Search results

1 – 9 of 9
Article
Publication date: 27 November 2023

Gopal Krushna Gouda and Binita Tiwari

Smart HR 4.0 is a new concept characterized by adopting innovative technologies of Industry 4.0 (I4.0) in the HR domain. This study attempts to identify the key factors of Smart…

Abstract

Purpose

Smart HR 4.0 is a new concept characterized by adopting innovative technologies of Industry 4.0 (I4.0) in the HR domain. This study attempts to identify the key factors of Smart HR 4.0 to foster organizational innovation ambidexterity.

Design/methodology/approach

Based on review of literature and survey from expert opinions by using the Delphi method, 12 factors were found most suitable for this study. Further, the fuzzy-TISM technique was used to establish contextual relationships and develop a hierarchical model on the identified factors. Subsequently, the MICMAC analysis was applied to classify these factors according to their driving and dependence power.

Findings

This study framed a conceptual hierarchical model of Smart HR 4.0 and established contextual relationships among identified factors. Result shows that smart organic structure, industry–institute interface, IT-enabled system and ambidextrous leadership are important factors as they have the highest driving power. Further, knowledge management, learning culture and psychological empowerment are the linkage factors having both driving as well as dependency power in the whole system.

Practical implications

This study can guide the managers in smoothly implementing these practices to manage their human capital amidst digital disruption, ensuring innovation competitiveness of the firm. The structural hierarchical framework of Smart HR 4.0 may serve as a blueprint for HR professionals and business leaders to attain organizational innovation ambidexterity in the current wave of digital disruptions (Industry 4.0).

Originality/value

This study provides a holistic model of smart HR 4.0 integrating innovation ambidexterity in I4.0.

Details

Journal of Organizational Effectiveness: People and Performance, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2051-6614

Keywords

Article
Publication date: 29 September 2022

Gopal Krushna Gouda and Binita Tiwari

This study explores the concept of “talent agility” since its inception using bibliometric analysis and paves the way for future research agenda in the field of business and…

Abstract

Purpose

This study explores the concept of “talent agility” since its inception using bibliometric analysis and paves the way for future research agenda in the field of business and management.

Design/methodology/approach

The articles were retrieved from the Scopus database comprising 67 publications from 2001 to September 2020. This study has applied bibliometric techniques such as citation analysis, co-citation analysis, bibliographic coupling, co-authorship analysis, and co-occurrence keyword analysis.

Findings

The bibliometric analysis reveals the publication trends, most influential authors, articles, journals, countries, and important keywords. Subsequently, it presents the network connections among them in the field of talent agility. It identified emerging research diversifications in the literature on talent agility.

Research limitations/implications

The limitation of this study is the extraction of research articles from a single database, i.e. Scopus. This study provides insights to the researchers and practitioners on comprehensive understandings of the emerging concept “talent agility”, an overview of the publication trends, emerging research themes identified in the clusters, and suggests possible directions for further study.

Originality/value

This study provides the intellectual structure of talent agility literature and its advancement over the periods.

Details

Management Decision, vol. 60 no. 12
Type: Research Article
ISSN: 0025-1747

Keywords

Article
Publication date: 31 July 2023

Gopal Krushna Gouda and Binita Tiwari

This study aims to identify the key enablers for the adoption of Industry 4.0 (I4.0) in the automobile industry of India, which has been severely impacted by COVID-19. Adopting…

Abstract

Purpose

This study aims to identify the key enablers for the adoption of Industry 4.0 (I4.0) in the automobile industry of India, which has been severely impacted by COVID-19. Adopting I4.0 will provide organizations greater flexibility and resilience during the COVID-19 pandemic.

Design/methodology/approach

Based on the literature review and experts’ opinions, 21 enablers were identified. Further, contextual relationships among the identified factors and a hierarchical digraph was developed by using the total interpretive structural modelling (TISM) technique. Finally, fuzzy cross-impact matrix multiplication applied to classification (MICMAC) analysis was conducted to classify the enablers into different categories based on their dependence and driving power.

