asymmetric volatility with Exponential General Auto-regressive Conditional heteroscedasticity (EGARCH), this research work explores the fundamentals of the behavior of cryptocurrencies comparatively to a benchmark of key assets. To achieve its goal, this study uses two classes of assets. On the one hand, the first class (Class I) includes seven ̶ Bitcoin, Ethereum, Binance, Dogecoin, Tether, Ripple, and Cardano ̶ of the top 10 cryptocurrencies, which, as of July 2021, commanded more than $1.5 trillion in market capitalization. On the other hand, the second class (Class II) is comprised of three traditionally established, well-known and “safe” assets, namely, gold, the 3-month US treasury bill and the 30-year US treasury bond. Using thousands of datapoints, empirical findings regarding volatilities, returns, clustering and leverage effects of the two asset classes do not reveal any startling contrasts to warrant an outright dismissal of crypto-assets as viable repositories of purchasing power and value. However, the pace in the move towards a full “safe haven” status will hinge upon the introduction of a clear regulatory and legislative framework in the US and other major countries to instill more confidence and certainty about crypto assets in a post-Covid era.","PeriodicalId":9554,"journal":{"name":"Business, Management and Economics Research","volume":"35 1","pages":""},"PeriodicalIF":0.0,"publicationDate":"2022-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"90082758","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
With the gradual advancement of China’s educational reform, China’s higher education has changed from elite education to mass education, which leads to a series of problems. In order to improve the quality of business administration education in colleges and universities, change the talent training mode and train outstanding business administration talents, this paper takes the business administration major in Anhui University of Finance and Economics as an example, puts forward the main problems existing in its training mode, and puts forward corresponding solutions.
{"title":"Research on the Training Mode of Business Administration Talents Based on \"Excellence Plan\"","authors":"L. Jingjing","doi":"10.32861/bmer.82.12.16","DOIUrl":"https://doi.org/10.32861/bmer.82.12.16","url":null,"abstract":"With the gradual advancement of China’s educational reform, China’s higher education has changed from elite education to mass education, which leads to a series of problems. In order to improve the quality of business administration education in colleges and universities, change the talent training mode and train outstanding business administration talents, this paper takes the business administration major in Anhui University of Finance and Economics as an example, puts forward the main problems existing in its training mode, and puts forward corresponding solutions.","PeriodicalId":9554,"journal":{"name":"Business, Management and Economics Research","volume":"363 1","pages":""},"PeriodicalIF":0.0,"publicationDate":"2022-04-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"82995536","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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