In recent years, the sharing economy has become a new buzzword, providing various business opportunities and challenges to conventional businesses. It is characterized by the transformation of conventional business sectors and many companies are already facing the pressure of adapting their operations to the changing conditions. Human resource management, especially when it comes to experts and knowledge workers, is among the affected business activities. In particular, due to the apparent high demand, this type of workforce has the opportunity to share services among many businesses. Therefore, human resource managers should tackle the issue of cultivating employee organizational identification to increase employee retention and achieve the desired performance. In this regard, this paper proposes a model that binds human resource management practices to employee organizational identification, innovative behaviour, knowledge sharing, and finally, employee job performance. The model is estimated using the survey method and structural equation modelling technique for data analysis. The results imply that selective recruiting, participation in decision-making, and rewarding contribute to employees' organizational identification, while training does not directly affect it. The findings, therefore, indicate that adequate human resource management practices, mainly through the simultaneous impact of the critical capabilities examined by this model, can serve as a foundation for business success in the sharing economy.

This study examines student engagement in an online environment concerning the perception regarding the course and the technology used. A research model was developed from the principal tenets of the expectancy-value theory to which values and expectations are assumed to influence how students build engagement. The model conjoins student perception related to course factors (content and rigor), technology factor (technology convenience), and student engagement (psychological, cognitive, emotional, and behavioral). The model was tested using a sample composed of 328 business undergraduate students taking the courses online using the BigBlueButton e-learning system due to the global emergency caused by the COVID-19 pandemic. Hence, respondents did not voluntarily choose the online teaching delivery method. The results imply that both course content and perceived technology convenience predict overall student engagement, while course rigor influences student cognitive, emotional, and behavioral commitment, but not psychological engagement.

The main purpose of this study is to investigate the effects of e-CRM tactics on customer loyalty in B2C markets. In addition, this study attempts to explore the mediating roles of customer service quality and perceived value in the e-CRM – customer loyalty relationship. Moreover, the current research explores the relative importance of individual e-marketing tactics (personalization, reward program, online community, and customer service quality) is a customer loyalty model. A conceptual model is empirically tested in the context of the bank industry, using a sample of 203 bank users. The results indicate that e-CRM has a positive indirect effect on customer loyalty via customer service quality. The findings suggest that online services, personalization, and ease of website navigation are the most important factors in influencing customer loyalty. The present study enhances our understanding of the importance of individual e-CRM tactics in influencing customer loyalty and thereby provides valuable insights for marketing managers in service sectors, particularly the banking sector.