Monthly Archives: August 2025

Net zero commitments: public relations spin or real transformation?

A new study has revealed that many of the world’s largest corporations have adopted net-zero carbon pledges more to protect their reputations than to drive genuine climate action. Researchers argue that these commitments often reflect a desire to conform to social and regulatory expectations, rather than a blueprint for meaningful change.

The findings, published in Applied Corpus Linguistics by University of Birmingham researchers Dr Matteo Fuoli and Dr Annika Beelitz, show that net zero has become a dominant theme in corporate communications. Yet the pledges frequently lack transparency, measurable targets, or credible strategies, raising concerns that companies are using climate language primarily for symbolic reputation management.

Analysing over 1,200 sustainability reports from Fortune Global 500 firms between 2020 and 2022, the researchers found that a combination of legal mandates, peer pressure, and social expectations drives adoption of net-zero goals. Oil and gas companies appeared particularly focused on legitimacy, while financial firms leaned heavily on alliances and peer alignment to showcase their climate credentials.

Dr Fuoli cautioned that “net-zero pledges are a step forward, but their credibility hinges on transparency and measurable progress.” Without more substantial commitments, he warned, net-zero narratives risk becoming another form of corporate greenwashing. Recent rollbacks in climate commitments by energy giants such as BP and Shell further underscore the fragility of these promises in the face of geopolitical and economic pressures.

The study also found that companies often framed net zero in vague, aspirational terms, describing it as a “journey” or “ambition.” While many strategies included emission targets and progress reports, more substantial actions—such as investing in renewable energy or structural reform—were downplayed in favour of what the researchers call a “techno-optimistic” reliance on innovation.

Dr Beelitz stressed the need for greater scrutiny, noting that “real climate leadership requires not just words, but measurable, enforceable action.” She urged regulators, investors, and civil society to hold corporations accountable, warning that unless pledges translate into systemic change, net zero risks becoming yet another hollow corporate buzzword.

More information: Matteo Fuoli et al, Corporate buzzword or genuine commitment? A corpus-assisted analysis of corporate ‘net-zero’ pledges by major global corporations, Applied Corpus Linguistics. DOI: 10.1016/j.acorp.2025.100142

Journal information: Applied Corpus Linguistics Provided by University of Birmingham

The Science of Stigma Says to Just ‘Move On’

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The stereotypical image of an employee often evokes someone seated at a desk, working a predictable nine-to-five schedule in front of a computer. Yet, for many workers, daily labour looks very different. Their routines involve strenuous physical tasks, exposure to hazardous environments, and irregular hours that extend late into the night. Consider the neighbourhood garbage collector: theirs is a role that society frequently labels as “dirty,” not only in a literal sense but also through the social stigma attached to such work.

Recognising the toll of these perceptions, Scott Dust, PhD, professor of management at the University of Cincinnati’s Carl H. Lindner College of Business, collaborated with doctoral candidates Sodiq Babatunde and Ben Fagan to examine how stress and stigma intersect to affect the well-being of individuals employed in these so-called “dirty jobs.” Their findings were published in the Journal of Management & Organization in a study entitled “Shake it off: The role of self-consciousness in dictating whether dirty work reduces satisfaction through emotional exhaustion.”

Babatunde underscored the essential contributions of these workers, emphasising that they play a vital role in sustaining public health and safety. “Dirty workers keep the environment clean, help us live healthy and keep us safe,” he explained. “These individuals are essential workers. They do things that many of us cannot or will not do, yet they continue to face stigma for their efforts.”

Fagan added that the key to addressing this issue lies in amplifying the sense of dignity and value these workers derive from their jobs. “The way to combat this,” he noted, “is to ensure that the pride they feel in what they provide for society outweighs the sting of judgement they may encounter.”

The data supported this perspective. The research demonstrated that individuals with higher levels of self-confidence are less susceptible to the adverse effects of public perceptions about their careers. As Dust explained, “Although easier said than done, those who are less concerned about how others view them are more resilient. They are better able to ‘shake it off’ and sustain job satisfaction, regardless of whether their work is labelled as ‘dirty.’”

Importantly, the team did not place the responsibility solely on the workers themselves. Their study also outlined strategies for managers and organisations to actively support employees in these roles, helping to reduce the burden of stigma and create work environments where essential labour is recognised for its dignity, necessity, and value.

