Citation

(2020), "Index", Kumar, P., Agrawal, A. and Budhwar, P. (Ed.) Human & Technological Resource Management (HTRM): New Insights into Revolution 4.0, Emerald Publishing Limited, Leeds, pp. 167-173. https://doi.org/10.1108/978-1-83867-223-220201011

Publisher

:

Emerald Publishing Limited

Copyright © 2021 Emerald Publishing Limited

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INDEX

Index

Note: Page numbers followed by “n” indicate footnotes.

Abilities gap

, 63–64

Achievement

, 79

Advanced human–machine–customer interfaces

, 135

Airbnb

, 4

Alibaba

, 11

Alternative Workplace pilot projects

, 158–159

Amazon

, 11, 162

Analytics

, 57–58

Apple

, 11

Artificial intelligence (AI)

, 4, 10, 20, 37, 43, 77, 160

and business

, 112–113

chatbots

, 160

discussion

, 128–130

findings

, 114–116

future directions for research

, 131

implications for industry

, 130–131

influence over human capital processes

, 125–127

influence over organisation

, 127–128

influence over people

, 123–125

influence over work

, 118–122

methodology

, 113–114

research agenda

, 113

scope

, 116–118

and SHRM

, 83–84

technology

, 135

Attracting talent

, 43

Attractiveness

, 41

Augmentation strategy

, 22

Augmented reality

, 20, 135

Autonomous vehicles

, 20

Baidu

, 11

Best Buy

, 164

Best-practice school

, 76

Big data

, 20

analytics

, 37

and analytics

, 4

Bitcoin

, 11

Black box

, 67

Blade.org

, 11

Block chain

, 37

Blockchain technology

, 4

BMW

, 10, 11

Bosch

, 10

Boss

, 163–164

Brand

, 41

equity

, 41

Bureaucracy

, 163–164

Business

apps

, 159

knowledge

, 58

Capability beyond decision-making for targeted solutions

, 118

Capacity building intervention

, 100

Captures

, 134

Center for Erhvervsrettede uddannelser Lolland Falster (CELF)

, 23n1

Chat applications

, 159

Cleartrip

, 160

Cloud computing

, 20, 37

Cloud-based services

, 135

Coaching

, 84

Collaborative robots (co-bots)

, 130

Collaborative system based on commitment

, 25

Communication

, 24–27

skills

, 80–81

Comparative case analysis

, 136, 146–151

Compensation and benefits

, 44

Competence

building

, 31

context and analysis

, 30

description

, 30

evaluation

, 31

measurement

, 30

Competencies

for HR professionals

, 84–85

of HRA

, 57–58

language

, 20, 33

Competency model

challenges to be solved by having shared semantic reservoir

, 29–32

competency model, tools and procedures

, 32–33

as multifunctional semantic reservoir

, 33

requirements for

, 32

Complementarity skills

, 22

Complex problems

, 122

Contemporary firms

, 11

Contemporary organisations

, 10

Contingency theory

, 7

Coordination

, 6–7

Coronavirus

coronavirus-related recession

, 161–162

lockdown

, 159

pandemic

, 165

Corporate reputation

, 41–42

Country-level comparisons of Industry 4.0 (see also Industry 4.0)

analysis of policies and practices

, 133–134

comparative case analysis

, 146–151

evolution of Industry 4.0

, 134–135

Germany

, 138–140

ideal types

, 151–152

India

, 144–146

research method

, 136–138

South Korea

, 142–144

United States

, 140–142

US firms

, 152–153

Coursera

, 151

Covid-19

, 161–162

Creativity

, 122

Customer engagement skills

, 80–81

Cyber-physical systems

, 37

Daimler

, 11

Danish Construction Association

, 23n1

Data

, 93–94

availability

, 59

collection

, 114

fluency

, 84–85

generation and storage

, 64–65

integration for decision-making

, 117

science competence

, 84

visualization

, 58

Decision-making

capability beyond

, 118

data Integration for

, 117

Design changes across industrialisation phases

, 8–9

Design thinking

, 27–29

Desperate times

, 165

Digital employee

, 38

Digital fluency

, 92

Digital immigrants

, 92

Digital inquisitiveness

, 84

Digital organisations

, 7, 11

‘Digital Pathways to Growth: Competency’

