TY  - CHAP
A1  - Siebert, Ernestine
A1  - Wasserman, Michael
A1  - Fisher, Sandra
T1  - Using Innovation Hubs as a Global Educational Collaboration Centers: Changing the International Education Model
T2  - Proceedings 2018, Cross Cultural Business Conference, edited by M. Überwimmer, R. Füreder, M. Gaisch, and Y. Salas
Y1  - 2018
SP  - 159
EP  - 166
PB  - FH-ÖO
CY  - Steyr, Austria
ER  - 
TY  - CHAP
A1  - Höß, Bernadette
A1  - Wasserman, Michael
A1  - Fisher, Sandra
T1  - Building a Global Education Collaboration Model Using Experiential Learning: A Fresh Look at Developing Intercultural Competence
T2  - Proceedings 2018, Cross Cultural Business Conference, edited by M. Überwimmer, R. Füreder, M. Gaisch, and Y. Salas
Y1  - 2018
SP  - 167
EP  - 176
PB  - FH ÖO
CY  - Steyr, Austria
ER  - 
TY  - CHAP
A1  - Wasserman, Michael
A1  - Fisher, Sandra
T1  - One (Lesson) for the Road? What We Know (and Don’t Know) about Mobile Learning.
T2  - K. Brown (Ed.): The Cambridge Handbook of Workplace Training and Employee Development
Y1  - 2017
SN  - 978-1107085985
SP  - 293
EP  - 317
PB  - Cambridge University Press
CY  - Cambridge
ER  - 
TY  - CHAP
A1  - Howardson, Garett
A1  - Orvis, Karin
A1  - Sandra Fisher, 
A1  - Wasserman, Michael
T1  - The Psychology of Learner Control in Training
T2  - K. Brown (Ed.): The Cambridge Handbook of Workplace Training and Employee Development
Y1  - 2017
SN  - 978-1107085985
SP  - 98
EP  - 120
PB  - Cambridge University Press
CY  - Cambridge
ER  - 
TY  - CHAP
A1  - Bumann, Melina
A1  - Wasserman, Michael
T1  - Engaging intentionally disconnected workers: what can HR managers in facilities with workplace personal technology bans do?
T2  - Research Handbook on Human Resource Management and Disruptive Technologies. Hrsg. Tanya Bondarouk, Jeroen Meijerink
N2  - An important, often overlooked group of workers that HR managers have trouble reaching are those intentionally disconnected from personal digital devices. That is, workers in manufacturing facilities, distribution centers, secure areas, or locations where employers ban workers from bringing their own devices. We explore the engagement problem for these intentionally disconnected workers. We outline a disruptive HR strategy in these work contexts. We then focus on implementation, testing a simple digital platform prototype that can serve as an entry for existing, disruptive HR management engagement tools (e.g. chatbots, HR analytics) in these settings. Our exploratory findings suggest engagement is a problem for these workers and these simple tools can be an effective strategy to help HR managers improve engagement. We conclude that simple digital solutions aimed at engaging this underserved segment of the workforce can have disruptive yet positive effects for workers, HR managers and shareholders.
KW  - Engagement; Distribution centers; Workplace technology bans; Information design; Disruptive strategies; Human resource management
Y1  - 2024
SN  - 9781802209235
U6  - http://dx.doi.org/10.4337/9781802209242.00021
SP  - 152
EP  - 165
PB  - Edward Elgar
ER  - 
TY  - CHAP
A1  - Fisher, Sandra
A1  - Longoni, Annachiara
A1  - Luzzini, Davide
A1  - Pagell, Mark
A1  - Wasserman, Michael
A1  - Wiengarten, Frank
T1  - A just transition towards making precarious work rare, safe, and legal
T2  - The Supply Chain: A System in Crisis. Edited by Stefan Gold, Andreas Wieland
N2  - Supply chains often match the supply of labour to uncertain demand by using precarious workprecarious workers. This increases flexibility and lowers costs for the supply chain by shifting risk to the workers and costs to society. Supply chains are maximizing profits, often literally, on the backs of their workers by creating serious negative externalities for society. We address this issue using a powerpower perspective because powerpower is asymmetrically oriented against workers in many supply chain contexts. This allows us to identify examples of how to reverse this trend and shift powerpower back to workers. The goal is to get to where stakeholders understand the costs and limited benefits of precarity, where we can separate the notion of flexibility from low costs, and where through a combination of incentives, policy, social norms of ethical behaviour, and consumer action, we can get to a better place than where we are now.
KW  - Precarious Work; Flexibility; Power; Cooperatives; Decent Work; Labour Supply Chains
Y1  - 2024
SN  - 9781803924915
U6  - http://dx.doi.org/10.4337/9781803924922
SP  - 111
EP  - 125
PB  - Edward Elgar
ER  -