More information: Sodiq O. Babatunde et al, Shake it off: The role of self-consciousness in dictating whether dirty work reduces satisfaction through emotional exhaustion, Journal of Management & Organization. DOI: 10.1017/jmo.2025.10021

Journal information: Journal of Management & Organization Provided by University of Cincinnati

Dynamic pricing boosts revenue but risks customer trust

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Algorithmic pricing has quietly become a feature of everyday life, shaping the costs of everything from Uber rides to Amazon purchases. Anyone who has rushed to book a car to the airport on a Friday, only to discover the fare had jumped sharply, or who has checked the same product online twice in a day and found the price altered, has experienced its effects first-hand. At its core, algorithmic pricing uses automated systems to adjust the cost of goods and services in response to variables such as customer demand, stock availability, competitor activity, and even individual consumer data. This can make pricing appear responsive and efficient, but it also introduces risks that businesses must navigate carefully.

While the financial appeal of such systems is clear, boosting profits by squeezing out additional margins, there are pitfalls if implementation is insensitive or opaque. History offers some striking examples: Uber drew widespread condemnation in 2012 for sharply raising prices during Hurricane Sandy, and more recently, ticket platforms have faced consumer fury over surge pricing for popular concerts. Gizem Yalcin Williams, assistant professor of marketing at Texas McCombs, highlights that the backlash is often rooted not just in the prices themselves but in perceptions of fairness. A sudden shift in cost can leave customers feeling cheated, even when the product or service remains unchanged, undermining the trust on which long-term relationships depend.

Williams highlights the psychological aspect of these price shifts. If a shopper sees the price of an item drop after purchase, resentment may arise from the sense of having overpaid, regardless of how satisfactory the product proves to be. Conversely, encountering a higher price later may trigger satisfaction, as buyers believe they acted wisely and secured a bargain. These perceptions reveal how deeply emotions, rather than cold calculations, colour responses to dynamic pricing. The stakes are high because in the age of social media, a sense of unfairness can spread rapidly, damaging a brand’s reputation far beyond a single customer interaction.

The personalisation of pricing intensifies these issues. Algorithms no longer merely reflect supply, demand, or production costs, but increasingly integrate customer-level data drawn from demographics, location, or browsing history. Although the exact formula remains opaque, shoppers are acutely aware of the possibility that their personal information may have influenced the outcome. Two customers paying different amounts for the same product can feel that the system has unfairly singled them out, even if the underlying rationale was commercially sound. This perception of unequal treatment creates new marketing challenges, eroding loyalty and heightening scepticism about corporate motives.

There are also broader implications beyond consumer sentiment.
Regulators and legislators are increasingly paying closer attention to dynamic pricing practices. In the United States, for example, grocery chain Kroger faced questions in Congress over its exploration of algorithmic pricing in stores, a reminder that legal scrutiny may follow if companies misjudge the acceptability of these tactics. Williams and her co-authors, drawing on surveys of pricing managers and interviews with experts, caution that companies must establish clear guardrails to ensure effective pricing strategies. Transparency, oversight, and sensitivity to consumer tolerance are not optional extras but essential strategies for avoiding reputational and legal consequences.

Ultimately, the research emphasises that algorithmic pricing is not a simple plug-and-play tool. Many firms adopt artificial intelligence in the hope of boosting efficiency or cutting costs, but often fail to prepare for the challenges of design, integration, and monitoring. Williams emphasises the importance of deliberate and strategic adoption. Even in contexts where automation drives decisions, human judgment and oversight remain vital. Companies must strike a balance: using the power of algorithms to stay competitive while ensuring that fairness, transparency, and customer trust are not casualties of efficiency. As this field evolves, the real test for businesses will be less about technological capability and more about maintaining credibility in the eyes of the very consumers they seek to serve.

More information: Gizem Yalcin Williams et al, Algorithmic pricing: Implications for marketing strategy and regulation, International Journal of Research in Marketing. DOI: 10.1016/j.ijresmar.2025.05.001

Journal information: International Journal of Research in Marketing Provided by University of Texas at Austin

Cryptocurrency reporting made less rigorous by firms in good times before standardisation, study shows

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In the years leading up to the introduction of formal accounting standards for cryptocurrency reporting, companies adopted inconsistent approaches to disclosing their involvement with the emerging digital asset. Rather than being able to rely on consistent numerical data, investors were often left to piece together the significance of a firm’s crypto activities from contextual narrative explanations.

A review of disclosures from five major corporations—GameStop, Tesla, MicroStrategy, Coinbase, and PayPal—traced against the volatile swings of cryptocurrency markets between late 2018 and the “crypto winter” of late 2022, revealed a striking pattern. Firms tended to increase both the frequency and readability of their disclosures during boom periods, when cryptocurrency was ascendant, but pared back and obscured them when markets turned sour.

