Monday, July 14, 2025

How Non-Profit Leaders Can Harness the Power of AI

Artificial intelligence (AI) is no longer reserved for Silicon Valley or big tech. Increasingly, non-profit organizations are tapping into AI to expand their reach, improve efficiency, and innovate their missions. For leaders in the non-profit sector, understanding and adopting AI can be a strategic advantage, but it also comes with the responsibility to implement these tools ethically and transparently.

Why AI, and Why Now?

Many non-profits operate with lean teams and limited resources. AI-powered tools can help fill those gaps. According to Forbes (2024), over 60% of non-profits are exploring AI to support tasks ranging from donor engagement to data management. Likewise, the Stanford Social Innovation Review (2023) found that AI-enhanced donor outreach can improve giving rates by as much as 20%. These numbers are too significant to ignore.

Here are just a few ways non-profit leaders are successfully using AI today:

·         Fundraising & Donor Relations
AI can analyze donor data to identify trends, predict giving patterns, and help tailor communications. Personalized outreach supported by machine learning can deepen donor relationships, leading to more sustained giving.

·         Volunteer Management
Chatbots and intelligent scheduling tools can streamline volunteer sign-ups, onboarding, and communication, freeing up staff to focus on relationship-building.

·         Program Evaluation
AI can sort through mountains of program data to highlight what’s working and what needs adjustment, making program impact evaluation faster and more accurate.

·         Content & Social Media
Generative AI can help create newsletters, social posts, and even grant proposals more efficiently, allowing non-profits to stay visible without overloading staff.

Responsible Adoption

Of course, no discussion of AI is complete without considering its ethical and human impacts. Leaders must train teams on responsible data collection, respect donor and participant privacy, and remain transparent about AI-generated content. Non-profits, after all, depend on trust as a core value.

Final Thoughts

Artificial intelligence is a powerful tool, not a silver bullet. But with thoughtful adoption, non-profit leaders can use AI to advance their mission and serve their communities in ways that were unimaginable just a few years ago. As more organizations embrace AI, the opportunities to share resources, test new ideas, and collaborate will only grow.

What do you think? How might you see AI supporting the work of your non-profit or social impact projects? I’d love to hear your thoughts.

 References

McCarthy, M. (2023, September 18). How non-profits can responsibly harness the power of AI. Forbes. https://www.forbes.com/sites/forbesnonprofitcouncil/2023/09/18/how-nonprofits-can-responsibly-harness-the-power-of-ai

Stanford Social Innovation Review. (2023). AI for good: Nonprofits and the rise of machine learning. Stanford Social Innovation Review. https://ssir.org/articles/entry/ai_for_good_nonprofits_and_the_rise_of_machine_learning

Microsoft for Nonprofits. (2022). Nonprofits and AI: Driving social impact responsibly. https://nonprofit.microsoft.com/en-us/resources/ai-for-nonprofits


Biography

Hello! I’m Dr. Benjamin Norrod, and I am honored to be part of the Master of Business Program at UAGC. I possess over two decades of experience in leadership, business education, and working with nonprofits worldwide to the classroom. My career has taken me across more than 30 U.S. states and 16 countries, where I’ve trained leaders, mentored students, and helped build organizations grounded in integrity and impact.

My teaching focuses on real-world application, clear communication, and cultivating wisdom that leads to purpose-driven success. Whether we're exploring strategy, ethics, or communication, I aim to equip you with practical tools you can use in the marketplace and life. I strive to make complex concepts approachable and meaningful, especially for students balancing faith, family, and professional goals.

My credentials include TEFL and TESOL certifications from China, along with advanced certifications in university teaching, leadership, project management, Six Sigma, music production, and communication from institutions such as Yale, Georgia Tech, Berklee College of Music, Copenhagen School of Business, the University of California, Irvine, and Villanova University.

When I’m not teaching, I’m probably writing, singing with my family, or enjoying a strong cup of coffee while planning the next big idea.

