Hasil untuk "Organizational behaviour, change and effectiveness. Corporate culture"

Ljiljana Rogač Mijatović

The idea that education plays a crucial role in global development, particularly through the concepts of Higher Education for Sustainable Development (HESD) and Transformative Learning (TL), has gained significant attention in research, policy, and practice over the past few decades. Theoretically grounded in the principles of creative and deep learning, transformative learning involves the development of key competencies such as critical thinking, creativity, self-reflexivity, and individual awareness. Education for Sustainable Development (ESD) has evolved within international policy discussions as a key mechanism for achieving the United Nations Sustainable Development Goals (SDGs). Shaped mostly by UNESCO’s initiatives, namely the UN Decade of Education for Sustainable Development (UNDESD, 2005–2014), and the Global Action Programme (GAP) on ESD (2015–2019), the ESD agenda has been introduced through five priority action areas, and the ESD for 2030 Framework (2020–2030), as part of the UN 2030 Agenda for Sustainable Development. International policy frameworks – particularly those framed by UNESCO – emphasize education’s potential to foster values, competences, and forms of agency required for sustainable and just societal transitions. However, ESD faces profound challenges, not only in developing competencies such as critical and adaptive pedagogies and participatory teaching methods but also in addressing structural barriers within higher education, particularly those imposed by neoliberal policies. As a response to these tensions, this paper proposes an analytical framework that integrates UNESCO’s five ESD priority action areas with Wals’s four dimensions of transformative learning (transcultural, transgenerational, transdisciplinary, and transgeographical). The framework provides a critical perspective to examine how higher education can move beyond normative or instrumental interpretations of sustainability towards more emancipatory, systemic, and transformative approaches. By using a hermeneutic and conceptual-framework analysis of UNESCO policy documents and scholarly literature on ESD and TL, the paper presents the evolution of ESD and identifies limitations in its current implementations. The paper outlines key challenges and offers policy perspectives for embedding critical transformative learning approaches in higher education environments.

Fredrik Jansson

Formal modelling provides a toolkit for understanding cultural dynamics, from individual decisions to recurring patterns of change. This chapter explains what models are and why they matter. Using a precise, shared language, they aid thinking and communication by turning fuzzy assumptions into clear, comparable, testable claims. The chapter describes the modelling process, trading explanatory clarity against predictive specificity. Four families of models are surveyed, from the micro-level with optimising agents to macro-level dynamics with heuristic or even implicit agents, covering reasoning (Bayesian inference, game theory), adaptive updating (reinforcement learning, evolutionary games), mean-field approaches (compartmental models, population dynamics), and complex systems (agent-based models, social networks). Building on these, a general template for modelling cultural evolution is outlined that connects system states, cognitive processes, behaviour, and macro-level outcomes in dynamic loops, linking individuals, groups, institutions, and their environments. Taken together, these tools support a pluralist but coherent understanding of cultural change.

E. Dobrovolska

The study examines contemporary tools and strategies for personnel motivation management in organizations operating under unstable, rapidly changing, and high-pressure environments. The relevance of the research is determined by the growing need for enterprises to maintain employee engagement, ensure loyalty, and sustain high productivity despite economic uncertainty, social challenges, and organizational transformations. The purpose of the study is to analyze effective motivational mechanisms, identify their influence on performance and employee retention, and provide practical guidance for implementing integrated, adaptive approaches to human resource management. The methodology is based on comprehensive analysis, observation, and synthesis of organizational practices, evaluation of key performance indicators, assessment of internal processes, and systematic monitoring of employee behavior, satisfaction, and professional development. The findings indicate that combining financial incentives, career development opportunities, recognition programs, flexible working conditions, psychological support, and team-building initiatives leads to significant improvements in employee motivation, engagement, and loyalty. These approaches also contribute to lower staff turnover, enhanced job satisfaction, and the creation of a resilient, stable, and adaptive organizational environment capable of responding effectively to unexpected challenges. The practical value of the article lies in offering managers, executives, and HR specialists concrete recommendations for designing human-centered, adaptive motivational systems capable of responding to dynamic challenges, fostering sustainable development, promoting professional growth, and enhancing overall organizational effectiveness even in conditions of volatility and uncertainty. By integrating diverse motivational strategies, organizations can achieve a balance between individual employee needs and corporate objectives, ensuring that personnel feel valued, supported, and empowered to contribute effectively to achieving strategic and operational goals. Furthermore, the implementation of such comprehensive approaches fosters a culture of continuous improvement, resilience, and proactive engagement, which strengthens the overall competitiveness and long-term viability of the organization in complex and rapidly evolving markets.