“Firms may intentionally simplify or ‘dumb down’ complex information in order to ‘sell’ investors on contentious issues such as cryptocurrency,” explained Ramy Elitzur, Professor of Accounting at the University of Toronto’s Rotman School of Management. “When conditions are favourable, companies are eager to highlight or promote their involvement. In contrast, during downturns, they strategically distance themselves to avoid scrutiny or negative associations.”

Professor Elitzur, along with his colleague Professor Wendy Rotenberg of Rotman’s accounting and finance faculty, applied advanced artificial intelligence techniques to examine how these companies communicated about cryptocurrency. Tesla, for instance, primarily treated cryptocurrency as a financial asset or medium of payment. At the same time, Coinbase and PayPal were more involved on the supply side—providing trading platforms or selling cryptocurrency to customers.

To deepen their analysis, the researchers compared corporate disclosures with broader measures of public interest, using Google Trends to track curiosity about cryptocurrency and individual companies, alongside data on Bitcoin’s fluctuating price. They then applied recognised readability tests, supplemented with machine-learning tools, to assess the quality of the disclosures themselves. GameStop consistently emerged with the highest-quality reporting, offering detailed explanations throughout. MicroStrategy, by contrast, regularly scored lowest for readability—an outcome that has taken on greater significance given the company’s involvement in a recent class action lawsuit alleging false or misleading statements and a failure to disclose negative information. “It is not surprising that poor or opaque disclosures can feed into legal disputes or investor mistrust,” Professor Elitzur observed.

Until late 2023, companies received little clear guidance on how to account for cryptocurrency activities, which left significant discrepancies between the reported book value of digital assets and their actual market value. That gap was narrowed by the U.S. Financial Accounting Standards Board’s issuance of ASU 2023-08, which required firms to report crypto holdings at fair market value, with changes reflected directly in income statements. While the standard improved transparency, it also introduced greater volatility into earnings for companies with significant cryptocurrency exposures.

Even with these new rules, the Rotman researchers argue that further regulatory refinement is necessary. “Our findings indicate that reporting standards should go beyond ASU 2023-08 by mandating more concrete and explicit disclosure requirements,” said Professor Elitzur. “Investors need clearer, higher-quality information in order to make sound decisions about companies engaging in this fast-moving and often opaque market.”

More information: Ramy Elitzur et al, Text Analysis of Corporate Cryptocurrency Disclosures in Varying Market Conditions, Journal of Alternative Finance. DOI: 10.1177/27533743251349221

Journal information: Journal of Alternative Finance Provided University of Toronto, Rotman School of Management

The BLM surge brought funding to Black founders – then the doors closed again

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Five years ago, following the murder of George Floyd, Black-founded startups briefly experienced a surge of attention from venture capitalists (VCs). In the two years after his death, the share of VC dollars directed to Black businesses rose by 43%. Yet this surge proved short-lived, according to new research from Cornell University.

Matt Marx, professor at Cornell’s Dyson School of Applied Economics and Management, explained that the most significant change came from investors who had never backed a Black entrepreneur before May 2020. “It’s not so much that investors already supporting Black founders doubled down,” Marx noted. “It was more than those previously absent from the conversation suddenly appeared on the scene.”

This fleeting enthusiasm, argue Marx and his co-author Qian Wang, amounted to tokenism. In their study Minimum Viable Signal: Venture Funding, Social Movements, and Race, published in Management Science, they suggest that many investors sought to burnish reputations rather than commit to long-term structural change. As evidence, most VCs who entered the space after 2020 funded just a single Black business and rarely engaged deeply, such as by taking a board seat.

A companion paper, Funding Black High-Growth Startups, forthcoming in the Journal of Finance, reveals more profound structural inequities. Analysing PitchBook data on 150,000 founders and 30,000 investors between 2000 and 2023, the researchers found that Black-owned startups raised only about one-third as much capital in their first five years compared with similar non-Black firms. Even when controlling for industry, year, and state, the gap persisted.

The research points to “screening discrimination”: the tendency for VCs to make decisions based on perceived group differences rather than actual abilities. Interestingly, Black-founded startups perform better when backed by Black VCs, suggesting that shared networks and market knowledge enable more accurate assessments. Marx stressed this does not imply taste-based discrimination or overt racism, but rather the challenges of network exclusion and information gaps.

Accelerators such as Techstars and Y Combinator offer a partial remedy. Because entrepreneurs can apply directly rather than rely on introductions, the funding gap between Black and non-Black founders narrows significantly. “By comparison to venture capital, the gap is way lower,” Marx observed. “You don’t have to already be in the club.”

Ultimately, the studies highlight both the fragility of post-BLM commitments and the ongoing challenges faced by Black founders. While the short burst of attention was significant, without structural shifts in how networks operate and how investors evaluate opportunity, funding disparities are likely to persist.