Kindest regards,
Dr. Norrod
benjamin.norrod@faculty.uagc.edu

https://www.linkedin.com/in/dr-benjamin-norrod-dba-4543951a0/


Tuesday, July 1, 2025

Industry Cluster Innovation Through Collaboration

 Industry Cluster Innovation Through Collaboration

Murad Abel, DBA
Professor, Department Chair and Research Fellow, 

University of Arizona Global Campus

June 12th, 2025


Keywords: Economics, Clusters, Innovation, Industry


Abstract
Technological innovation is transforming economies at unprecedented speeds, reshaping industries, and redefining national growth trajectories. Central to this transformation are economic clusters—geographic concentrations of interconnected businesses, institutions, and networks—which serve as engines of innovation, productivity, and regional development. These clusters enable collaboration among academia, government, and private industry, fostering environments conducive to the rapid development of next-generation products and services. Drawing on theories such as Schumpeter’s Creative Destruction, this paper explores how innovation-driven clusters support economic resilience, quality of life enhancements, and human capital development. It emphasizes the importance of infrastructure, data networks, and inclusive strategies in sustaining global leadership in innovation. Despite persistent barriers—such as resource limitations and technological adoption gaps—clusters offer scalable solutions through coordinated stakeholder efforts, startup integration, and cross-sector collaboration. The paper concludes that a hybrid approach to cluster formation, blending intentional design with organic growth, holds the greatest promise for advancing regional economies and addressing 21st-century challenges through shared innovation ecosystems.

Industry Cluster Innovation Through Collaboration

Technological change is accelerating at a pace unimaginable to our grandparents and great-grandparents. Advances in computing power and emerging technologies have reshaped our environment, making rapid innovation a critical driver of national growth. The development of new products and services not only influences economic health but also renews interest in expanding research and knowledge. This, in turn, encourages companies to bring cutting-edge offerings to market.

Economic clusters—regions where businesses, research institutions, and networks converge—play a vital role in fostering innovation. By enhancing connectivity and collaboration, these clusters create enriched environments that support the development of next-generation products and services. While improved GDP at local, state, national, and regional levels is one key benefit, such clusters also offer significant opportunities to enhance Quality of Life (QOL) and support long-term human capital development.

Technology Innovations

Technological innovation often drives broad economic growth within industries and regions (Thi & Do, 2024). When tied to infrastructure—such as railroads or the Internet—these advancements can deliver widespread benefits, especially for those who leverage resources effectively. For instance, the strength of data networks and fiber infrastructure, combined with advancements in artificial intelligence, significantly influence national growth prospects. As of this writing, the U.S. ranks among the top three countries on the Advanced Innovation Index 2024 (Dutta et al., 2024). However, maintaining this position requires intentional efforts to foster innovation through a more inclusive and networked approach.

Creating innovative environments accelerates the development of new products and services. In some cases, paradigm-shifting discoveries—such as breakthroughs in energy, AI, infrastructure, or materials—can rapidly transform multiple industries. With the right conditions, innovation clusters can give rise to entirely new sectors.

Joseph Schumpeter described this phenomenon as Creative Destruction—a natural economic process where old structures are continuously dismantled and replaced by new ones. As he wrote in Capitalism, Socialism, and Democracy (1942):

“The opening up of new markets, foreign or domestic, and the organizational development from the craft shop to such concerns as U.S. Steel illustrate the same process of industrial mutation—if I may use that biological term—that incessantly revolutionizes the economic structure from within, incessantly destroying the old one, incessantly creating a new one. This process of Creative Destruction is the essential fact about capitalism.” (p. 83)

Economic clusters offer governments a practical way to support innovation, economic development, and quality of life improvements. These clusters—often formed through partnerships among industry, academia, government, and communities—serve as microcosms of economic progress, enabling stakeholders to collaborate and mutually benefit.

Fostering clusters of related industries helps catalyze these natural processes. According to Porter (1998), such clusters are inherently innovative and contribute to economic resilience. They do so by forming networks of complementary businesses that boost efficiency and competitiveness—advantages that are difficult to replicate elsewhere.

Economic Growth Environments

Economies are complex systems that, when functioning effectively, generate value for both industries and the communities in which they operate. Technological advancement has long served as a catalyst for economic growth and has improved the quality of everyday life. The development of new technologies depends on a region's physical assets combined with human capital, which together create innovative advantages.

Industry clusters—geographic concentrations of interconnected companies, suppliers, and institutions—have been shown to foster innovation, improve efficiency, and increase productivity, enabling firms to compete at both national and global levels (Porter, 1998). Due to their significant financial and supply chain impacts, fostering innovation through clusters is increasingly viewed as a strategic avenue for economic development. For economies aiming to compete globally, the ability to produce cutting-edge technologies and engage in advanced manufacturing is essential to enhancing value and resource attraction.

