Referral Marketing (RM) has only recently sparked the interest of marketers in the online higher education (OE) sector, with distinct gaps identified in the literature. This concept is closely linked with consumer brand engagement, relationship marketing and student loyalty. The researchers selected a for-profit multinational OE organisation, which offers tertiary UK programmes and implements an incentivised RM strategy. Given that loyalty behaviour is linked with consumer experience, integrated marketing communications throughout the consumer journey are also believed to impact RM. The aim of this case study was to broaden knowledge and understanding of RM in this unique sector by identifying sectoral trends and investigating constructs of consumer brand engagement, employee engagement (EE) and integrated marketing communications through the lens of the OE sector.  Through a mixed-methods design, combining elements of grounded theory and a constructivist paradigm, two discovery-oriented studies were conducted – namely qualitative interviews with 22 OE executives, and quantitative surveys with 100 OE students. Template analysis and quantitative statistics were implemented with an interpretive approach and methodological triangulation to ensure validity and reliability. Findings suggested a student-centred, bottom-up approach to IMC could be most successful, with employee ‘Belief in Strategy’ as a unique element of EE impacting on RM success.

Managing multicultural teams is a contemporary challenge either in public, private, international, or domestic firms. Leading or working with individuals with diverse cultural backgrounds can be a risk, but an opportunity, though, especially in Brazil, a gigantic multicultural country whose people's diversity is often treated carelessly. This project investigated whether the cultural differences between two generations of Police Officers in one of Brazil's State Police Organization are relevant and deserve special measures of Human Resources Management. Through quantitative methods, an experiment with 349 participants was performed using the Value Survey Module (VSM), a cultural dimensions framework devised by Hofstede. Two groups have been compared, namely, recruits undertaking the basic police course and sworn officers with ten years of police service. Relevant cultural differences were identified in four cultural dimensions, namely, Power Distance, Individualism vs. Collectivism, Uncertainty Avoidance, and Long-term Orientation indexes. Based on this, urgent Human Resources-related measures are necessary to integrate culturally diverse team members and foster cooperation instead of competition. Moreover, this study offers recommendations to improve the professionalism of the Law Enforcement Agency and its community-oriented service.

This paper examines the European Union legislation in terms of protecting firms from market power abusers. To begin with, it describes what competition is and gives an idea of monopolistic situations. Then it describes various forms of market abuse and how they are tackled by the EU. It offers a complete examination of various competitive situations including real cases and how the EU confronted them. Finally, it sets a number of questions with regards to the motive behind the EU legislation. Is it formulated in order to help companies operate in a fair market, or is it done in order to shape the market resulting in a controlled economy?

This study focuses on a Kenyan-based airline and investigates how leadership influences the commitment of its pilots. The need for this study emerged from the changes that affected the aviation industry in the past years, including COVID-19, political unrest, fluctuation of oil prices, and supply chain disruptions. Deregulations also impacted well-established state airlines. The aim of this study is to find ways to improve the performance and commitment of pilots, whose demand generally does not match supply. The theoretical framework examines transformational and transactional leadership modified from MLQ (5X) and the Allen and Meyer three-component model of commitment. The study utilises a mixed method approach and obtains empirical findings that support theory. The study also reveals that job embeddedness has a significant influence on pilots’ retention rates. The study recommends the adoption of academically supported solutions, including the movement from transactional leadership to transformational leadership for state airline leaders.