More information: Matt Marx et al, Minimum Viable Signal: Venture Funding, Social Movements, and Race, Management Science. DOI: 10.1287/mnsc.2024.06410

Journal information: Management Science Provided by Cornell University

Economic analysis highlights major benefits of COVID-19 vaccination, especially among seniors

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As the United States prepares for the rollout of an updated COVID-19 vaccine, new research underscores the economic value of continued broad vaccination. The study finds that vaccinating every adult over 65 with a single dose of the updated mRNA vaccine would ultimately save more money than it costs, thanks to its ability to prevent hospitalisations, deaths, long- and short-term illness, and productivity losses such as missed workdays. The findings are based on a computer model that excluded people with immune-compromising conditions.

The research also highlights benefits for middle-aged adults, showing that vaccinating people aged 50 to 64 represents a sound economic investment. Even among healthy young adults aged 18 to 49, the study concludes that broad vaccination could be cost-effective under certain conditions. For older adults, a second dose of the vaccine was found to be economically favourable, while in those under 64 without immune compromise, it was not.

Published in JAMA Network Open, the study comes from a team led by University of Michigan researchers Lisa Prosser and David Hutton, who have long collaborated with the U.S. Centers for Disease Control and Prevention (CDC) on vaccine cost-effectiveness research. Their model estimates that for every 100,000 vaccinated adults over 65, 391 hospitalisations and 43 deaths could be prevented. Among those aged 18 to 49, vaccination could prevent around 39 hospitalisations and one death per 100,000. Across all age groups, between 7,600 and 8,900 cases of COVID-19 of any severity could be avoided.

Despite these findings, vaccination uptake has waned. CDC data show that as of early 2025, only 28% of Medicare beneficiaries over 65 had received the latest vaccine, while just 23% of adults of all ages reported being vaccinated. Still, COVID-19 remains a significant cause of death, with over 47,000 Americans listed as having died from it in 2024, although this represents a substantial decline from earlier in the pandemic.

This work builds on earlier studies by Prosser and colleagues demonstrating that the national vaccine effort in 2020 and 2021 more than paid for itself within a year, largely by offsetting medical costs. The team’s model incorporates a wide range of factors, from vaccine costs and COVID-19 testing to treatment expenses, lost productivity, and the risk of long-term post-COVID conditions. Importantly, the estimates are conservative, meaning the actual economic benefits may be even greater.

The CDC currently recommends that everyone over six months of age receive at least one dose of the updated COVID-19 vaccine, with older adults and those who are immunocompromised advised to obtain a second dose six months later. Although hospitalisation rates for COVID-19 have declined, researchers caution that continued vaccination remains both a life-saving and economically sound strategy, particularly for older populations.

More information: Lisa Prosser et al, Cost-Effectiveness of 2023-2024 COVID-19 Vaccination in US Adults, JAMA Network Open. DOI: 10.1001/jamanetworkopen.2025.23688

Journal information: JAMA Network Open Provided by Michigan Medicine – University of Michigan

US Oil and Gas Emissions Drive Unequal Exposure and Health Risks

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A major new study led by researchers at University College London and the Stockholm Environment Institute has revealed that air pollution from oil and gas is responsible for 91,000 premature deaths and hundreds of thousands of severe health conditions across the United States each year. The work, published in Science Advances, highlights stark racial and ethnic disparities, with Black, Asian, Native American, and Hispanic communities bearing the most significant health burdens. It is the first study to fully measure the health effects of outdoor air pollution from every stage of the oil and gas lifecycle, from drilling to end-use in vehicles and power plants.

The research team found that pollution from oil and gas activities is linked annually to 10,350 pre-term births, 216,000 new cases of childhood asthma, and over 1,600 lifetime cancer cases. Using advanced computer models, they mapped air pollution across the country, then combined this with established health data to calculate outcomes. Strikingly, one in five preterm births and adult deaths from fine particulate pollution were tied to oil and gas, while nearly 90% of childhood asthma cases linked to nitrogen dioxide stemmed from this sector.

The study shows that the final stage of the oil and gas lifecycle—burning fossil fuels—accounts for 96% of the health burden, with the most significant overall impacts in populous states such as California, Texas, New York, Pennsylvania, and New Jersey. When population size is taken into account, residents of New Jersey, the District of Columbia, New York, California, and Maryland face the heaviest per capita burden. The findings underline how consumer end-use dominates the health damage caused by the industry.