Yixin Wan, Xingrun Chen, Kai-Wei Chang

Large language models (LLMs) have unlocked a wide range of downstream generative applications. However, we found that they also risk perpetuating subtle fairness issues tied to culture, positioning their generations from the perspectives of the mainstream US culture while demonstrating salient externality towards non-mainstream ones. In this work, we identify and systematically investigate this novel culture positioning bias, in which an LLM's default generative stance aligns with a mainstream view and treats other cultures as outsiders. We propose the CultureLens benchmark with 4000 generation prompts and 3 evaluation metrics for quantifying this bias through the lens of a culturally situated interview script generation task, in which an LLM is positioned as an onsite reporter interviewing local people across 10 diverse cultures. Empirical evaluation on 5 state-of-the-art LLMs reveals a stark pattern: while models adopt insider tones in over 88 percent of US-contexted scripts on average, they disproportionately adopt mainly outsider stances for less dominant cultures. To resolve these biases, we propose 2 inference-time mitigation methods: a baseline prompt-based Fairness Intervention Pillars (FIP) method, and a structured Mitigation via Fairness Agents (MFA) framework consisting of 2 pipelines: (1) MFA-SA (Single-Agent) introduces a self-reflection and rewriting loop based on fairness guidelines. (2) MFA-MA (Multi-Agent) structures the process into a hierarchy of specialized agents: a Planner Agent(initial script generation), a Critique Agent (evaluates initial script against fairness pillars), and a Refinement Agent (incorporates feedback to produce a polished, unbiased script). Empirical results showcase the effectiveness of agent-based methods as a promising direction for mitigating biases in generative LLMs.

Joshua Rosaler, Luca Candelori, Vahagn Kirakosyan et al.

We investigate the application of quantum cognition machine learning (QCML), a novel paradigm for both supervised and unsupervised learning tasks rooted in the mathematical formalism of quantum theory, to distance metric learning in corporate bond markets. Compared to equities, corporate bonds are relatively illiquid and both trade and quote data in these securities are relatively sparse. Thus, a measure of distance/similarity among corporate bonds is particularly useful for a variety of practical applications in the trading of illiquid bonds, including the identification of similar tradable alternatives, pricing securities with relatively few recent quotes or trades, and explaining the predictions and performance of ML models based on their training data. Previous research has explored supervised similarity learning based on classical tree-based models in this context; here, we explore the application of the QCML paradigm for supervised distance metric learning in the same context, showing that it outperforms classical tree-based models in high-yield (HY) markets, while giving comparable or better performance (depending on the evaluation metric) in investment grade (IG) markets.

Nicholas Sukiennik, Chen Gao, Fengli Xu et al.

LLMs as intelligent agents are being increasingly applied in scenarios where human interactions are involved, leading to a critical concern about whether LLMs are faithful to the variations in culture across regions. Several works have investigated this question in various ways, finding that there are biases present in the cultural representations of LLM outputs. To gain a more comprehensive view, in this work, we conduct the first large-scale evaluation of LLM culture assessing 20 countries' cultures and languages across ten LLMs. With a renowned cultural values questionnaire and by carefully analyzing LLM output with human ground truth scores, we thoroughly study LLMs' cultural alignment across countries and among individual models. Our findings show that the output over all models represents a moderate cultural middle ground. Given the overall skew, we propose an alignment metric, revealing that the United States is the best-aligned country and GLM-4 has the best ability to align to cultural values. Deeper investigation sheds light on the influence of model origin, prompt language, and value dimensions on cultural output. Specifically, models, regardless of where they originate, align better with the US than they do with China. The conclusions provide insight to how LLMs can be better aligned to various cultures as well as provoke further discussion of the potential for LLMs to propagate cultural bias and the need for more culturally adaptable models.