More than fifteen years of research into industrial clusters suggests that rapid innovation arises from the interaction of multiple interrelated factors. These factors can be isolated, studied, and optimized to further accelerate cluster formation and effectiveness. Ideally, clusters should be purposefully developed to strengthen community resilience, address critical industry challenges, or advance sector-specific research. Centering cluster development around clear objectives can improve coordination and collective impact.

Collaboration among key stakeholders—including industry, academia, government, and local communities—can create robust economic ecosystems. These systems harness unique regional advantages, such as data assets, coordinated resource use, branding, process innovation, and management infrastructure, to foster scientific progress and address market or societal challenges (Tanaka & Lopez, 2024).

However, barriers frequently impede the adoption of new technologies within manufacturing sectors (Rached et al., 2022). Removing these obstacles is critical for promoting innovation and enhancing industrial competitiveness through technological advancement (Zou, 2024). Common barriers include lack of technical knowledge, high labor and installation costs, inadequate government support, limited resources, and insufficient infrastructure (Rashed, Bagum, & Haque, 2022).

Well-designed economic clusters aim to minimize these barriers by fostering environments that support industrial growth. Such environments ensure access to necessary infrastructure, promote skilled labor development, facilitate research and development initiatives, offer tax incentives, strengthen digital connectivity, and enhance overall quality of life. These factors collectively create fertile ground for industry development, resulting in mutual growth and problem-solving capacity within targeted sectors.

Stakeholder Collaboration

Collaboration is essential to building strong economic clusters due to the significant investment of time and resources required to develop their foundational elements. In some cases, clusters form organically, while in others, they emerge from strategic efforts to fill industry gaps or stimulate innovation. When key stakeholders identify critical bottlenecks to industry development, they often come together to address these challenges, aiming to drive regional economic growth by advancing business innovation (Pulido-Gomez, de Jong & Rivkin, 2025).

Clusters operate as interconnected systems, linking labor, education, firms, and networks to form viable, dynamic ecosystems (Konig, 2023). These connections enhance resource efficiency and add depth to the local business environment. Companies that effectively leverage cluster resources tend to adapt and grow more rapidly within competitive markets (Handoyo et al., 2023). This accelerated growth contributes to regional gross domestic product, strengthening the broader economy (Pyo & Choi, 2025).

Start-ups play a critical role in these ecosystems by acting as sources of innovative capital for larger firms (Giglio et al., 2025). Clusters create fertile ground for the launch and scaling of start-ups, providing the support and conditions needed to foster radical innovation. Such innovation often arises under specific environmental pressures that trigger a reordering of industries. For instance, the development of AI followed a Schumpeterian model of Creative Destruction, where new technologies replaced outdated ones and reshaped entire sectors (Ramazan, Tuluce & Aykac, 2024).

The potential to spur innovation across multiple industries is one of the most transformative outcomes of successful clusters. A single invention can influence several sectors through ripple effects across the supply chain. Cross-industry collaboration, particularly where inter-industry networks overlap, can amplify innovation (Shi & Xiao, 2024). Ultimately, building clusters is about cultivating environments that are not only capable of inventing new products and technologies but also of generating entirely new technological trajectories that were previously unimaginable.


Conclusion


The development of clusters can be driven by local and regional stakeholders to promote both social and economic growth. Clusters support higher levels of industry innovation by fostering shared goals, collaboration in research and development, resource sharing, and knowledge spillovers. When designed for industry advancement, they leverage common infrastructure and expertise to drive innovation. Alternatively, organically formed clusters can enhance economic resilience by connecting diverse industries around shared competencies and resources. A hybrid approach—combining elements of both intentional and organic development—may offer the greatest potential, maximizing local assets across social and economic dimensions.


Bio

Dr. Murad Abel is a professor and Master of Business Administration (MBA) chair at UAGC's Department of Advanced Management Studies. He is also a research fellow and engages in economic review and research on clusters. He holds an MBA from Davenport University and a Doctor of Business Administration (DBA) from University of Phoenix. Dr. Murad Abel LinkedIn

 References

Bedru, H., et al. (2020). Big networks: A survey. Computer Science Review, 37.  https://www.sciencedirect.com/science/article/abs/pii/S157401371930282

Dutta, S., et al. (2024). Global Innovation Index 2024. World Intellectual Property Organization (WIPO). https://www.wipo.int/web-publications/global-innovation-index-2024/en/