Notably, the study demonstrates that marginalised racial and ethnic groups consistently experience greater health risks. Native American and Hispanic communities are most affected by upstream and midstream pollution, while Black and Asian populations face disproportionate harm from downstream and end-use emissions. In areas like southern Louisiana’s “Cancer Alley” and eastern Texas, Black residents endure especially severe health outcomes, including higher rates of premature mortality, childhood asthma, and preterm births. These inequities are rooted in historical zoning policies, such as redlining, which forced specific populations to live near industrial hotspots.

The researchers also identified cross-border effects, attributing 1,170 early deaths in southern Canada and 440 in northern Mexico to US oil and gas pollution. Given that oil and gas production has risen by 40% and consumption by 8% since the study’s reference year of 2017, the authors suggest their estimates are conservative. Senior author Professor Eloise Marais noted that the survey gives “science-backed numbers” to the unfair exposures and burdens that communities have long recognised.

Co-author Dr Ploy Achakulwisut emphasised the urgency of transitioning away from fossil fuels: “Hundreds of thousands of children, adults, and the elderly in the US could be spared from illness and premature death every year.” By quantifying the immense and unequal health toll, the study strengthens the case for accelerating the phase-out of oil and gas to save lives in both the near and long term.

More information: Karn Vohra et al, The health burden and racial-ethnic disparities of air pollution from the major oil and gas lifecycle stages in the United States, Science Advances. DOI: 0.1126/sciadv.adu2241

Journal information: Science Advances Provided by University College London

Nostalgia as a Catalyst for Value in Company Acquisitions

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When companies change hands, the common assumption has been that employee nostalgia is a hindrance to progress. Conventional wisdom suggests that workers who long for their pre-acquisition days are resistant to change, and that such feelings must be suppressed if employees are to adapt quickly to the practices of their new employer. Yet new research challenges this narrative, arguing instead that nostalgia can be an asset rather than an obstacle during corporate transitions.

A study published in Strategic Organization by UC Riverside School of Business professors Boris Maciejovsky and Jerayr Haleblian demonstrates that nostalgia plays a vital stabilising role in periods of uncertainty. Takeovers are often accompanied by fear—fear of job loss, diminished status, or curtailed advancement opportunities—which can push employees to search for work elsewhere. Nostalgia, the researchers found, offers employees a source of comfort that anchors them amidst disruption, reducing the risk of premature departures. As Haleblian noted, nostalgia serves as a “temporal bridge,” linking employees’ past identity with their post-acquisition reality, thereby maintaining their sense of belonging.

Drawing on insights from psychology—particularly emotion regulation, social and narrative identity, and attachment theory—the researchers argue that nostalgia is far more than sentimental yearning. It functions as a powerful mechanism that helps employees preserve meaning and continuity. Maciejovsky emphasised that nostalgia should not be dismissed as maladaptive: “Our findings reveal that nostalgia can transform negative reactions into constructive outcomes, thereby reducing the talent loss that so often undermines acquisition success.” In short, nostalgia reframes change in ways that promote resilience.

The study highlights the crucial role nostalgia plays when new figures and long-standing cultural markers replace familiar leadership, which is disrupted. Managers who understand this dynamic can reframe nostalgia not as resistance but as a meaningful expression of employees’ desire to protect identity and values. This perspective is particularly urgent in today’s business climate, where acquisitions—especially in the technology sector—are routinely pursued as a way to capture talent and innovation. The practice, often called “acqui-hiring,” has notoriously poor retention rates: in the U.S., nearly half of key employees leave within a year of acquisition, and three-quarters within three years, resulting in talent gaps that diminish company value by as much as 15%.

To counter this, the study outlines two strategies for managing nostalgia constructively. The first is an identity-preserving intervention, which involves retaining familiar company symbols, workspaces, and narratives that validate the legacy of the acquired organisation. By maintaining elements of continuity, employees are reassured that their history is not being erased. The second strategy centres on relationships. Team-building activities, heritage celebrations, and shared rituals can foster a sense of connection that bridges both cultures, helping employees form bonds that ease the transition.

Examples of these strategies are already visible in practice. American Airlines, for instance, has honoured its predecessor companies by restoring historic liveries, such as TWA paint schemes, on its aircraft. Far from being superficial gestures, such actions function as powerful tools to integrate employees while respecting the legacies of acquired firms. The researchers also note that strategies should be tailored: workers with critical expertise respond most strongly to identity-based interventions, while so-called “cultural carriers” can serve as conduits, blending traditions from both organisations through relationship-driven practices.