Mohammad Ibrahim Qani

Language serves as a foundation of cultural identity, deeply entangled with the social and historical contexts of a community. This paper examines the ineffectiveness of interference by alien words within a culture. Drawing on sociolinguistic theories and case studies from diverse linguistic environments, it is argued that the forced introduction or adoption of foreign lexicon often fails to achieve its intended socio-cultural objectives. Instead, indigenous languages demonstrate resilience, adapting to or resisting external influences through unique strategies. The effectiveness of this research highlights the futility of attempting to impose linguistic uniformity and underscores the importance of understanding local cultural dynamics in preserving linguistic heritage. This pure language understanding directly relates to translation knowledge where linguists and translators need to work and research to eradicate misunderstanding. Misunderstandings mostly appear in non-equivalent words because there are different local and internal words like food, garment, cultural and traditional words, and others in every notion. Truly, most of these words do not have an equivalent in the target language and these words need to be worked and find their equivalent in the target language to fully understand both languages. The purpose of this research is to introduce the challenges and ineffectiveness of cultural influences in different notions where people do not see the facts of cultural enrichment. However, some of these ineffectiveness have been clearly mentioned in this research but some effective ways have also been dictated.

Caleb Ziems, William Held, Jane Yu et al.

To serve global users safely and productively, LLMs need culture-specific knowledge that might not be learned during pre-training. How do we find such knowledge that is (1) salient to in-group users, but (2) unknown to LLMs? The most common solutions are single-initiative: either researchers define challenging questions that users passively answer (traditional annotation), or users actively produce data that researchers structure as benchmarks (knowledge extraction). The process would benefit from mixed-initiative collaboration, where users guide the process to meaningfully reflect their cultures, and LLMs steer the process towards more challenging questions that meet the researcher's goals. We propose a mixed-initiative methodology called CultureCartography. Here, an LLM initializes annotation with questions for which it has low-confidence answers, making explicit both its prior knowledge and the gaps therein. This allows a human respondent to fill these gaps and steer the model towards salient topics through direct edits. We implement this methodology as a tool called CultureExplorer. Compared to a baseline where humans answer LLM-proposed questions, we find that CultureExplorer more effectively produces knowledge that leading models like DeepSeek R1 and GPT-4o are missing, even with web search. Fine-tuning on this data boosts the accuracy of Llama-3.1-8B by up to 19.2% on related culture benchmarks.

A. Gbadebo

This paper explores the extent to which leadership styles influence employee engagement, with particular attention to autocratic, democratic, and laissez-faire approaches. Employee engagement has been recognized as a critical driver of organizational performance, yet evidence suggests that leadership styles may not uniformly foster positive outcomes. Autocratic leadership, while effective for control and discipline, may suppress innovation and commitment. The research highlights the nuanced ways in which leadership practices intersect with engagement dynamics. The study uses quantitative data from employees at a large Nigerian utility firm, integrating regression models to assess the relationship. The methodological approach employed descriptive statistics, reliability diagnostics, and multiple regression techniques to ensure robust empirical inferences. The findings reveal that all three leadership styles are significantly related to engagement, suggesting that contextual, demographic, and organizational factors shape how employees interpret and respond to different leadership behaviours. The results show that while democratic and laissez-faire leadership exhibit strong positive influences, autocratic leadership demonstrates a positive association in high-structure, high-certainty work environments. These results enrich debates by illustrating that leadership effectiveness is highly contingent and may diverge from traditional assumptions in emerging-economy contexts. The study offers practical implications for managers seeking evidence-based leadership strategies to enhance engagement, while highlighting the need for balanced approaches that integrate autonomy, participation, and strategic direction. Future research should explore moderating variables, such as institutional quality, organizational culture, and workforce digitalization, to deepen understanding of leadership–engagement dynamics. Future research should examine moderating variables such as institutional quality, organizational culture, technological change, and workforce digitalization to extend understanding of leadership–engagement dynamics across diverse settings.