Findings

The results indicate that top management support, clarity on government policy, strategic vision on I4.0 and development of new industrial policy are the most influential factors, with the highest driving power placed at the bottom of the TISM hierarchical model. Furthermore, agile workforce, smart HR practices and IT standardization and security are identified as linkage enablers with the most driving and dependency power.

Practical implications

The hierarchical TISM model and fuzzy MICMAC approach provide a comprehensive understanding of the I4.0 implementation process through a visual, logical structure to the managers. It will help the researchers and practitioners understand the contextual relationship among various enablers in fostering the I4.0 adoption process and digital reorganization in the automobile industry during the COVID-19 pandemic.

Originality/value

This study provides a holistic TISM hierarchical framework on I4.0 adoption that will elevate the next maturity level of innovation adoption and may act as a blueprint for automobile industries during the COVID-19 pandemic.

Details

Journal of Business & Industrial Marketing, vol. 39 no. 2
Type: Research Article
ISSN: 0885-8624

Keywords

Article
Publication date: 8 October 2021

Gopal Krushna Gouda and Binita Tiwari

Although Industry 4.0 has created a digital disruption in the business world, there is a huge demand for competent personnel to adapt to innovation in a highly volatile…

1452

Abstract

Purpose

Although Industry 4.0 has created a digital disruption in the business world, there is a huge demand for competent personnel to adapt to innovation in a highly volatile environment. This study aims to develop a conceptual framework on innovation adoption, thus creating a sustainable business performance in the Indian automobile industry.

Design/methodology/approach

A sample of 272 employees working in the Indian automobile industry was empirically tested to examine the hypothesized relationships. The proposed relationships were further tested using structural equation modelling (SEM) with AMOS 26 software.

Findings

Results highlight that knowledge management, climate for innovation, learning agility and internal corporate communication positively affect innovation adoption. Perceived innovation characteristics also have a significant relationship with innovation adoption and sustainable business performance. Furthermore, innovation adoption has a positive relationship with sustainable business performance. However, ambidextrous leadership has a non-significant relationship with innovation adoption.

Research limitations/implications

This study was confined to the Indian automobile industry, which restricts its generalizability. Thus, future research can be conducted in other sectors and country contexts.

Practical implications

The paper provides valuable insights to practitioners, HR professionals and managers to develop an agile talent who quickly adapts innovative practices to deliver desired results. Organizations must incorporate digital leadership style, robust knowledge management, climate for innovation, learning agility and corporate communication into their talent development practices that further enhance strategic capabilities and lessen expenditures.

Originality/value

This paper provides a holistic framework of innovation adoption in the Indian automobile industry to attain sustainable business performance.

Details

International Journal of Productivity and Performance Management, vol. 71 no. 6
Type: Research Article
ISSN: 1741-0401

Keywords

Article
Publication date: 15 November 2017

Binita Tiwari and Usha Lenka

Organisations increasingly reduce enterprise costs via cost cutting measures of downsizing/layoffs as a short-term strategy. The purpose of this paper is to illustrate the…

Abstract

Purpose

Organisations increasingly reduce enterprise costs via cost cutting measures of downsizing/layoffs as a short-term strategy. The purpose of this paper is to illustrate the scenario of downsizing in the Indian IT/ITES sector and also identify enablers to develop and engage talent in downsized firms.

Design/methodology/approach

This paper is a general review.

Findings

Despite higher growth rates in the recent years, the IT/ITES sector faces an uncertain future due to economic recession, which has changed the business scenario across the globe. Organisations need to resuscitate employees’ confidence and self-efficacy through psychosocial support mechanisms like professional guidance by an emotionally intelligent leader, capacity-building measures, and continuous learning opportunities. They should prepare scheduled reviews by taking into account individual needs, learning styles, and current work priorities. Provisions for adequate pay, fringe benefits, job security, and healthy working conditions can further enhance morale and motivation of survivors.

Originality/value

This paper contributes to the literature of downsizing in the Indian context. Moreover, it emphasises on the significant roles of communication policies, knowledge sharing, and learning in rebuilding the psychological contract of employees.