The study, co-authored with Tim Wildschut and Constantine Sedikides of the University of Southampton, is entitled How Nostalgia Facilitates Post-Acquisition Target Employee Retention: An Agenda for Future Research. The authors call for further exploration of how nostalgia operates across different types of organisational change, how it affects acquirer and target employees differently, and where its limits lie. As Maciejovsky observed, “Transparency about change is essential, but so is recognising how emotions like nostalgia can be managed strategically. When harnessed thoughtfully, nostalgia does not hold companies back—it becomes a powerful force for retention and long-term success.”

More information: Boris Maciejovsky et al, How Nostalgia Facilitates Post-Acquisition Target Employee Retention: An Agenda for Future Research, Strategic Organization. DOI: 10.1177/14761270251372754

Journal information: Strategic Organization Provided by University of California – Riverside

Unravelling Quiet Quitting: Stevens Researchers Launch Cross-Disciplinary Study into Workplace Trends

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Have you ever felt yourself slipping into a mode at work where you do only what is necessary — no staying late, no volunteering for extras, no extra mile? This is not simply laziness; it has a name and a history. The phenomenon, known as quiet quitting, describes employees fulfilling their contractual duties while drawing a firm line at anything beyond. Although it does not involve an actual resignation, it signals a withdrawal from discretionary effort and from the unspoken demands of modern workplaces.

Quiet quitting is not new, but its revival in the years following the COVID-19 pandemic has raised important questions. Burnout, job dissatisfaction and a lack of purpose are commonly cited explanations, but two researchers at Stevens Institute of Technology believed there was more to uncover. Assistant Professor Justine Herve, a labour economist, noticed the flood of hashtags and headlines on the subject and was curious about why it had re-emerged so strongly. Her colleague, Assistant Professor Hyewon Oh, a consumer psychologist focused on wellbeing, was equally intrigued. Both wondered whether quiet quitting reflected a simple disengagement or whether it hinted at something more profound in people’s lives.

The pair teamed up to investigate and soon found that quiet quitting is often misunderstood. Herve points out that employees who adopt this approach are still performing their duties as expected. They are not necessarily disengaged; instead, they are protecting their time and energy by refusing tasks that extend beyond agreed-upon hours. As she explains, “Refusing to go beyond what is contractually required is not the same as failing to engage during work hours.” For Oh, this overlap between workplace behaviour and broader questions of meaning made quiet quitting a perfect topic for cross-disciplinary study.

Their research began with a hypothesis: that the resurgence of quiet quitting was linked to reduced feelings of control during uncertain times. Using CloudResearch, an online platform for surveys, they recruited 1,400 participants and asked questions designed to measure perceptions of control over daily life. The results strongly supported their hypothesis. When individuals felt less control, they were more likely to exhibit quiet quitting behaviours. These findings were published in June 2025 in Human Resource Management under the title Quiet Quitting in Times of Uncertainty: Definition and Relationship with Perceived Control.

The study situates quiet quitting within a larger context. Periods of upheaval — political instability, economic downturns, health emergencies or climate crises — all erode the sense of control people have over their circumstances. The pandemic, Herve notes, was an “aggregate shock” to that perception, explaining why quiet quitting became so visible in its aftermath. The authors also identified two pathways through which loss of control leads to this behaviour: heightened feelings of replaceability and a reduced emotional connection to the employer. Though the relationship is complex, the central lesson is clear — uncertainty undermines commitment, prompting people to retreat into doing only what is required.

Still, the researchers believe quiet quitting can be addressed. When employees feel valued, autonomous, and able to contribute meaningfully, they are less likely to limit themselves to the bare minimum. Oh emphasises that this is not about perks or extra tasks but about cultivating genuine agency. Involving employees in decisions, showing how their efforts link to broader goals, and giving ownership over projects can reinforce a sense of control and purpose. For Herve and Oh, the chance to combine economics and psychology at Stevens demonstrates the value of interdisciplinary research — and sheds light on why this much-discussed trend speaks to more profound questions about work, wellbeing, and the human response to uncertainty.

More information: Justine Hervé et al, Quiet Quitting in Times of Uncertainty: Definition and Relationship With Perceived Control, Human Resource Management. DOI: 10.1002/hrm.22317

Journal information: Human Resource Management Provided by Stevens Institute of Technology

Beyond Connectivity: The Role of Digital Highways in Building Stronger Businesses

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In today’s volatile and fast-changing business environment, resilience has become an indispensable quality for enterprises. The ability to absorb shocks and adapt effectively to crises determines not only survival but also long-term growth. As digital transformation accelerates across all sectors, the need to understand the drivers of resilience has become increasingly urgent. This research turns attention to a factor that is often underestimated: the contribution of network infrastructure, particularly broadband connectivity, to strengthening the adaptive capacity of firms and ensuring their long-term stability.