Giglio, V., et al. (2025). Cooperation between large companies and start-ups: An overview of the current state of research. European Management Journal, 43(1). https://www.sciencedirect.com/science/article/pii/S0263237323000919

Handoyo, S., et al. (2023). A business strategy, operational efficiency, ownership structure, and manufacturing performance: The moderating role of market uncertainty and competition intensity and its implication on open innovation. Journal of Open Innovation: Technology, Market, and Complexity, 9(2), 100039. https://doi.org/10.1016/j.joitmc.2023.100039

Hua, L., Yang, Z., & Shao, J. (2022). Impact of network density on the efficiency of innovation networks: An agent-based simulation study. PLoS One, 17(6), e0270087. https://doi.org/10.1371/journal.pone.0270087

Kadlec, Ž., Josip, H., & Bedeković, M. (2018). Attracting investment in entrepreneurial zones of small cities by creating preconditions for the development of small and medium-sized enterprises. Interdisciplinary Management Research. https://www.researchgate.net/publication/368881896

Katz, B., & Wagner, J. (2014). The rise of innovation districts. Brookings Institution. https://c24215cec6c97b637db6-9c0895f07c3474f6636f95b6bf3db172.ssl.cf1.rackcdn.com/content/metroinnovation-districts/~/media/programs/metro/images/innovation/innovationdistricts1.pdf

König, T. (2023). Between collaboration and competition: Co-located clusters of different industries in one region—the context of Tuttlingen’s medical engineering and metal processing industries. Regional Science Policy & Practice, 15(2), 288-326. https://www.sciencedirect.com/science/article/pii/S1757780223002639

My Thi Thi, D., & Tran Phu Do, T. (2024). The interrelationships between economic growth and innovation: international evidence. Journal of Applied Economics, 27(1). https://doi.org/10.1080/15140326.2024.2332975

Porter, M. (1998). Clusters and the New Economics of Competition. Harvard Business Review. Available at: https://hbr.org/1998/11/clusters-and-the-new-economics-of-competition [Accessed 6 Dec. 2017].

Pulido-Gómez, S., de Jong, J., & Rivkin, J. W. (2025). Cross-sector collaboration in cities: Learning journey or blame game? Journal of Public Administration Research and Theory, muae026. https://doi.org/10.1093/jopart/muae026

Pyo, S., & Choi, S. O. (2025). Regional innovation and economic growth: Empirical insights from FGLS, FE-DKSE, and XGBoost-SHAP approach. Journal of Open Innovation: Technology, Market, and Complexity, 11(2). https://doi.org/10.1016/j.joitmc.2025.100524

Ramazan, U., Tuluce, N., & Aykac, M. (2024). Creative destruction and artificial intelligence: The transformation of industries during the sixth wave. Journal of Economy and Technology, 2, 296-309. https://doi.org/10.1016/j.ject.2024.09.004

Rashed, C. A., Bagum, M. N., & Haque, E. (2022). Adoption of technology and innovation in manufacturing sector: Current scenario. https://www.researchgate.net/publication/359732230_Adoption_of_Technology_and_Innovation_in_Manufacturing_Sector-_Current_Scenario

Schumpeter, J. A. (1950). Capitalism, Socialism, and Democracy (3rd ed.). Harper and Brothers.

Shi, J., & Xiao, Z. (2024). Research on the impact of inter-industry innovation networks on collaborative innovation performance: A case study of strategic emerging industries. Systems, 12(6), 211. https://doi.org/10.3390/systems12060211

Tanaka, M. L., & Lopez, O. (2024). Outlook on industry-academia-government collaborations impacting medical device innovation. J Eng Sci Med Diagn Ther, 7(2), 025001. https://doi.org/10.1115/1.4063464

Thi Thi, D., & Do, T. P. (2024). The interrelationships between economic growth and innovation: International evidence. Journal of Applied Economics, 27(1). https://doi.org/10.1080/15140326.2024.2332975

Zou, T. (2024). Technological innovation promotes industrial upgrading: An analytical framework.                     Structural Change and Economic Dynamics, 70, 150-167.                                          

Saturday, March 15, 2025

Summary of Supporting Online Education Research at UAGC (2021-2024)

Research into online education leads to improving the model and furthering the capacity of the modality. Faculty at the University of Arizona Global Campus (UAGC) create a research design and submit their projects to a panel of research-knowledgeable professors that assess the quality, design, and outcomes of such studies before granting research funding. Information obtained from the results of such research is shared to improve online higher education.