Zorуana Pushkar, Bohdan Pushkar

Introduction. The article reveals the essence, classification, and applied aspects of integrating PR technologies into the management of team dynamics and staff behavior in educational institutions under conditions of digital transformation. Modern educational organizations face the need to maintain effective communication and support professional cooperation, which strengthens the relevance of PR tools as mechanisms of internal interaction and organizational development. Purpose. The aim of the study is to determine and substantiate the possibilities of integrating PR technologies into the management system of team dynamics and labor behavior of staff in educational institutions. Research Methods. The research methodology is based on general scientific and empirical methods, including analysis, synthesis, systematization, and content analysis of communication practices in educational management. Results. The results of the study clarify the conceptual framework of PR technologies in education and identify key groups of tools that contribute to strengthening internal communication, motivation, and collaboration within academic teams. The influence of digital transformation on changes in communication patterns and forms of team interaction is demonstrated. The paper highlights examples of successful use of PR strategies in Ukrainian and international educational institutions and identifies factors that determine their effectiveness. It is emphasized that PR technologies can support the development of a cohesive corporate culture, reduce resistance to innovation, and increase staff engagement. Conclusions. Integrating PR technologies into the internal communication and management system of educational teams enhances teamwork effectiveness, strengthens trust, and promotes sustainable organizational change. Future research should focus on developing adaptive PR management models tailored to different types of educational teams and digital environments. Keywords: PR technologies, team dynamics, staff behavior, digital transformation, internal communication, corporate culture.

V. Borshch, M. Danilko

The scientific article is devoted to the analysis of leadership styles in the healthcare sector of Ukraine in the context of modern challenges, such as the military aggression of the Russian Federation against Ukraine, reform of the healthcare sector, limited resources, and global changes. It aims to conduct a systematic review and classification of leadership styles in healthcare to improve healthcare management systems. The purpose of the study is to analyze common leadership styles in the healthcare sector of Ukraine, determine their impact on the effectiveness of management of medical institutions, and develop recommendations for improving management practices in Ukrainian medical institutions. The authors conducted a sociological survey of 125 respondents, namely representatives of the healthcare sector. The main leadership styles characteristic of the Ukrainian healthcare sector were identified, particularly transformational, transactional, autocratic, and bureaucratic styles. The most effective was the transformational style, which mobilizes medical personnel through strategic vision, corporate culture, and motivation. As a result of a sociological survey, the authors concluded that transformational leadership is pervasive in the medical field, it inspires and motivates a decisive transformation of the culture and structure of the industry. This style is considered the best style for healthcare leaders, because through well-established communications, the presence of a strategic vision, and a formed corporate culture based on shared values of the team, it mobilizes medical staff to provide optimal medical services with an increase in the prestige of the medical institution, morale, and beliefs of the staff. According to the authors, leadership style is a key element in increasing organizational productivity in healthcare, improving and increasing the level of efficiency of systems. The article focuses on the importance of adapting management approaches to the specifics of the healthcare sector to improve the quality of medical services and achieve organizational goals.