To investigate this, the study applies dynamic capabilities theory and employs a multi-period Difference-in-Differences (DID) model. The nationwide “Broadband China” initiative is used as a natural experiment, offering a rare opportunity to analyse the causal impact of improved digital infrastructure. This methodological framework allows for the exploration of how broadband expansion influences both the internal organisation of firms and their external market relationships. The scope is broad, covering multiple years and a wide range of firms that vary by size, technological intensity, and competitiveness, thereby offering robust insights across diverse business contexts.

The findings are compelling. Enhanced network infrastructure is shown to bolster enterprise resilience significantly, a conclusion supported by rigorous empirical testing. The research identifies two primary mechanisms underpinning this effect. First, broadband enables more profound digital transformation, allowing firms to integrate technology more fully into their processes and decision-making. Second, it facilitates the diversification of customer bases, reducing reliance on any single client and thereby spreading risk. These mechanisms together make firms better equipped to respond to crises and adapt to shifting market conditions.

Further analysis highlights that the positive effects of broadband investment are not evenly distributed but are most pronounced in specific contexts. Firms operating in highly competitive markets, those within high-tech industries, organisations facing heightened bankruptcy risks, and companies with relatively low levels of institutional investor ownership benefit disproportionately from improvements in network infrastructure. These findings underscore the capacity of digital infrastructure to serve as a levelling force, offering additional stability to firms most exposed to uncertainty.

Notably, the research establishes a strong positive correlation between resilience and overall business performance. More resilient enterprises not only survive shocks but also achieve better long-term outcomes. This result reinforces the strategic value of investing in digital infrastructure at both the firm and national levels. In an age of growing economic, technological, and geopolitical unpredictability, broadband connectivity is more than a tool of convenience—it is a foundation for safeguarding stability and competitiveness.

The practical implications are clear. For business leaders, prioritising investment in digital infrastructure and accelerating digital transformation can significantly strengthen preparedness for crises and improve long-term outcomes. For policymakers, the findings point to the importance of expanding broadband access and supporting innovative infrastructure initiatives, especially in sectors and firms with the greatest need. Together, these strategies form a data-driven roadmap for building resilience, enabling enterprises to withstand shocks and positioning economies for sustainable success in the digital age.

More information: Xiaobo Li et al, The impact of network infrastructure on firm resilience: evidence from a quasi-natural experiment from the “Broadband China” strategy, China Finance Review International. DOI: 10.1108/CFRI-10-2024-0661

Journal information: China Finance Review International Provided by Shanghai Jiao Tong University Journal Center

Virginia communities gain $90 million a year from coastal wetlands, research finds

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A new study led by William & Mary’s Batten School and the Virginia Institute of Marine Science (VIMS) has revealed that tidal marshes—both natural wetlands and engineered living shorelines—contribute approximately $90 million each year in economic value to communities across Virginia’s Middle Peninsula. This finding underscores the vital role of marsh ecosystems not only in sustaining biodiversity and coastal resilience but also in supporting the economic wellbeing of local populations.

The research, recently published in Nature-Based Solutions, was supported by a grant from the National Oceanic and Atmospheric Administration’s Chesapeake Bay Fisheries Research Program. By combining ecological field data, spatial modelling, economic valuation, and community surveys, the research team assessed both the current and projected benefits of marsh systems. The study’s economic assessments informed the development of SHORE-BET (Shoreline Benefit Estimation Tool), an online platform designed to help communities and landowners estimate the economic and ecological returns of marshes and shoreline restoration projects.

According to lead researcher Donna Bilkovic, professor and assistant director of the Center for Coastal Resources Management (CCRM) at the Batten School and VIMS, the project brings a comprehensive perspective to wetlands. “This study looks at wetlands from a number of angles and places measurable, research-informed values on the benefits they provide,” Bilkovic explained. “The resulting data forms the foundation of SHORE-BET, giving planners and property owners better tools to understand the full range of environmental and financial gains from shoreline conservation.”

The study highlighted that marshes and living shorelines provide an array of ecosystem services, including storm protection, nutrient removal, carbon storage, habitat for fish and wildlife, and recreational opportunities. Together, these contributions equate to around 3.3% of the Middle Peninsula’s annual GDP. Looking ahead, the researchers projected that if marshes are expanded and living shorelines are more widely adopted, the annual value of these services could rise significantly—potentially reaching $168 million by 2050.

The survey element of the study offered insight into how different groups perceive marsh benefits. Policymakers tended to emphasise storm risk reduction and broad ecological services, while residents, recreational users, and anglers also placed great value on recreation and fisheries. These findings reveal the diverse ways in which coastal communities connect to marsh ecosystems, reinforcing the argument for inclusive and locally informed coastal planning.

