Abstract
This study is about technology and sport. Namely, the study is about the influence of technology in golf. In order to ascertain the impact of technology in golf interviews were performed with two groups of players – professional women golfers and senior professional male golfers (over 50 years of age and playing the senior circuit). The interviews (to a total of 44) were performed at two main international competitions, both in the UK and in the summer of 2019. The same questions were posed to both groups and the ladies (mostly millennials) showed themselves to be more open to new technologies to be used in training. The technology referred to is called TrackMan. TrackMan-type technology appeared first in the military industry, to track bullets and missiles, and has since been transferred to sport – including to golf, baseball and football. This technology may track the path of both the ball and the club before, during and after impact. The study shows that older generations may be more alienated from more recent technologies – not only in society in general but also in sport.

Abstract

Abstract
Most business enterprises are small and medium-sized enterprises (SMEs), and many of them are without a human resource and recruitment department. Thus, one of the challenges that organizations currently face is to find a strategy to retain and attract talent. To overcome this difficulty, enterprises must invest in employer branding policies and be aware of the factors that differentiate them from others when attracting employees. This study aims to develop an employer branding model applicable to SMEs, to increase and enhance the attraction and retention of talents. An exploratory approach based on a quantitative perspective was adopted to develop an employer branding model applied to SMEs, with two major reference employer branding models and frameworks used as the main support. The model of employer branding was applied to SMEs regarding four dimensions, whereby essential questions are asked, namely (1) organizational culture (e.g., do employees have a job description aligned with the corporate culture?), (2) company strategy (e.g., what is the strategy if business volume decreases?), (3) company reputation (e.g., how do you perceive and treat negative feedback?), and (4) reward systems (e.g., do you feel that your employees are motivated intrinsically or extrinsically or both?), ordered by layers based on a logical sequence. The new proposed model is expected to serve as a useful strategic tool and as a basis for attracting, retaining and managing talent, specifically in the SMEs context. This new model provides a set of strategic and competitiveness benefits for SMEs, while contributing to making enterprises more profitable. The model also contributes to SMEs having a better image and reputation, enabling them to stand out from others in the war for talent.

Abstract
In a globalization context, underlined by the speed of technological transformation and increasingly competitive markets, the perspective of human capital, as an asset of strategic importance, stands out in differentiating human resource practices. Under this reality, the employer branding (EB) concept gains more and more importance as a strategic tool to attract, retain, and involve human capital, given that this has become a source of competitive advantage to companies. Within this context, this study aimed to evaluate the relationship between employer branding strategies implemented by organizations, as well as their impact on the employee's affective commitment, evident in certain organizational cultures, which are sustained over time. The methodological framework applied to this study is quantitative, and the data collection was carried out with the application of an employer branding and an affective commitment questionnaire. To achieve a good representation of the active population, the sample of the quantitative study was composed of 172 individuals, working in the public and private sectors in Portugal, exercising different positions in the different sectors of activity. Results obtained with these techniques indicate a high level of affective organizational commitment (AOC) of employees in the organizations surveyed, suggesting that affective commitment develops when the individual becomes involved and identifies with the organization.

Abstract

Abstract
The aim of this article is to show how autoethnography is a useful and revealing research methodology that should be encouraged in academia, especially in higher education. With objectivity, autoethnography, which is a relatively new approach, may be a path toward deeper cultural discussions that are so important in everyday life. Moreover, autoethnography leads to important reflexive and critical observations made by students. Autoethnography is a readily accessible, low-cost methodology and thus very appealing to students and younger researchers. With this article, the author exemplifies autoethnographic accounts and narrates three different stories that occurred while trekking with three different trekking guides in Patagonia (El Chalten), Argentina. Argentinian culture, in South America, is the focus. Researchers need to be careful of misleading statements in the literature, such as that in Argentina modesty is apparently not tolerated. We found that two of our guides and leaders - Mariano and Liz - both had modest (and pleasant) demeanors. Hence, we conclude that it is important to maintain an open mind and resist categorizing people. This is a vital point of cultural studies that is often not taken seriously. Cultures are made up of individuals and thus many differences can be found in the midst of an attempted standardization, and the desire to put everyone in the same "basket".