The program was initially started as a University Fellows Program (UFP) and converted to Online Success Student Initiative Fund (OSSIF) in 2024/2025. Research awardees are managed through the Organizational Research and Creative Scholarship Team (ORCS) of research fellows.

2021/2022 (UFP)

Experiential learning, equity, challenges of mothers in college, student organizations matched with mentors, student engagement, cohorts, collaboration, quality improvement, live learning math, asynchronous course with meetings, nontraditional student flexibility, live learning first year, doctoral writing coaches, badges, student immersion experiences, curriculum scaffolding.

2022/2023 (UFP)

Doctoral public speaking, short and long-term learning, interstitial skills, immersion experiences, ECE retention, women online college grit, e-Portfolio, AI student success, expanding immersion, Culture of Care, capstone e-Portfolio, and live learning mathematics.

2023/2024 (UFP)

Live learning mathematics, early childhood education research project, “Eight to Great” academic achievement, affinity group, graduate writing, peer mentoring, narrative development, motivational interventions retention, artificial intelligence self-efficacy, live learning, empowering messages, open education resource pilot, asynchronous learning.

Organizations that are interested in donating tax-free to student success and research may do so at Online Initiatives Fund for Excellence.








Dr. Murad Abel is a core professor and Master of Business Administration (MBA) chair at UAGC's Department of Advanced Management Studies. He is also a research fellow and engages in economic research on clusters. He holds an MBA in Human Resources from Davenport University and a Doctor of Business Administration (DBA) from University of Phoenix. Dr. Murad Abel LinkedIn

 

Dr. Hwangji “Sherrie” Lu is the College of Arts and Sciences Research Fellow and Core Faculty of the Master of Arts in Health Care Administration program. She holds a master’s in nutrition from North Dakota State University, a second master’s in health services administration from Central Michigan University, and a Ph.D. in management with a specialization in leadership and organizational change from Walden University.

 

Thursday, March 13, 2025

Are we in a recession?

 Dr. Robin Dhakal

Over the past few months, economic indicators have painted an increasingly worrisome picture. As an economist, I am inclined to believe that the U.S. economy has already entered a recession, though official declarations often lag behind the reality on the ground. My perspective is not based on speculation but on a careful analysis of key economic data, ranging from GDP growth and inflation to consumer sentiment, trade deficits, and stock market performance. While some might argue that certain distortions—such as surging gold imports—make the situation appear worse than it is, the broader trends suggest that economic activity is contracting in ways consistent with past recessions. The real question is not whether we are in a downturn but rather how severe it will be and whether policy decisions will exacerbate or mitigate the crisis.

Let’s look at a few indicators

The most fundamental measure of economic health, Gross Domestic Product (GDP), has shown signs of weakness. The Atlanta Federal Reserve’s GDPNow model initially projected a sharp 2.8% contraction for Q1 2025, though later revisions brought the decline to 2.4%. Even if the final numbers show a slightly less severe drop, the fact that forecasts are in negative territory suggests that economic activity is slowing. A single quarter of contraction does not confirm a recession, but when combined with other indicators, the picture becomes clearer.

Trade data also provides crucial insight into the state of the economy. The U.S. trade deficit reached a record $131.4 billion in January 2025, a figure largely driven by a surge in gold imports. Businesses rushed to import goods ahead of anticipated tariffs, leading to temporary distortions in the data. Adjusted for this anomaly, the trade deficit appears less alarming. However, the key issue is that businesses feel the need to preemptively react to policy uncertainty—an indication of underlying instability rather than confidence. Trade disruptions, whether from tariffs or geopolitical tensions, tend to have lagged effects, meaning the economic drag from these policies may not yet be fully reflected in the data.

Stock markets, often seen as forward-looking indicators, have reacted negatively to the evolving economic environment. Since January 20, 2025, the S&P 500 has declined by 6.4%, the Nasdaq Composite has fallen by 11%, and the Dow Jones Industrial Average has dropped by 3.6%. While equity markets do not always align perfectly with economic fundamentals, sharp declines in stock prices often reflect investor concerns about future earnings, demand, and stability. When markets exhibit such broad-based weakness, it suggests that expectations for corporate profitability and economic growth are deteriorating.

