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Riyadh, the capital of Saudi Arabia, has been witnessing rapid urban transformation processes during the 20th century, which have had various kinds of impact on the evolution of its urban identity. This paper therefore attempts to investigate how the new urban concepts, which were introduced by modernization and globalization, caused a conflict of identities and how this has resulted in dividing Riyadh into opposing urban entities. The main challenge in establishing a cohesive urban identity in Riyadh is based on the long-term conflict between traditional forms of urbanism and modern ways of urban development. The paper thus investigates the urban transformation of Riyadh from the beginning of the twentieth century until the present day. The main objective of this historic analysis is to capture the various ways inhabitants have perceived surrounding urban environments and how this has been influencing urban planning activities. The applied methodologies include the evaluation of historic documents, such as official reports and plans.

The systems approach is an exemplar of design science research (DSR), whereby specific designs yield generic knowledge. DSR is increasingly being adopted in logistics and operations management research, but many point to neglect of the human aspects of solutions developed. The authors argue that it is possible to look back at the history of the systems movement to seek precedent for ‘dealing’ with the social components, providing a methodologically pluralistic ‘research design’ framework. Thereby, systems approaches are foundational to providing a design-based ‘science’ to progressing the logistics and supply chain management field, dealing with contemporary topics such as resilience.

The authors undertake a discursive assessment of relevant streams of engineering, social science and systems research, with a conceptual development of how the latter influences supply chain design approaches.

Building on a phenomenological framework, the authors create a generic design science research design (DSRD) that enables researchers to choose and integrate the right tools and methods to address simple, complicated and complex problems, dealing with technological, process and social problems.

The DSRD provides a framework by which to exploit a range of methodological stances to problem solving, including quantitative modelling perspectives and ‘soft’ systems social science approaches. Four substantive gaps are identified for future research – establishing the root cause domain of the problem, how to deal with the hierarchy of systems within systems, establishing appropriate criteria for the solution design and how best to deal with chaotic and disordered systems.

The authors argue that the systems approaches offer methodological pluralism by which a generic DSRD may be applied to enhance supply chain design. The authors show the relevance of the DSRD to supply chain design problems including in reducing supply chain dynamics and enhance resilience. In doing so, the study points towards an integrated perspective and future research agenda for designing resilient supply chains.

The present study investigates the relationship between high-performance work systems (HPWS) and employee flourishing-at-work (FAW) through psychological capital (PsyCap) and employee work passion (EWP).

A three-path serial mediation model was constructed to explore the proposed relationships. The hypotheses were empirically tested using SPSS 25 and AMOS 21.0. The study was conducted in India and included a total of 357 hotel employees as participants.

The study revealed that PsyCap and EWP were significant independent mediators between HPWS and FAW. Moreover, PsyCap and EWP were identified as serial mediators in the relationship between HPWS and FAW. Additionally, a direct relationship between HPWS and FAW was also found.

Implementing HPWS in hospitality organizations can foster PsyCap of the employees and foster EWP among their workforce. This approach not only increases the organization's competitive advantage but also enhances employees' holistic well-being, i.e. FAW.

This study marks a pioneering effort to establish a distinct relationship between HPWS and FAW. Moreover, the study introduces an innovative approach by employing EWP to delve into the influence of both HPWS and PsyCap on FAW.

This study aims to test the relationship between knowledge sharing and employee engagement. In particular, the mediating and moderating roles of competency development and social climate, respectively, are also the focus of this research.

Of self-completed questionnaires collected from luxury hotels in India, 507 are usable for data analysis. The structural equation modelling (SEM) was used to examine the proposed hypotheses.

The structural equation modeling–based results illustrate a positive significant association between knowledge sharing and employee engagement. Also, there is a significant support to establish the mediating effect of competency development and the moderating effect of social climate on this relationship. The expansion of competencies of employees achieved through knowledge sharing leads to higher engagement.

This work is carried out in Indian hospitality sector and may not be generalizable to other cultural settings.

This study’s results add to the knowledge sharing scholarship by envisaging a possible association with an employee attitudinal outcome, i.e. employee engagement.

To the best of the authors’ knowledge, this is one of the first studies to unravel the social processes through which knowledge sharing enhances competency development, and subsequently employee engagement, mainly through the influence of social climate.

Purpose: In the contemporary knowledge economy, organisations mainly derive a competitive advantage by leveraging their intangible assets. Competent and motivated employees are the primary strategic resources to attain innovation and business continuity. Consequently, workplace learning and development (L&D) is at the forefront of the human resource management (HRM) discipline. At the same time, with the changing technology landscape, organisations are transforming their L&D function to be sustainable. Against this backdrop, the main objective of this chapter is to illustrate how artificial intelligence (AI) contributes to a specific HRM sub-function, that is, workplace L&D.

Design/Methodology/Approach: Grounded on intense scrutiny of literature, this chapter construes AI as intelligent machines that think and work like humans and have the potential for enhancing learning processes. Different themes have been presented, which suggest the capabilities of AI systems to fuel employee learning at the workplace.

Findings: Findings demonstrate that AI-enabled workplace learning is rooted in improved knowledge management (KM) capabilities, developmental feedback, personalised education, learning for a diverse pool of learners, virtual mentoring, and chatbot-based learning.

Research Limitations/Implications: This conceptual study suffers from a lack of empirical support.

Practical Implications: This chapter contributes to expanding scholarship on integrating AI and the HRM domain, particularly L&D. Further, it highlights how L&D professionals should integrate AI into employee learning journeys to evoke effective learning outcomes.