Pranab Jagmohan Pujahari

Introduction Training and development (T&D) is a strategic function in modern organizations aiming to enhance employee skills, boost productivity, and maintain competitive advantage. In the fast-paced FMCG (Fast-Moving Consumer Goods) sector, companies like Britannia Industries Ltd face constant pressure to innovate, adapt, and respond swiftly to consumer demands. A well-structured training and development program is essential not only for upskilling current employees but also for onboarding new entrants effectively. Britannia, one of India’s leading food companies, recognizes that investing in its human capital is key to sustaining growth. This study focuses on examining how Britannia Industries Ltd structures its T&D programs, assesses their effectiveness, and evaluates their impact on employee performance, satisfaction, and retention. With a growing need for continuous learning due to automation and evolving market dynamics, understanding Britannia's approach offers valuable insights for both academia and industry. In today's dynamic and highly competitive business environment, organizations are increasingly recognizing the importance of investing in their human capital to maintain a competitive edge. One of the most effective ways to achieve this is through structured Training and Development (T&D) programs. Training equips employees with the necessary skills to perform their current jobs efficiently, while development prepares them for future roles and responsibilities within the organization. These programs are especially critical in fast-moving sectors such as the Fast-Moving Consumer Goods (FMCG) industry, where rapid market shifts and customer preferences demand agility and adaptability. Britannia Industries Ltd, one of India's leading FMCG companies, has long understood that its employees are its greatest assets. Known for its strong brand identity and a wide range of food products, Britannia’s success has been driven not just by product innovation but also by its people-centric approach. As the company continues to grow and expand its operations, the need to attract, train, and retain talented individuals becomes increasingly crucial. New entrants into the organization need to be properly oriented and trained to align with the company’s goals, work culture, and quality standards. Similarly, existing employees must be upskilled and reskilled to stay relevant in a rapidly changing marketplace. Effective training and development initiatives can significantly enhance employee performance, job satisfaction, and overall organizational productivity. This research study aims to provide a detailed analysis of the training and development practices at Britannia Industries Ltd, examining their structure, effectiveness, and impact on both new entrants and existing employees. The study seeks to identify how these programs contribute to employee engagement, skill enhancement, and career growth, while also addressing potential gaps and areas for improvement. By doing so, the research will offer valuable insights for HR professionals, corporate trainers, and policymakers interested in developing strategic human resource frameworks in similar organizational contexts.

B. Mykytchenko

Adaptive management under volatile economic conditions is becoming a decisive factor for the development sector, where long investment cycles, high risks, and dependence on external factors converge. The growing economic turbulence, currency fluctuations, inflationary pressures, and regulatory transformations create an environment in which conventional management models lose their effectiveness. Adaptability emerges not only as a survival mechanism but also as a strategic development tool that ensures resilience, flexibility, and rapid managerial responsiveness. The essence of the adaptive approach lies in the continuous adjustment of actions, strategies, and processes in accordance with the changing external environment. In the field of real estate development, this model integrates digital technologies, business analytics, forecasting, and scenario planning. The foundation of modern adaptive architecture is the integration of information systems – BIM, ERP, CRM, and Business Intelligence – which provide end-to-end control over financial, technical, and operational processes. As a result, management acquires a proactive nature focused on preventing deviations rather than eliminating their consequences. Economic instability generates the need for flexible decision-making systems based on analytical instruments such as GAP, FMEA, and PESTEL analyses. These methods help identify strategic gaps, anticipate critical risks, and forecast external influences, forming a multilevel adaptation framework. In combination with digital KPI dashboards, they create a structure of adaptive controlling that records key performance indicators in real time, ensures informational feedback, and enhances managerial transparency. The effectiveness of adaptive management depends not only on technological advancement but also on an organization’s readiness for internal transformation. Flexible management systems require decentralization of decision-making, delegation of authority, transformation of corporate culture, and the implementation of Agile and Lean Construction principles. This approach minimizes institutional barriers, accelerates communication, and shortens the time lag between risk detection and managerial response. The development of adaptive models in the real estate business enables the integration of big data analytics, artificial intelligence, and machine learning to build predictive models that account for changing demand, resource costs, and macroeconomic parameters. Systematic implementation of these approaches shapes a new management paradigm – dynamic, analytically grounded, and digitally integrated. Adaptive management in real estate development transforms the very logic of strategic thinking: from reactive responses to anticipatory forecasting, from fixed plans to variable scenarios, from intuitive decisions to data-driven analytical models. As a result, companies gain the ability not only to maintain stability under crisis conditions but also to turn market fluctuations into a catalyst for innovative growth, creating new competitive advantages in the global environment.