, 20

digitalisation and transformation of jobs, tasks and skills

, 21–22

relevance and context of project

, 22–24

Digital reverse mentoring

, 90, 96

analysis and discussion

, 102–106

benefits from

, 105

process flow

, 99

Digital savviness

, 84–85

Digital technologies

, 12–13, 20, 89

Digital transformation

, 4, 90–93

initiatives

, 112

Digital transformation initiative

early experiences of

, 98–100

structure of

, 97–98

Digital work

, 90

Digital world, OD in

, 7–13

Digitalisation

, 10

of jobs, tasks and skills

, 21–22

Disruption, age of

, 75–77

Disruptive technologies and SHRM

, 78–79

Domain competence

, 84

Drones

, 20

DuPont

, 6

EBDITA

, 95, 103

EdX

, 151

Eisenhardt cross-case analysis

, 137

Electrical voting machine

, 165

Electronic/digital HRM

, 93

Elite informants

, 113

Employee attractiveness

, 42

Employee recruitment cycle

, 43–44

Employer branding

, 39–42

challenges and avenues

, 42–44

conceptual framework

, 47

framework

, 46–48

impact of HRM 4. 0 on strategies

, 44–46

Engaged scholarship

, 27

Engaged semantic research strategy

, 27–29

Enterprise architecture expertise

, 84

Enterprise Resource Planning

, 128

EUC Sjaelland

, 23n1

Facebook

, 11, 160–161

Firms

, 7

First Industrial Revolution

, 165

Formal reporting relationships

, 5

Fourth industrial revolution

, 10

Futuristic organisations

, 10

Gen Z

, 43, 48

General cognitive skills

, 22

GenY

, 43, 48

German firms

, 149

Germany, Industry 4. 0 in

, 136, 138–140

Gig economy

and implications for SHRM

, 83

incentives and rewards in

, 81

platforms and SHRM

, 79–83

Google

, 11

Google docs

, 160

Google Hangouts Meet

, 159–160

Google Play

, 159

Guidance

, 84

Haier

, 11

High commitment management

, 76

High involvement work systems

, 76

High performance work system (HPWS)

, 76

High-speed 4G/5G networks

, 43

Houseparty app

, 160

HRM 4.0

, 37–39, 48, 75–76, 90, 92–93, 106

impact on Employer branding strategies

, 44–46

Human behaviour

, 53

Human capital processes, influence of AI over

, 125–127

Human civilisation

, 163

Human interactions and capabilities

, 121–122

Human resource (HR)

, 37, 45–46, 55

knowledge

, 57–58

Human Resource Development

, 150–151

Human resource management (HRM) (see HRM 4.0)

Human Resources Analytics (HRA)

, 54

availability of data and technology

, 59

case organisations

, 56

competencies

, 57–58

contribution to org. strategy and preferred location

, 61

directions for future research

, 70

facilitators

, 67

generating and storing data

, 64–65

key competencies for working in

, 57

location of HRA function

, 65–67

‘non-users’ perception

, 62–63

perception from current users

, 56–62

perceptions about role

, 65

restraints for using

, 63–64, 67

role of motivation

, 69

strategic value

, 60

uses

, 54–55

value of using

, 68

IIOT

, 149

Image

, 41

Incentives in gig economy

, 81–82

India

, 79

Industry 4.0 in

, 135, 144–146

Industrial revolution

, 134

first (1800–1875)

, 6, 8

fourth

, 13

second (1875–1960)

, 6, 8

third (1960–2010)

, 7, 9, 13

Industrial Revolution 4.0

coronavirus pandemic in

, 167

history of boss, slave and office

, 163–164

to rescue

, 160–161

SARSCov2

, 158

sudden shift

, 158–159

tipping point

, 161–162

work from home work

, 164–165

zooming to top

, 159–160

Industry 4.0 (see also Country-level comparisons of Industry 4.0)

