In “What are Humans Doing in the Loop?” Salloch and Eriksen (2024) argue for a collaborative decision-making approach to using machine learning-based AI decisional support systems in medicine, rece...

In “Revive and Refuse: Capacity, Autonomy, and Refusal of Care After Opioid Overdose”, Marshall, Derse, Weiner, and Joseph contend that patients who may appear to satisfy the standard criteria for...

Using the Job Demands-Resources model literature and the life-span theory as scholarly frameworks, we examined the effects of job demands and job resources as mediators in the relationship between bundles of used HRM practices and employee outcomes. In addition, we tested for age differences in our research model. Findings confirmed the hypothesized original 2-factor structure representing maintenance and development HRM practices. Structural Equation Modeling analyses showed that the maintenance HRM bundle related directly and negatively to employee outcomes, without moderating effects (...) of age. However, job resources appeared to mediate this relationship in a positive way as it also did for the development HRM bundle. Whereas this study showed the ‘ driving power’ of the actual use of HRM bundles through job resources, regardless of the employee’s age, this study also suggests a ‘ dark side’ of HRM. In particular, we found that development HRM bundles may also increase job demands, which, in turn, may result in lower levels of beneficial employee outcomes. These empirical outcomes demonstrate the strength of the driving power eliciting from job resources preceded by any HRM bundle. Moreover, this effect appears to apply to employees of all ages. Our moderated-mediation model appeared robust for several control variables. Overall, this study provides an extension of the well-known Job Demands-Resources model by including maintenance and development bundles of HRM practices used by employees that have a differential effect on job demands and job resources which in turn have an impact on employee outcomes. (shrink)

This introductory chapter reviews the history of the reception of philosophy from Asia and the Islamic World in Western philosophy and argues in favor of conceptualizing philosophy from a more globally informed point of view.

[ḥeleḳ 1]. Al hilkhot meḳaḥ ṭaʻut, onaʼah u-matanah, Ḥ m. 227-249 -- ḥeleḳ 2. ʻAl Hilkhot avedah u-metsiʼah, hefḳer, periḳah u-ṭeʻinah, genevah u-gezelah, Ḥ. m. 259-275, 348-377.

1. Moʻadim -- 2. Moʻadim 2. -- 3. Moʻadim 3.

Kerekh 1. shaʼar 1 pereḳ 1-6 -- Kerekh 2. shaʻar 1 pereḳ 7-22.

We propose a ‘Moral Imagination’ methodology to facilitate a culture of responsible innovation for engineering and product teams in technology companies. Our approach has been operationalized over the past two years at Google, where we have conducted over 50 workshops with teams from across the organization. We argue that our approach is a crucial complement to existing formal and informal initiatives for fostering a culture of ethical awareness, deliberation, and decision-making in technology design such as company principles, ethics and privacy (...) review procedures, and compliance controls. We characterize some distinctive benefits of our methodology for the technology sector in particular. (shrink)