Intelligent transportation systems (ITS) are at the forefront of advancements in transportation, offering enhanced efficiency, safety, and environmental friendliness. To enable ITS, autonomous systems play a pivotal role, leveraging breakthroughs in autonomous driving, data-driven modeling, and multiagent control strategies to establish sustainable and coordinated traffic management. The integration of connected and automated vehicles has garnered significant attention as a potential solution for alleviating traffic congestion and improving fuel economy, achieved through global route optimization and cooperative driving. This study focuses on a predictive control perspective to address the cooperative cruise control problem. Online decision-making is employed during the driving process, utilizing information gathered from the network. By employing bargaining games to establish an operating agreement among vehicles, we formalize a synchronization approach based on predictive control theory. Ultimately, these findings are put to the test in an emulation environment within a hardware-in-the-loop system.

This research analyzed South Korean companies’ adoption of remote work during the COVID-19 pandemic, by focusing on the dual labor market structure comprising of the primary (large corporations) and the secondary sectors (small and medium enterprises (SMEs)). Companies in the dual labor market were classified as per firm size. We used Statistics Korea’s August supplementary data from the Economically Active Population Survey, covering 2017–2020. This empirical study analyzed the factors affecting remote work in 2020, after the outbreak of the pandemic. The results showed that the probability of large corporations introducing remote work during the pandemic increased by a significantly larger margin than for small and medium-sized firms. This suggests that the polarization within the dual labor market structure between large corporations and SMEs also spilled over into companies’ adoption of remote work, which was initially introduced to prevent the spread of the pandemic. Additionally, the polarization in the use of digital technology is likely to persist even after the pandemic. Hence, based on our analysis of remote work adoption in the dual labor market, this study examined the system and factors of labor-management relations contributing toward such polarization and presented policy directions for the current labor market structure.

The issue of workplace toxicity constitutes a major problem for employers, employees and society at large. Toxicity in a workplace context relates to damaging behaviours perpetrated by individuals and organisations that netatively impact on the health and wellbeing of others. Workplace toxicty is habitually associated with activities such as bullying, harrassment, unethical and even illegal acts. In this article, today’s workplace is likenened to a cage where ambition and greed drive people to engage in toxic behaviour to fight for whatever scarce rewards are on offer. Set against a backdrop of continuous demands on employees in a era of constant change and challenge, leadership practice in the 21st century is understandably seeped in complexity. Whilst conditions of scarcity are in fact constructed by employers in today’s lean environments, workplace toxicity has significant implications for organisational leaders in terms of work place disputes, absenteeism and litigation etc. Twentieth century hierarchial and autocratic leadership models are now deemed to be both obsolete and wholly inadedgate to inform leadership practice in the knowledge era. This conceptual article looks at the efficacy of complexity leadership theory (CLT) in empowering today’s leader to better understand and address 21st century workplace toxicity.