Living shorelines, which mimic many of the functions of natural wetlands, are increasingly seen as a cornerstone of coastal resiliency. They have proven effective in stabilising coastlines, mitigating erosion, and fostering biodiversity. In Virginia, their use is mandated for erosion-control projects in areas where conditions allow. The study projects that greater adoption could enhance or restore over 2,500 hectares of marshland, providing not only stronger natural defences against climate-related threats but also significant ecological and economic returns.

The introduction of SHORE-BET marks a step forward in evidence-based coastal management. The tool enables users to input site-specific information and generate calculations of ecological service values for marshes and living shoreline projects, with projections extending through 2050. “By combining data from field research with community perspectives, SHORE-BET ensures that shoreline planning reflects both science and stakeholder priorities,” Bilkovic concluded. “This integration of knowledge and practice could guide a shift towards watershed-scale planning that maximises shared benefits across Virginia’s coastal communities.”

More information: Donna Marie Bilkovic et al, Valuing present and future benefits provided by coastal wetlands and living shorelines, Nature-Based Solutions. DOI: 10.1016/j.nbsj.2025.100243

Journal information: Nature-Based Solutions Provided by Virginia Institute of Marine Science

Small exporters show resilience amid Ukraine’s wartime challenges

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Researchers have found that smaller Ukrainian exporters have developed a distinctive culture of resilience, enabling them to maintain operations amid war. A study published in the Global Strategy Journal revealed that these firms adapted quickly to sustain communication with their international partners, demonstrating the central importance of what the authors call relational capital—the trust, cooperation, and dialogue that underpin cross-border trade. This ability to foster strong relationships allowed exporters to continue doing business even as the war created extraordinary disruption.

The research was led by Oksana Kantaruk Pierre, an assistant professor at the Université de Lorraine’s ICN Business School in France, who explained that resilience was examined both as a process and a capability. The study highlighted three stages—anticipation, coping, and pre-adaptation—as critical points at which companies navigated a crisis. To capture these dynamics, Pierre and her team interviewed managers and CEOs from a broad spectrum of exporting firms, ranging from very small operations with only a few employees to enterprises employing over a thousand staff. Their industries included wood, pottery, textiles, IT, cosmetics, media, industrial equipment, decoration, and food products. Interviews were carried out in early 2023, one year after the full-scale invasion, with follow-ups in September 2024.

In recalling the months before the invasion, respondents noted that media warnings were widely known, but many still struggled to believe a full-scale war would erupt. Some foreign partners delayed orders or raised concerns, while others pressed ahead with a “business as usual” stance. For many exporters, detailed contingency plans seemed impractical; instead, they chose to adapt as events unfolded. When the invasion began, companies were suddenly faced with destroyed facilities, forced relocations, and severely disrupted logistics. Yet the study found that even under such pressure, firms responded with remarkable adaptability and determination to keep their businesses alive.

Central to this resilience was transparent and frequent communication with international partners. Exporters engaged in constant dialogue, reassuring clients of their commitment, renegotiating contracts, and adjusting deliveries and prices as conditions changed. Study coauthor Raluca Mogos Descotes observed that, regardless of location or industry, managers were intent on preserving both their companies and their export activities. In many cases, foreign partners responded with flexibility and support, sometimes even offering financial investment to help sustain operations. These relationships, grounded in mutual trust, enabled Ukrainian firms to continue trading despite closed borders and logistical obstacles.

The investigators emphasised that exporters face different resilience challenges compared to purely domestic firms, mainly because their survival depends on sustaining cross-border relationships. As José Pla-Barber of the University of Valencia noted, maintaining communication was the single most important task during the first weeks of the invasion. One CEO even recalled telling employees—many of whom were fleeing with their families or sheltering in basements—that while safety came first, it was vital to take a few minutes each day to update clients and assure them that the company was still in operation. This insistence on visible, ongoing communication became a critical anchor for survival.

By framing resilience in terms of anticipation, coping, and pre-adaptation, the study offers a new way to understand how small exporters endure prolonged crises. The authors suggest that this relational approach may serve as a model for other businesses navigating extreme disruption. While the war continues and full recovery remains distant, Pierre noted that some of the strategies developed during wartime are likely to have a lasting influence, shaping exporters’ practices well into the future.

More information: Oksana Kantaruk Pierre et al, Resilience in times of war: How Ukrainian exporting SMEs enhance relational factors with foreign partners, Global Strategy Journal. DOI: 10.1002/gsj.1523

Journal information: Global Strategy Journal Provided by Strategic Management Society