Manasa Mahapa

The subject of the study is the operations of the United Nations in maintaining peace. The focus is on the relationship between Russia and the Democratic Republic of the Congo (DRC). The article discusses how the Russian Federation can assist the UN Organization Stabilization Mission in the DRC (MONUSCO) in fulfilling its peacekeeping role in the DRC, which is located in the Great Lakes region. Its aim is to analyze the changing role, motivations, and potential impact of Russia's involvement in UN peacekeeping activities in the DRC. The report examines how the renewal of Russia's strategic engagement with the DRC may affect the operational effectiveness of MONUSCO's peacekeeping efforts. The theories used are postcolonialism, which analyzes the rhetoric of anti-colonialism and realism, explaining the motivations of both sides in their pursuit of power and resources. The methodology is qualitative and interpretative. Interviews were conducted with 2 African diplomats, 3 Congolese and 2 Russian analysts. Research articles and media sources were analyzed. Thematic analysis was used; identifying, analyzing, and reporting patterns in data sets. Discourse analysis was also employed; examining the influence of language on power and the perception of relations. Limitations include objective data on human rights violations and triangulation of data sources. Findings: Russia has had a significant impact on modern African thinking, which values mutually beneficial relationships, leading to the emergence of "Nkrumahists." Tangible benefits include annual exchanges in culture, technology, military-technical agreements, and diplomatic support. The conclusions suggest that mutually beneficial and symbiotic relationships between Russia and the DRC are fundamental to lasting peace in the DRC. The study reveals both positive and negative perceptions of Russia in its peacekeeping endeavors. Geopolitical rivalry and operational risks contradicted the Russian experience in counter-terrorism and intelligence sharing. Recommendations include active media coverage to combat negative perceptions, enhancing the capabilities of DRC forces, and intelligence sharing. The UN is preparing a Framework Programme to guide Russian involvement. The scientific novelty lies in the presentation of a paradigmatic case of a hybrid intervention model in the 21st century, combining old-world realpolitik with corporate business models and hybrid peacekeeping tactics. The Russian peacekeeping presence in the DRC is necessary, as the UN has not provided it. The beneficiaries of the research are the UN, Russia, and the DRC.

A. Cherep, O. Veremieienko, Evgenia Makazan

An analysis of the change in the number of Ukrainians from 1990 to the beginning of the Russian-Ukrainian war and during the war, which negatively affected the formation of human capital of domestic enterprises, is carried out. The work examines and defines the essence of the «human capital of an enterprise» concept and defines this economic category. It has been established that human capital is an employee’s abilities that allow him to bring the most effective results in the economic activity of the enterprise (organization) in which he works. The effectiveness of using human capital at «DOBRA КHATA» TC LLC was investigated, and an assessment of human capital provision at this enterprise was provided. The structure, dynamics, and movement of the human capital of the enterprise LLC TC “DOBRA KHATA” are analyzed, and the relationship with the change in the population of Ukraine during the Russian-Ukrainian war is determined. It was established that despite the situation in the country and the lost potential, the enterprise continues to function and encourages its workers to cooperate. Yes, the enterprise uses very active methods of corporate culture, which only improve yearly. Ways to improve human capital efficiency used at«DOBRA КHATA» TC LLC have been identified. These included the guaranteed professional growth of employees who underwent training and retraining, the system of training and retraining of personnel at the expense of the state and enterprises, the creation of such an atmosphere at the enterprise that would help to interest employees in increasing labor productivity indicators, and constant assessment and analysis of the outflow of human capital and what exactly contributed to this, as well as efforts to eliminate these causes and prevent them from appearing in the future. The expediency of developing and implementing measures to increase human capital to increase labor productivity and achieve high results in enterprise development is substantiated. Keywords: human capital, enterprise, development, assessment, indicators.