, 37–39, 48, 134

Information

, 164

Information Technology (IT)

, 58, 159

skills

, 58

ING Netherlands

, 11

Intelligent robots

, 12

Internal branding process

, 41

International Labour Organization (ILO)

, 90

Internet of things (IoT)

, 4, 37, 134

iOS

, 159

Jobs, Steve (Apple)

, 11, 167

Johnson & Johnson

, 10

Knowledge

, 80

Koege Business College

, 23n1

Learning Management System (LMS)

, 120

Linux

, 11

LO-Skolen (The LO School)

, 23n1

Mac

, 160

Machine Language (ML)

, 117

Machine learning

, 4

algorithms

, 135

Macrostructural design issues

, 5

Makemytrip

, 160

Management culture

, 164

Manufacturing factories

, 120

Mark Zuckerberg (Facebook)

, 167

Market

, 146

directions

, 149

Mass-energy equivalence

, 167

Meaning

, 24–27

Mentoring

, 84

Metal multinational company (MMNC)

, 90, 93–96, 106

digital reverse mentoring

, 96

early experiences of initiative

, 98–100

initial training of reverse mentors

, 98

post-capacity building intervention

, 100–102

selection of reverse mentees

, 97

selection of reverse mentors

, 97

structure of initiative

, 97–98

Methodological approach

, 27–29

Microsoft

, 11

Microsoft Teams

, 159

Middle-class white-collar workers

, 158

Millennial

, 38

Modern corporate office

, 163

Motivation

, 62, 79

gap

, 68

Multifunctional semantic reservoir

, 29–33

Multivariate problems

, 122

Neoinstitutional theory

, 7

Net generation

, 38

Netflix

, 11

Networks

, 21

theory

, 7

New skill sets

, 123–124

‘Non-users’ perception of HRA

, 62–63

NPTEL programme

, 151

OECD

, 20, 21, 32

Office

, 163–164

Online ticketing companies

, 160

Operational coupling (see Structural couplings)

Operational IT backbone

, 84

Opportunity

, 62

Organisation(al)

, 105–106

change

, 90–93

contemporary

, 10

digital

, 7, 11

factors

, 58–59

identity

, 40, 47

across industrialisation phases

, 8–9

influence of AI over

, 127–128

reputation

, 47

structure

, 127

systems

, 24

Organisational design (OD)

, 4

in digital world

, 7–13

historical

, 6–7

multilevel perspective

, 4–6

Participants

, 113–115

People

influence of AI over

, 123–125

science

, 38

Perception

on future of HRA

, 61–62

of HRA from current users

, 56–62

Performance

appraisal

, 44

assessment

, 81

Pervasiveness across Industries

, 118–120

Policy recommendations

, 136, 138

Policy-driven approach

, 135

Policy-makers

, 153

Polycentric networks

, 24, 26

competency model as embryo of multifunctional semantic reservoir

, 29–33

‘Digital Pathways to Growth: Competency’

, 20–24

engaged semantic research strategy and design thinking

, 27–29

theoretical approach

, 24

Population-ecology theory

, 7

Post-capacity building intervention

, 100–102

Power

, 27

Prima facie

, 92

Primacy of customer experience

, 82–83

Proactivity

, 61

Protocols

, 149–150

Public policy

, 146

Recruitment

, 41

Region Zealand

, 23

Regional consortium

, 23

Relationship building

, 57–58

Resource-dependence theory

, 7

Restraints for using HRA

, 63–64

Retail industry

, 119

Reverse mentees

, 105

selection of

, 97

Reverse mentors

, 105

initial training of

, 98

selection of

, 97

Rewards in gig economy

, 81–82

Robotic Process Automation

, 4, 10, 129

Robotics

, 20

Robots

, 161

Roskilde Technical College

, 23n1

Roskilde University (RUC)