Meanwhile, inflation remains a persistent concern. Although consumer price increases have moderated somewhat, inflation expectations have inched higher, with the 12-month outlook rising to 3.1%. This suggests that businesses and consumers anticipate continued cost pressures. Rising inflation expectations can be problematic because they influence behavior—firms may preemptively raise prices, and consumers may pull back on spending, creating a feedback loop that suppresses growth.

Consumer sentiment is another critical piece of the puzzle. Recent data indicates a decline in confidence, which is particularly troubling because consumer spending accounts for roughly two-thirds of U.S. GDP. If households become more cautious due to concerns about job security, inflation, or economic uncertainty, they may delay major purchases, further dampening demand. Weak consumer sentiment can act as a self-fulfilling prophecy—when people expect a downturn, they alter their behavior in ways that bring about that very outcome.

Could this be a severe recession?

While the data strongly suggests that we are likely already in a recession, its depth and duration will largely depend on policy responses. Several key factors will determine whether this downturn remains mild or evolves into something more severe.

First, the administration’s approach to tariffs is critical. The on-again, off-again nature of tariff policies has created uncertainty that is damaging to businesses and investors. Supply chains do not adjust instantaneously, and constant shifts in trade policy make long-term planning difficult. If tariffs continue to be used unpredictably, businesses may adopt a more defensive posture—cutting investment, reducing hiring, and scaling back operations. This would only serve to deepen the economic slowdown.

Second, ongoing federal employee cuts could have broader implications for economic activity. Government employment plays a stabilizing role in recessions because it provides a steady source of demand. Reducing the federal workforce at a time when private-sector hiring is also weakening could amplify job losses, leading to further declines in household income and spending.

Finally, the ongoing budget battles in Washington present another risk. If political gridlock leads to significant spending cuts or a government shutdown, the economy could take another hit. Historically, budget fights that result in federal spending reductions have slowed economic growth. At a time when private-sector momentum is already faltering, fiscal policy should ideally act as a counterbalance rather than an additional drag.

Looking ahead

Taken together, the evidence strongly suggests that the U.S. economy is likely in a recession. GDP forecasts are negative, trade disruptions are distorting business activity, stock markets have seen substantial declines, inflation remains a concern, and consumer sentiment is weakening. While some might argue that certain factors, such as gold imports and tariff distortions, make the data look worse than it really is, the broader trend lines are undeniable.

The severity of this downturn will largely depend on how policymakers respond. If trade policy remains erratic, government employment cuts proceed aggressively, and budget fights result in contractionary fiscal policies, this could evolve into a major recession. Conversely, if leaders take steps to restore confidence, stabilize trade policy, and support economic growth through targeted stimulus or investment, the damage could be contained.

For now, we must recognize that economic conditions are deteriorating. The key question is not whether we are in a recession—we likely are—but rather whether it will be short-lived or deepen into something more prolonged and painful. The answer will depend, in large part, on the choices made in Washington over the coming months.

 

Dr. Robin Dhakal is an Assistant Professor at UAGC. He earned an M.A. and a Ph.D. in Economics from the University of South Florida and a B.A. in Business/Economics and Mathematics/Computer Science from Warren Wilson College. His academic research focuses on development economics and political economy. He has been teaching Economics in colleges and universities for the past ten years. You can reach him at robin.dhakal@uagc.edu

References:

1)     Agence France-Presse. (2025, March 6). US Trade Gap Hits New Record in January as Tariff Fears Loomed. Industryweek.com; IndustryWeek. https://www.industryweek.com/the-economy/trade/news/55272784/us-trade-gap-hits-new-record-in-january-as-tariff-fears-loomed

2)     Census. (n.d.). Goods Data Inquiries Goods Media Inquiries Services Data and Media Inquiries. https://www.census.gov/foreign-trade/Press-Release/current_press_release/ft900.pdf

3)     GDPNow. (n.d.). Federal Reserve Bank of Atlanta. https://www.atlantafed.org/cqer/research/gdpnow

4)     Romei, V., & Wigglesworth, R. (2025, March 10). How the gold bullion boom sent a US recession alarm blaring. Financial Times. https://www.ft.com/content/1f58f6ac-fa3c-4df8-8d13-545097838654

5)     Trade deficit widens by record margin. (2025). KPMG. https://kpmg.com/us/en/articles/2025/january-2025-international-trade.html

6)     Trading Economics. (2025, March 6). United States balance of trade. United States Balance of Trade