Details

Industrial and Commercial Training, vol. 50 no. 1
Type: Research Article
ISSN: 0019-7858

Keywords

Article
Publication date: 4 January 2016

Binita Tiwari and Usha Lenka

– The purpose of this paper is to illustrate the role of psychological safety in engaging employees at times of economic recession.

3141

Abstract

Purpose

The purpose of this paper is to illustrate the role of psychological safety in engaging employees at times of economic recession.

Design/methodology/approach

Review of literature.

Findings

On perceiving a psychologically safe environment, employees freely share their knowledge, learn, and take risks to build their intrapreneurial abilities that would facilitate their level of engagement toward organization.

Originality/value

Focuses on employee engagement by taking into consideration the key measurements of psychological safety in post-recession.

Details

Development and Learning in Organizations: An International Journal, vol. 30 no. 1
Type: Research Article
ISSN: 1477-7282

Keywords

Article
Publication date: 13 June 2016

Usha Lenka and Binita Tiwari

The purpose of this paper is to review the extant literature on resonant leadership and develop a conceptual framework about the role played by resonant leaders of crisis-ridden…

1687

Abstract

Purpose

The purpose of this paper is to review the extant literature on resonant leadership and develop a conceptual framework about the role played by resonant leaders of crisis-ridden firms in developing employees for achieving triple “P” bottom line.

Design/methodology/approach

A systematic review of literature was conducted from 1994 to 2015 with key words leadership, resonant leadership, and triple “P” bottom line. Related research papers were searched from select databases of Elsevier, Emerald, Sage, Springer, Taylor and Francis, Wiley, and other library services of Proquest, Ebsco, and Scopus.

Findings

Resonant leaders motivate their subordinates by being compassionate toward them, showing an overall positive mood, and through guidance for achieving sustainable triple “P” bottom line. India is a secular country that emphasizes on spiritual beliefs as well as on socio-cultural and religious values. Therefore, Indian managers generally adopt these values in their early socialization process by following traditional epics and religious scriptures. They spread positive emotions among their subordinates and raise their level of consciousness by exhibiting altruistic values. Therefore, altruism could be considered as an additional dimension of resonant leadership style of Indian managers for downsized firms. These leaders nurture surviving employees at the time of economic crisis to build a sustainable triple “P” bottom line.

Originality/value

Altruism can be considered as a new dimension of resonant leadership style of Indian managers for downsized firms. These leaders provide a sense of psychological security to their employees by developing a value led organization with meaningful vision and an edge over their competitors.

Details

International Journal of Productivity and Performance Management, vol. 65 no. 5
Type: Research Article
ISSN: 1741-0401

Keywords

Article
Publication date: 1 June 2015

BINITA TIWARI and Usha Lenka

In the era of knowledge economy and global crisis, managing talent across the globe has become a strategic challenge for organizations to create long-term business success…

1105

Abstract

Purpose

In the era of knowledge economy and global crisis, managing talent across the globe has become a strategic challenge for organizations to create long-term business success. Getting the right employees in pivotal roles at the right time is crucial for firms to gain competitive advantage. Firms confront challenges to attract the prospective employees, develop, and retain their existing ones simultaneously to deliver excellence in the marketplace. Therefore, firms are required to address the needs and expectations of their employees through the involvement of top management, and provide challenging tasks and opportunities to enhance employees’ professional, social, and personal competencies. Such employees feel motivated and become highly engaged toward their job and organizational goals. Thus, the purpose of this paper is to propose a conceptual framework to build talent hub through engaging and branding employees in the organizations.

Design/methodology/approach

General review.

Findings

Engaged employees act as brand representatives, harmonize with firm’s values, and reflect the same in the external market, forming a talent hub.

Originality/value

This paper provides an outlook for building and branding organizations as a talent hub through valuing and engaging employees to ensure a prolonged succession for business success.

Details

Industrial and Commercial Training, vol. 47 no. 4
Type: Research Article
ISSN: 0019-7858

Keywords

Content available
Article
Publication date: 4 January 2016

Anne Gimson

128

Abstract

Details

Development and Learning in Organizations: An International Journal, vol. 30 no. 1
Type: Research Article
ISSN: 1477-7282

1 – 9 of 9