, 23n1

SAP-Hana

, 95

Scepticism of HR professionals

, 62

Semantics

, 27

Severe Acute Respiratory Syndrome Coronavirus 2 (SARSCov2)

, 158

Shared, multifunctional competency model

, 34

Shared multifunctional semantic model

, 20

Shared semantic reservoir

, 24–27

Siemens

, 149

Skills

, 80

development

, 124–125

for HR professionals

, 84–85

Skype

, 159

calls

, 114

Slack

, 159

Slave

, 163–164

Small and medium-sized enterprises (SMEs)

, 20–21, 23, 35, 136, 146, 149

Smart Advanced Manufacturing and Rapid Transformation Hub (SAMARTH)

, 145

SME Denmark

, 23n1

Social Foundation project

, 20

Social systems

, 24

theory

, 21, 24, 28

Social-collaborative technologies

, 4

Sociotechnical systems theory

, 7

South Korea

, 153

Industry 4. 0 in

, 142–144

Spreadsheets

, 160

Stakeholder engagement

, 58

Standard Oil

, 6

Standards

, 149–150

State-of-the-art technologies

, 135

Statistics

, 58

STEM

, 151

Strategic human resource management (SHRM)

, 75–77

artificial intelligence and

, 83–84

disruptive technologies and

, 78–79

gig economy and implications for

, 83

gig economy platforms and

, 79–83

new competencies and skills for HR professionals

, 84–85

Structural couplings

, 24–25

Structure

, 5

Substantial capital

, 149

Sustainability

, 150

Sustainability in United States

, 152–153

SWOT analysis (see also Industry 4.0)

, 136, 146

in Germany

, 139–140

in India

, 145–146

in South Korea

, 143–144

in United States

, 141–142

Talent

, 42, 77

development

, 43, 126–127

management

, 125–126

retaining

, 43–44

Task Rabbit

, 4

Taylorism

, 164

Teamwork

, 7

Technical University of Denmark (DTU)

, 23n1

Technology

, 4, 158

alignment with business

, 116

availability

, 59

importance of

, 127–128

Telephonic calls

, 114

Tescent

, 11

Theoretical approach

, 24

collaborative system based on commitment

, 25

communication

, 24–27

meaning

, 24–27

organisational systems

, 24

polycentric networks

, 24

shared semantic reservoir

, 24–27

structural (or operational) coupling

, 25

structural couplings

, 24

Threat

of extinction

, 120

to low-value high volume roles

, 123

3D manufacture

, 161

3D printing

, 20, 135, 161

and additive manufacturing

, 4

Touch devices

, 135

Transaction cost theory

, 7

Transformation of jobs, tasks and skills

, 21–22

Transport Innovation Network (TINV)

, 23n1

Trusting

, 27

Twitter

, 160–161

Uber

, 4

Udacity

, 151

Udemy

, 151

Udyog Bharat 4. 0

, 145

United States, Industry 4. 0 in

, 136, 140–142

US Bureau of Labour Statistics

, 159

US firms

, 152–153

Vaeksthus Zealand

, 23n1

Value of using HRA

, 68

Valve

, 11

VET programmes

, 138, 151–152

Video conferencing applications

, 159

Virtual parties

, 160

Virtual reality

, 20, 37

Voice-IT

, 159

Walmart

, 162

Water cooler effect

, 165

Web-based tools

, 12

Weber’s ideal types

, 134, 136–137, 146

WhatsApp

, 159

calls

, 114

Wikipedia

, 11

Windows

, 160

Work

from home

, 164–165

influence of AI over

, 118–122

new forms of

, 120–121

Working from home

, 159

World Economic Forum (WEF)

, 20, 22, 129

World Health Organisation

, 160

World Wide Web

, 158

Yahoo

, 164

Younger human resources

, 149

YouTube

, 160

Zappos

, 11

Zealand Business College

, 23n1

Zealand Institute of Business and Technology

, 23n1

Zoom Cloud Meetings

, 159–160