Shariq Abbasi, Fons Claessen, Robin Bryden

This paper describes Shell's multi-year safety improvement journey to eradicate serious injuries and fatalities, through embedding human and organization performance, following its refreshed and structurally changed approach to both Safety Leadership and Safety Management Systems. Sharing the end-to-end experience of this ‘Safety Refresh’ from inspiration to program design, change management and implementation, to evaluation of effectiveness, our journey is not complete, but leading and lagging indicators show promising sustained improvement. Safety Refresh is a multidimensional approach with four key elements, keeping Learner Mindset, Psychological Safety, and the Human Performance Principles at the heart of it. These elements are: Transition to the International Association of Oil and Gas Producers (IOGP) Life-Saving Rules and a change of approach when rules are not followed using Fair Event Handling from the Energy Institute's Making Compliance Easier Hearts and Minds tool, to help leaders respond to events with a learner mindset when errors happen. Frontline Work Execution – embedding human performance in how work is planned, briefed end debriefed through an environment of trust, supervisor coaching skills and improved start of work tools (e.g., IOGP Start Work Checks). A shift in risk management approach with our contractor partners. Strengthening our investigate and learn capability, including causally understanding systemic and human performance causes. Each part of the Business and Assets conducted Change Impact Assessments to understand their current position versus what needs to be different after adopting human performance principles. The planned changes were enabled through a global implementation toolkit to integrate within their existing improvement plans. A structured approach to both leadership capability building and process embedment, leads to changes in culture and lagging/leading performance indicators. Part of the impact was a shift in focus and metrics from Total Recordable Case Frequency (TRCF) to Fatalities and Permanent Impairment (FPI) events as a scorecard metric along with differentiating between high potential events that fail safe versus those which only fail lucky. The paper will share data on a significant reduction in FPI over a three-year period and a positive change in high potential incident reporting. Although TRCF increased, this was paired with a reduction in total injuries. This indicates that people are receiving better medical care (rather than a deteriorating safety performance). The journey is not complete with a focus on further embedment of Frontline Work Execution and partnering with our contractors on this human performance journey. The novelty lies in integration and implementation: the incorporation of behvioural science and industry practices into a global programme, integrating "soft" behavioural elements at all levels, with "hard" management system practices. Engaging the Businesses and Assets such that the change is not a bolt-on initiative but embedded in the fabric of local practices and procedures, most importantly enhancing the capability of our people – both staff and contractor.

H. Zakharchyn

The study depicts the role and place of the communication component in a personnel management system through a synthesis of communication management, communication culture and communication competency. The author emphasizes the structural autonomy of communication management and its simultaneous presence in the personnel management system due to the multifaceted nature of its functions and substantive content. It is indicated that the communication component is a connecting link of staff management and an instrument for implementing staff policies in every organization. The article allocates functions of communication management and describes directions of their appearance in the system of personnel management with the aim of ensuring communication policy, formation of effective tactics and strategy of communication interaction, coordination of efforts for realisation of corporate tasks. The article formulates the main vectors of influence of communication culture on the formation of corporate ethical and moral norm-setting, maintenance of emotional and psychological stability of personnel, and strengthening of team unity based on corporate values. The author identifies in the structure of communication competence communication knowledge, communication abilities, skills and abilities necessary to ensure the professional level, quality of communication processes in the organisation, and rapid adaptation to changes. The author notes the interconnection of communication strategy and personnel policy on the basis of common tasks and principles of construction, among which the principles of value selection, truthfulness, human-centredness, efficiency and effectiveness are highlighted. These basic principles are important guidelines for the communication strategy and HR policy aimed at a strategic vision of the organization’s development in different circumstances, raising awareness of the team and stakeholders in creating socio-economic recovery and modernization projects. The author emphasizes the problems of communication in times of war (technical, psychological, financial) and the need to update the communication strategy in order to preserve human resources and further develop the intellectual potential of organizations.

