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contribution of this paper is to create a framework to enable the examination of different innovative teaching technologies such as simulation through a web-based portal accessible from anywhere. First, we give an overview of TLE and its challenges from an Irish perspective. Second, we discuss innovations in teaching/ learning processes, with particular emphasis on simulation-based applications, using the complex field of supply chain management as our study field of knowledge. The advantages of utilising web-based technologies are then reviewed before the methodology of our
This paper examines the impact of Libra on volatility of Bitcoin using the classical framework of C. G. Lamoureux and W. D. Lastrapes (1990). ARCH and GARCH effects disappear when lagged ICO funding size is included in the variance equation. A negative association between volatility and funding size and the disappearance of volatility persistence (long-term volatility effect) suggest that Libra, as a dominant new currency, is likely to stabilize the cryptocurrency market and enhance potential for currency diversification. Furthermore, it is revealed that the stability cannot be ensured merely by backing decentralized blockchain instruments, such as Bitcoin, with bank deposits, government securities or exchange rate.
Interpersonal work conflict refers to a disagreement among individuals. It is often associated with negative emotions due to a perceived divergence of views, goals, interests and proposed courses of action ( Darling and Walker, 2001 ). Conflict management is based on the principle that it is impossible (and not always desirable) to eliminate conflict and not all conflicts can be resolved, but learning how to manage work conflicts is beneficial for employees and the organisation (Dreu and Weingart, 2003; Teague and Roche, 2012 ). Traditionally
Robert J. Galavan, Denis Harrington and Felicity Kelliher
The Rigour–Relevance Debate
In his 1993 presidential address to the assembled faithful of the Academy of Management Hambrick posed the question, ‘What if the academy actually mattered?’ (1994: 11). This rhetorical question set his esteemed colleagues, world leading management scholars, in the category of perhaps rigorous knowledge workers, but definitely not relevant to their community of practice. One might presume that when Hambrick, a giant of his era with a record of citations that is the envy of most scholars and a field of work that has been defined