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Introduction: Amidst Volatility, Uncertainty, Complexity, and Ambiguity (VUCA), turbulence is a vital component of an entrepreneurial landscape. VUCA world has set a new dynamic in the business environment and organisation’s settings. In such an environment, it is pertinent for entrepreneurs to exhibit creativity, innovative service behaviour, and performance.

Purpose: The study investigates whether creativity, innovative service behaviour, and performance of entrepreneurs are fostered through employee engagement practices in a highly volatile, uncertain, complex, and ambiguous environment.

Methodology: The methodology involves a systematic review and meta-synthesis. By identifying the major topics, a systematic literature review helped critically analyse and synthesise the literature.

Findings: According to the study, corporate entrepreneurial factors like (management reinforcement, reward/reinforcement, job autonomy/discretion, time attainability, and organisational boundaries) entrepreneurial potential, entrepreneurial orientation, human capital, self-efficacy beliefs lead to employee engagement, which, in turn, fosters creativity, innovative service behaviour, and performance among entrepreneurs in the VUCA world.

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.

Purpose of This Chapter: This chapter aims to clarify how employee voice (EV) is conceptualized in the extant literature. Then, the present chapter develops a model of EV based on previous studies from 1970 to 2022.

Design / Methodology / Approach: In all, 53 articles were investigated in this study – the focus was on articles in the field of management. The target articles were limited to those which were written in English and were indexed by the Web of Science (WOS).

Findings: The concepts related to EV have been presented in five main dimensions. The content analysis results revealed a theoretical agreement over the central elements reflecting an integrated description of EV.

Research Limitations: The study was limited to the sources published in the WOS database, which could affect the scope of findings.

Research Implications: The conclusion showed that EV is a multi-dimensional, emerging field that has been undergoing a definitional debate in the literature. This concept indicates an ongoing responsibility for the public’s benefit, welcomes different financial activities to supply market forces’ requirements, and investigates society’s existing demands.

Originality: It represents the first attempt to conduct an EV systematic literature review based on the definition of key factors and the complex relations in a typical EV process. Also, according to the review of selected articles from 1970 to 2022, there has been no coherent conceptualization of employees’ voices.

Purpose: The COVID-19 pandemic has been a good example of a Volatility, Uncertainty, Complexity, and Ambiguity (VUCA) world. Higher educational institutions (HEIs) have faced a massive hit because the jobs in this industry have become unexpected. Considering the most valuable assets ‘Teachers’ crunched in the VUCA crisis, the study intends to determine if personal harmony (PH) and organisational citizenship behaviour (OCB) would enhance teachers’ job satisfaction (JS).

Design/methodology/approach: Data are collected from the teachers of Indian HEIs and teachers who have experienced the impact of the COVID-19 catastrophe (VUCA). Considering the pandemic restrictions, data have been collected through an online survey (N = 364).

Practical Implications: PH is an individual’s internal quality and attribute that cannot be developed on force or situational need. Even in an uncertain situation, teachers have tried their best to contribute through professional service. Hence, people who possess PH contribute their best even though unsatisfied with their jobs.

Originality/value: This study has focused on finding the relationship between two different variables, PH and OCB (which has not been explored in Asian countries, majorly in India, where it has a vast cultural diversity and structure influencing the educational policies) that hinders the factors influencing JS, where these two variables are highly influenced by hygiene factors such as values, culture, ethical standards, personal belief, leadership styles, and fair treatment showcased by the organisations/institutions.

Purpose: Innovation is a multi-dimensional phenomenon influenced at the organisational level by internal and external factors that can determine how innovative an organisation can be, determining a firm’s business performance. This chapter measures and predicts how innovative a company can be, considering key internal factors using modern data analytics/science.

Need for Study: The increasing challenge of modern business operations is affected by how quickly, sustainably, effectively, and efficiently companies can innovate to mitigate the dynamic challenges of current business environments and evolving customer needs. The ability to predict, measure, and manage innovation becomes necessary to ensure that businesses are fit for purpose.

Methodology: A model was designed following the study hypotheses and statistically tested. A historical data sample from the OECD global industry dataset for eight years was used for the analysis. The ordinary least square method was used to test for model fit. Also, in machine learning engineering, predictive analysis using the multivariate linear regression analysis method was carried out.

Findings: The results support the hypotheses that an organisation’s capacity to be innovative can be measured and predicted, and it is influenced by a good number of internal factors or independent variables at various degrees.

Practical Implications: Managers must understand how to measure and predict innovation metrics to manage innovation better, ultimately leading to better business outcomes and performance. Also proposed are new measurement matrices for innovation management: innovation capacity (I_C), business innovation value (BIV), innovation creation factor (ICF), and a practical data-driven innovation management and prediction system.

Purpose: The study discusses various concepts for human resources (HR) executives for effective decision making in VUCA times, talent management, hybrid work business model, creativity and innovation in HR practices, diversity, equity, and inclusion (DEI) in HR practices, and flexibility in HR policies.

Need for the Study: The driving truth of this study is to approach a successful dynamic critical model for HR leaders in the IT Industry in Chennai city during VUCA times. Volatility, Uncertainty, Complexity, and Ambiguity are the four main components of VUCA.

Methodology: The essential information was gathered with Google Structures, and testing methods were embraced to review the Snowball Examining Procedure. The 211 reactions were settled for the concentrate after deficient reactions. The auxiliary information was gathered from sources like Papers, Business Magazines, Industry Reports, Articles, and Reading material. The information was dissected with measurable programming SPSS 25 and AMOS 23. The validity check, t-test, correlation analysis, regression analysis, and structural equation modeling (SEM) are the statistical methods used in the study.

Findings: The review results that the free factor is the ability of The board, Crossbreed Work Plan of action, Imagination and development in HR rehearses, Variety, Value and Consideration in HR practices, and adaptability in HR strategies altogether affect the reliant variable viable decision making during VUCA times.

Practical Implications: The study identifies hybrid work models and flexible HR policies as crucial parameters in VUCA times.

Introduction: Organisations all over the world are experiencing skill gaps. One of the key factors contributing to the shortage of competent workers is the inability to find candidates that fit the profile. Most of the time, the market does not offer what organisations require.

Purpose: This research focuses on skill shortages and labour market rigidity in the information technology (IT) sector. It discusses the impact of labour shortage and strategies to overcome these challenges.

Need of the Study: The study is required to reduce the skill shortage in the IT sector and inflexibility in the labour market.

Methodology: The data are collected from secondary sources, that is, books, journals and other internet sources.

Findings: The labour market volatility is impacted by several external factors leading to rigidity and talent shortages. Different forecasts within the IT industry, manufacturing, media and telecommunications indicate large-scale labour shortages. The growing influence of digitalisation further creates challenges for organisations during the hiring process as the identified skill gaps for IT professionals are also identified.

Practical Implications: Labour market rigidity affects the labour market. Shifts in labour supply and demand do not always impact wages. Methods are suggested on how to reduce the rigidity in the labour market and, in turn, decrease the skill gaps.