Sergio Consoli, Valentina Alberti, Cinzia Cocco et al.

The recovery and resilience of the cultural and creative sectors after the COVID-19 pandemic is a current topic with priority for the European Commission. Cultural gems is a crowdsourced web platform managed by the Joint Research Centre of the European Commission aimed at creating community-led maps as well as a common repository for cultural and creative places across European cities and towns. More than 130,000 physical locations and online cultural activities in more than 300 European cities and towns are currently tracked by the application. The main objective of Cultural gems consists in raising a holistic vision of European culture, reinforcing a sense of belonging to a common European cultural space. This data article describes the ontology developed for Cultural gems, adopted to represent the domain of knowledge of the application by means of FAIR (Findable, Accessible, Interoperable, Reusable) principles and following the paradigms of Linked Open Data (LOD). We provide an overview of this dataset, and describe the ontology model, along with the services used to access and consume the data.

Samuel Atkins, Ali Fathi, Sammy Assefa

A corporate bond trader in a typical sell side institution such as a bank provides liquidity to the market participants by buying/selling securities and maintaining an inventory. Upon receiving a request for a buy/sell price quote (RFQ), the trader provides a quote by adding a spread over a \textit{prevalent market price}. For illiquid bonds, the market price is harder to observe, and traders often resort to available benchmark bond prices (such as MarketAxess, Bloomberg, etc.). In \cite{Bergault2023ModelingLI}, the concept of \textit{Fair Transfer Price} for an illiquid corporate bond was introduced which is derived from an infinite horizon stochastic optimal control problem (for maximizing the trader's expected P\&L, regularized by the quadratic variation). In this paper, we consider the same optimization objective, however, we approach the estimation of an optimal bid-ask spread quoting strategy in a data driven manner and show that it can be learned using Reinforcement Learning. Furthermore, we perform extensive outcome analysis to examine the reasonableness of the trained agent's behavior.

Dhwany D.B, Dr. Amit Kansal

This study envisages the effect of technological platform on the perception of internal and external customers, especially in healthcare organizations. The relevance of this study emphasis perspective changes of customers while using technological platforms in services. It is due to the differences in the following aspects - organizational values, administrative controls over operational activities, proactive practices in treatments, competitiveness in diagnosis, distinctiveness in services, sustainability features in practices etc. The operational activities of a healthcare system vary with nature and values of various categories of hospitals like private, corporate, government, mission etc. For attracting customers and making easiness in services, hospitals are adopting technological modules like pre-consultation work-ups, health packages, automated answers to enquiries, automatic inter-departmental references, scheduled services etc successfully implemented by other categories. The systemic reviews of literatures illustrate that adopting new technological platforms are able to make changes in performances but there are chances to differ the performances from customer’s perception. This analysis includes systematic reviews and meta-analysis. For consistency and validity, a standardized protocol was carried out in data collection, extraction, and quality testing. According to the data, the willingness of customers to return to a hospital for further needs or proactively refer other customers to the same organization determines its effectiveness of services. The conclusive part of the study envisages a) Customers have a natural ability to perceive the services in comparison to the organization's declared values b) Customers' mindset prepares them to receive the services according to their degree of need (stated or implied) c) Healthcare organizations are structured in a way that the output of a subsystem is the input of another, and so on; therefore any technological changes or the improvement in any process can have a sequence of challenging effects in the perception of the customers. d) The technological platforms used by the organization can influence the outcome of services received and the sustainability of the organization e) Several unforeseen factors such as social alienation, employee turnover, price fluctuations, etc. are also forcing healthcare organizations to adopt different platforms and cultures to provide the services in a cost-effective manner and it causes the greatest compatibility challenge in the perception of customers.