Originality/Value: This chapter provides a gestalt approach to integrating AI with employee L&D

The customer order decoupling point (CODP) concept addresses the issue of customer engagement in the manufacturing process. This has traditionally been applied to material flows, but has more recently been applied to engineering activities. This later subject becomes of particular importance to companies operating in “engineer-to-order” (ETO) supply chains, where each order is potentially unique. Existing conceptualisations of ETO are too generic for practical purposes, so there is a need to better understand order penetration in the context of engineering activities, especially design. Hence, the purpose of this paper is to address the question “how do customer penetration concepts apply to engineering design activities?”

A collaborative form of inquiry is adopted, whereby academics and practitioners co-operated to develop a conceptual framework. Within this overarching research design, a focus group of senior practitioners and multiple case studies principally from complex civil and structural engineering as well as scientific equipment projects are used to explore the framework.

The framework results in a classification of nine potential engineering subclasses, and insight is given into order penetration points, major uncertainties and enablers via the case studies. Focus group findings indicate that different managerial approaches are needed across subclasses.

The findings give insight for companies that engage directly with customers on a one-to-one basis, outlining the extent of customer penetration in engineering activities, associated operational strategies and choices regarding the co-creation of products with customers. Care should be taken in generalising beyond the sectors addressed in the study.

The paper refines the definition of the ETO concept, and gives a more complete understanding of customer penetration concepts. It provides a comprehensive reconceptualization of the ETO category, supported by exploratory empirical research.

Purpose of This Chapter: This study examines the relationship of ambidextrous leadership with employee voice behaviour, underscoring the intervening role of employee thriving.

Design / Methodology / Approach: This study proposes a conceptual framework based on an extensive literature review using the conservation of resource theory, social exchange theory, and the broaden-and-build theory of positive emotions.

Findings: This study demonstrates that employee thriving act as an underlying mechanism explaining the relationship between ambidextrous leadership and employee voice behaviour.

Research Limitations: Being a conceptual study, the proposed framework lacks empirical validation.

Practical Implications: Organizations should focus on leaders with flexible behaviours who understand situational necessities to adopt diverse leadership styles and contribute to employee thriving.

Originality: This is one of the first studies to propose the role of ambidextrous leadership in impacting and enhancing change in employee voice through employee thriving at work. By introducing a framework that delves into the unexplored territory of ambidextrous leadership, acting as a catalyst for enhancing employee voice via the lens of employee thriving. This study provides a fresh perspective and adds value to the evolving conversations around employee voice behaviour.

Between traditional and contemporary there are two contradictory visions. The first adopts originality and returning to the traditional, while the second advocates modernity and liberation from the old. The present paper discusses how to benefit from the present facilities without losing features of the past when developing new neighbour-hoods. Al-Dira', a traditional quarter in Al-Jouf, Saudi Arabia, is elected as a case study within which the housing unit and the urban pattern are analysed. Visual documentation, surveying, mapping, and interviews constitute essential tools to get an insight on the traditional planning and design process. On the other side, Al-Rabwa, a typical contemporary officially planned district, is investigated. It is concluded that the need for modernization should be balanced with originality. Understanding forces that shaped traditional quarters and are still embedded in the community offers a stream of information that can be utilized in contemporary development. A responsive development needs to consider local identity while formulating compact low rise buildings with courtyards and carefully positioned openings, small scale open space system, straight roads for cars and protected walkways for pedestrians, well distributed parking lots, and integrated relationship between housing, mosque and market.

Flexibility is a fundamental performance objective for manufacturing operations, allowing them to respond to changing requirements in uncertain and competitive global markets. Additive manufacturing machines are often described as “flexible,” but there is no detailed understanding of such flexibility in an operations management context. The purpose of this paper is to examine flexibility from a manufacturing systems perspective, demonstrating the different competencies that can be achieved and the factors that can inhibit these in commercial practice.

This study extends existing flexibility theory in the context of an industrial additive manufacturing system through an investigation of 12 case studies, covering a range of sectors, product volumes, and technologies. Drawing upon multiple sources, this research takes a manufacturing systems perspective that recognizes the multitude of different resources that, together with individual industrial additive manufacturing machines, contribute to the satisfaction of demand.

The results show that the manufacturing system can achieve seven distinct internal flexibility competencies. This ability was shown to enable six out of seven external flexibility capabilities identified in the literature. Through a categorical assessment the extent to which each competency can be achieved is identified, supported by a detailed explanation of the enablers and inhibitors of flexibility for industrial additive manufacturing systems.

Additive manufacturing is widely expected to make an important contribution to future manufacturing, yet relevant management research is scant and the flexibility term is often ambiguously used. This research contributes the first detailed examination of flexibility for industrial additive manufacturing systems.

The purpose of this paper is to present a conceptual framework of development, commitment, and retention of Generation Y employees.

Based on a review of existing literature and using social exchange and social constructivist approach, this study presents a conceptual framework with mentoring, strategic leadership, social media, and knowledge sharing as its key constructs to retain Generation Y employees.

Mentoring, strategic leadership, social media, and knowledge sharing have a great potential to foster competency development. Competency development is critical to evoke affective commitment of Generation Y employees, which in turn results in intention to stay forth.

The proposed conceptual framework should be empirically validated in the future research.

Organisations should incorporate mentoring, strategic leadership, social media, and knowledge sharing into their talent management strategy for Generation Y employees. Competency development then in turn evokes commitment of Generation Y employees, leading to intention to stay forth. The framework suggests an approach for generation-specific retention strategy.

This is one of the first studies to propose a holistic framework to retain Generation Y employees. This paper adds a new dimension to the talent management literature by focusing on young generation employees.