Journal Article

In recent years, the discourse regarding the developing and utilization of information related digital technologies has flowed between a notion of autonomous technology and social constructivist perspectives. In higher education, digitized information technologies do not develop in isolation and similarly, the social structures in our classrooms do not develop free from technological influence – there are clear interactions occurring between them but also challenges in how they unfold and operate together. In addition to technological issues for teachers and academic developers who support their professional development, there are problems that arise during the change process from a traditional delivery mechanism, such as the lecture, to an alternative pedagogy such as a problem-based educational model. This paper addresses the need for an analysis of interactions taking place in the blending of online and face-to-face problem-based learning tutorials in the higher education classroom. A desk-based systematic literature review was conducted to gain a deeper understanding of the intersection of social learning and technological relationships of the academic staff who are engaged in professional development in higher education. The main findings of the literature review and experience of designing the blended PBL reveal that an intensive and comprehensive blended PBL staff development program can be effective in transforming teachers’ beliefs about teaching and learning with technology. This can emerge from extensive reflection on practice and exposure to appropriate socio-technological models. Further findings show that the benefits of interaction in the blended PBL tutorial are achieved through online and f2f small-group work based on a clear communicative approach and collaborative learning as methods that enhance the learner’s autonomy, self-esteem and intrinsic motivation to learn.

This paper estimates a structural dynamic equilibrium model of the Brazilian labor market in order to study trade‐induced transitional dynamics. The model features a multi‐sector economy with overlapping generations, heterogeneous workers, endogenous accumulation of sector‐specific experience, and costly switching of sectors. The model's estimates yield median costs of mobility ranging from 1.4 to 2.7 times annual average wages, but a high dispersion of these costs across the population. In addition, sector‐specific experience is imperfectly transferable across sectors, leading to additional barriers to mobility. Using the estimated model for counterfactual trade liberalization experiments, the main findings are: (1) there is a large labor market response following trade liberalization but the transition may take several years; (2) potential aggregate welfare gains are significantly reduced due to the delayed adjustment; (3) trade‐induced welfare effects depend on initial sector of employment and on worker demographics such as age and education. The experiments also highlight the sensitivity of the transitional dynamics with respect to assumptions regarding the mobility of capital.

After focusing on the defense of employment and blocking of managerial decisions, mobilization raised by the restructuring reveal a trading activity tending to bind the freedom of choice for employees and the company's prospects. The objective of this text is to see how this development draws a practical choice that, beyond a power struggle between management and employee representatives, is close to a form "capabilities approach" binder, from the perspective of Sen, freedom of individual choice and participation in collective decision. It envisages, for this work as an "intake capacity" that reflects the contractual commitment of the employee in a joint activity within the company. As testing of the reality of the company, restructuring appear as moments of explanation and evaluation of the joint activity and individual commitments on which it is based, both in the context of information procedure -consultation staff representatives that from the employees themselves. They thus lead to bind in the same debate individual projects, according to a common perspective of "voluntary" and vision of the company as an entity in the making. In this, they draw the linking process individual choices and future of the company, constituting a manifestation of "political capacity" for employees and their representatives. [googletranslate_en]

The knowledge of individuals are a real added value when they are valued as part of management based on a technique called empowerment that leads to the empowerment of action to members of the organization. The power and conceded by management, appears conducive to the development of behaviors and actions that can be described as metis. The latter is defined as a form of intelligent ruse applied to the action and referred to the Greek mythology as power subversion and action. [googletranslate_en]

The revolutions (industrial) succeed, Finance, it remains. What changes must prepare itself, while today sounds the hour of Artificial Intelligence (AI)? To understand this, it should first question the origins of this new revolution, that n has industrial as name, to realize, then, the scope of changes it will bring: the customer experience in human capital, through the learning processes, we go to new paradigms finance needs to understand, control and integration. These upheavals coming arise new opportunities that it is up to it to grow. Are we ready yet? If obstacles remain, we are going in the right direction and, one by one, the barriers fall. Artificial Intelligence will be what we make, and it is only by acting that we can get the best. In the financial sector leverager AI to put people at the heart of its business and find meaning, trust and transparency. [googletranslate_en]

The bank is fully entered the era of transformation. Attacked on its markets and its historic square meadows, it must now understand and meet the challenges of reinvention, while developing its status as third preferred confidence. At the time of the amenities at the hour of defiance, the bank and, in general, the banker must operate their molts and respond to violence current digital acceleration, while placing people at the heart of their service proposals. New services, new offers, new solutions for the bank as many challenges to prevent the era of peril and risk, real, he disappeared. Proximity, commitment, confidence, are all solid fundamentals that must value to its markets and customers. [googletranslate_en]

We study variation in skill demands for professionals across firms and labor markets. We categorize a wide range of keywords found in job ads into 10 general skills. There is substantial variation in these skill requirements, even within narrowly defined occupations. Focusing particularly on cognitive and social skills, we find positive correlations between each skill and external measures of pay and firm performance. We also find evidence of a cognitive social skill complementarity for both outcomes. As a whole, job skills have explanatory power in pay and firm performance regressions beyond what is available in widely used labor market data.

This research synthesizes existing studies and investigates the relationship between cognitively enhanced products, output growth, and labor market changes. Building our argument by drawing on data collected from Adobe, BMI Research, Econsultancy, Marketing Charts, Pew Research Center, and PwC, we performed analyses and made estimates regarding the impact of artificial intelligence (AI), machine learning, and predictive analytics on business, percentage of technology and telecoms respondents who see a high impact from certain technologies on areas of their business, and percentage of U.S. adults in each group (Democrat/lean Democrat, Republican/lean Republican) who say they would favor particular policies in the event that robots and computers are capable of doing many human jobs.

A “social” approach to analyzing the so-called “digitization of the economy” makes it possible to observe two distinct but linked developments, both of which will potentially have a significant impact on the future of work and employment. First, there is the impressive progress in artificial intelligence and robotization (the automation process and computerization of tasks), which now allows robots to perform non-routine manual and cognitive tasks. Second, there is the emergence of a new business model, that of digital platforms, made possible mainly by the generalization of networks, smartphones and tablets, and the development of mobile applications. The social issues related to this digitization of the economy are often only presented in terms of the risk of job destruction through automation. However, other issues also exist that concern the transformation of existing jobs and the displacement of work, notably through the phenomenon of online outsourcing.