We study the aggregate, distributional, and welfare effects of fiscal policy responses to Germany’s energy crisis using a novel Ten-Agents New-Keynesian (TENK) model. The energy crisis, compounded by the COVID-19 pandemic, led to sharp increases in energy prices, inflation, and significant consumption disparities across households. Our model, calibrated to Germany’s income and consumption distribution, evaluates key policy interventions, including untargeted and targeted transfers, a value-added tax cut, energy tax reductions, and an energy cost brake. We find that untargeted transfers had the largest short-term aggregate impact, while targeted transfers were most cost-effective in supporting lower-income households. Other instruments, as the prominent energy cost brake, yielded comparably limited welfare gains. These results highlight the importance of targeted fiscal measures in addressing distributional effects and stabilizing consumption during economic crises.

In a multi-sector and multi-region framework, this paper employs a dynamic general equilibrium model to analyze climate-resilient economic development (DGE-CRED) in Vietnam. We calibrate sector and region-specific damage functions and quantify climate variable impacts on productivity and capital formation for various shared socioeconomic pathways (SSPs 119, 245, and 585). Our results based on simulations and cost-benefit analyses reveal a projected 5 percent reduction in annual GDP by 2050 in the SSP 245 scenario. Adaptation measures for the dyke system are crucial to mitigate the consumption gap, but they alone cannot sufficiently address it. Climate-induced damages to agriculture and labor productivity are the primary drivers of consumption reductions, underscoring the need for focused adaptation measures in the agricultural sector and strategies to reduce labor intensity as vital policy considerations for Vietnam’s response to climate change.

The chief human resource officer (CHRO) role elevates people-related matters to the apex of the firm. Why do some companies’ leading management teams place so much emphasis on human resources while others do not? The present study argues that CHROs’ presence in the C-suite is driven by firms’ imitation of industry peers’ leadership structures as a response to uncertainty. The investigation also sheds light on the moderating role of environmental factors that can influence mimetic isomorphism in HR leadership. Through a longitudinal analysis of large listed firms between 2006 and 2020, the study shows a positive relationship between the prevalence of the CHRO position among firms’ peers and a focal firm having a CHRO in its top management. The results demonstrate that certain types of uncertainty serve as boundary conditions for such copying actions: Industry growth strengthens mimicking behavior while industry dynamism weakens it. There is no clear evidence for the moderating role of industry competition. The findings contribute a neo-institutional view of human resource structures in the top management and strengthen the bond between the strategy and human resource literature.