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The context of transformational gun violence is an inherent issue of a need for change in the American dichotomy of access. The transactional gun violence is the given exchange in gun ownership. Daily, more than 500 individuals perish from gun violence. The total number of global homicides consist of 44% of the world's population. Statistics demonstrate hospital data show an increase in gun violence over the last decade. Increased murders but overall lower crime suggest a growing gun problem. Gun violence must be confronted as a holistic public health challenge. This article explores gun violence as a transformational and transactional public health issue and makes some focused recommendations from the literature of how we can address this significant public health and health disparity problem.

Prioritizing diversity in sports provides perspectives in how transformational leadership and organizational culture are viewed. In contrast to most research within the field of sports marketing, DEI is still a prominent issue. The use of racial, cultural differences, and ethnic stereotypes still demonstrate leadership gaps amongst minority coaching vacancies in sports. As individuals deal with organizational challenges, they need to be able to utilize DEI paradigms to facilitate the resolution of improving athletic culture in the coaching ranks. The purpose of the article is to determine innovative ways to incorporate transformational leadership between the organizations that hire ethnic minority coaches. Although DEI continues to challenge opportunities for minorities and disenfranchised groups, there is a systemic challenge in providing useful tools to integrate DEI tools for supporting the efforts of how sports are marketed in today's athletic environment.

Commonly referenced as corporate citizenship or sustainability, the initial idea of corporate social responsibility (CSR) matured from the 1987 seminal Brundtland Report, which the United Nations is credited for spearheading. The steady progression of CSR highlights the need for organizations to coordinate the fulfillment of legal, philanthropic, moral, and financial obligations to ensure appropriate strategies toward sustainability initiatives and positive behaviors toward environments, the population, and monetary gain. The purpose of this paper is to analyze the causation by which organizations adapt green organizational cultures. Some findings suggest organizational cultures are forced to adopt new philosophies in a changing environment governed by corporate sustainability efforts. These green conceptual models transform human resources (HR) role in changing and creating organizational cultures that influence organizational strategies in ways that support sustainability and influence the organizational impact concerning climate change.

According to the US Centers for Disease Control, Health disparities are preventable differences in the burden of disease, injury, violence, or opportunities to achieve optimal health experienced by socially disadvantaged populations and minority communities. COVID-19 has had a disproportionate impact on communities of color. Since 2020, communities of color in the US have experienced tremendous uncertainty, fear, and anger concerning trustworthy information about the origins, treatments, and prevention methods regarding COVID-19. This paper explores diversity and inclusion and its connection to health disparities through the kaleidoscope of COVID-19 and through the use of health theories and education solutions developed from the literature.

The literary review assesses Human Capital Theory (HCT) and Technology Acceptance Model (TAM) in the existing body of scholarly knowledge in areas of real estate development, marketing, and training as a marketing partnership challenge. The current and past literature addresses the concepts of marketing practice, human capital, technology, real estate development, professional development, marketing partnerships, design technology, marketing training, and operational planning. The scholarly research focuses on the need for developing partnerships within the real estate industry for improving the marketing profession to create better employment opportunities for marketers. Current studies in the marketing profession identify the need for job re-education, employment diversification, market differentiation, and training as a central problem within the real estate development market.

U.S. Retail Industry employed 4,528,550 retail salespersons, as stated by the United States Bureau of Labor Statistics, Occupational Employment Statistics (2017). Tang, Liu, Oh, and Weitz (2014) assert that even though retail is the second largest industry in the United States, the retail stores’ employee turnover rate remains a staggering 60% for full-time employees. Gaining a better understanding of how to reduce turnover in this industry could be of significant value to organizations related to business sustainability and labor costs management. Generation Z represents people born in the 1990s and represents one-third of the U.S. population, a significant potential workforce (Fuscaldo, 2020). For the retail industry to flourish, it needs to hire, develop, and retain Generation Z employees. The study uses qualitative focus group research to discover applied human resources and talent management workplace leadership applications by exploring the ideal organizational culture and approaches to recruit and retain Generation Z employees.

A business’s ability to properly market their services and products is a critical aspect of business strategy. Having an effective marketing strategy is essential to the longevity, growth, and sustainability of a business. The critical technological competencies require shifts in the marketing profession especially within the real estate market. This study aims to discuss the gap in the literature across competency levels for real estate professionals along with technological applications needed in the marketing field in relationship to the real estate industry.

The increasing complexity of the United States healthcare system has compounded the likelihood of mistakes. One of the 10 leading causes of death and disability is safety issues with patient care. Medical errors put undue hardship on the economy resulting in the loss of billions of dollars. The current COVID-19 pandemic revealed gaps in public health strategies, medical treatments, comprehensive patient safety, and human resources strategy. Implementing human resources and performance management processes that promote safety, safe decision making, and reduce medical errors is critical. Adopting methods used by high-reliability organizations (HRO) may reduce medical errors and improve patient safety. Qualitative focus groups were used to collect data around creating organizational cultures focused on safety. This research aims to improve performance by providing healthcare leaders with tools to enhance organizational culture, reduce medical errors, and improve patient safety in the age of COVID-19.