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This paper explores how adaptive organizations, companies capable of continuously adapting their organizational model, dynamically solve the universal problems of organizing.

The authors applied grounded theory to data acquired from six interpretative case studies, collected in two rounds of interviews (15 in total), then completing and validating the study’s evidence through triangulation with several secondary data sources.

In adaptive organizations, polyarchies and intrapreneurial employees are essential to shape the division of labour, leading to high levels of autonomy and empowering individuals and teams, while reducing bureaucracy and hierarchy. In terms of the integration of effort, digital solutions are preferred to social proof in the provision of information, while the authors note that incentives are always geared towards developing strong higher-order dynamic capabilities.

This paper has some limitations that could be addressed in future research, including longitudinal studies to analyse the link between the universal problems of organizing and a company's dynamic capabilities.

Adaptive organizations go beyond tech firms in responding to the universal problems of organizing work by making specific use of digital technologies.

The paper studies how companies should organize themselves so that they continuously adapt to an ever-changing competitive environment.

Despite the trend, managing and maximizing the effectiveness of blended workforce is not well-understood. The purpose of this paper is to institutionalize a blended workforce model in the post-COVID era, that is, a movement from homogenous workforce to heterogenous workforce of full-time employees working in tandem with gig talents connected via digital platforms.

The evolution of gig economy is presented for contextualizing the development of prospective business models in the post-COVID era to establish clarity on the relationship between the employers and the blended workforce. To achieve this conceptual switch, a framework is proposed to support this type of workforce for creating a fair balance.

By drawing on the concepts of various talent management functions, propositions were made predicting that the alignment of the multilateral activities of the gig workers with permanent workforce will be leveraged in the future to address the needs of short-term specialized skill-sets and scalable operations while creating a fair balance through a flexible and agile workforce.

First, the paper explores how bridging the gap between the traditional and gig workforce can impact the key antecedents of a blended workforce ensuring a fair trial. Second, on an economical level, the COOKIE framework proposed in the paper is expected to play a crucial role in creating new job opportunities, boosting employee morale while minimizing costs and increasing productivity of the organizations.

The purpose of this paper is to provide an inside-out perspective on the practices and effects of talent management (TM) in a multinational organization.

The study adopts an autoethnographic approach focusing on the experiences of the first author during her employment in a multinational organization. This approach contributes to the literature by providing an insider talent perspective that thus far has not been presented in TM research.

Applying autoethnography as a means to address the inside-out perspective in TM reveals a tension. The authors label this phenomenon the “talent paradox,” defined as the mix of simultaneously occurring opportunities and risks for individuals identified and celebrated as a talent.

The paper may be of value to TM scholars and practitioners, as well as to employees who have been identified as high potentials or talents in their organizations. In contrast with the TM literature’s optimism, the findings illuminate that being identified as a talent may paradoxically produce both empowerment and powerlessness. Attending to personal aspects of TM processes is relevant for organizations as well as for individuals as it enables reflection and sensemaking.

The 22q11.2 deletion syndrome (di George syndrome) is one of the most prevalent genetic disorders. The clinical features of the syndrome are distinct facial appearance, velopharyngeal insufficiency, conotruncal heart disease, parathyroid and immune dysfunction; however, little is known about possible neurodegenerative diseases. We describe the case of an 18-year old patient suffering from 22q11.2 deletion syndrome. Since adolescence, he presented with behavioral disorders, recommended treatment with 2 mg aloperidin and he presented cervical dystonia and emergence of torticollis and trunk dystonia. Antipsychotic medications either accelerate or reveal dys-tonic symptoms.

This study aims to help students to relate their theoretical knowledge in managing change in a crisis. It is more relevant in today’s pandemic situation and could be a morale booster for many entrepreneurs who are struggling to sustain.

It is based on managing real-life change situation in organization, and it is presented in narrative form.

CERA India could successfully transform and sustain in Covid-19 pandemic situation with an inclusive approach, without losing their identity.

This study is based on consulting experience and success story of one organization in pandemic situation. Important message is in a crisis, organizations can sustain partnering with people. But, this depends on the prevalent culture of the organization. Also, other organizations before replication need to ascertain the problem of their brand dilution, for shifting their focus to other product lines.

This story can be used in organizational change management classes, and students may be assigned to document their lessons. At the end of the story, some possible areas of investigation for students are listed for getting appropriate direction.

In this pandemic situation, this study is socially relevant, as it shows how organizations can sustain with a human face.

This study is original and based on real-life experience in managing organizational transformation in a crisis situation. The name of the organization is imaginary, as organization did not like their name in public. This is one reason of not using their data for tabular presentation.

Cornelia de Lange syndrome (CdLS) is a congenital disorder characterized by distinctive facial features, growth retardation, limb abnormalities, intellectual disability, and behavioral problems. Cornelia de Lange syndrome is associated with abnormalities on chromosomes 5, 10 and X. Heterozygous point mutations in three genes (NIPBL, SMC3 and SMC1A), are responsible for approximately 50-60% of CdLS cases. CdLS is characterized by autistic features, notably excessive repetitive behaviors and expressive language deficits. The prevalence of autism spectrum disorder (ASD) symptomatology is comparatively high in CdLS. However, the profile and developmental trajectories of these ASD characteristics are potentially different to those observed in individuals with idiopathic ASD. A significantly higher prevalence of self-injury are evident in CdLS. Self-injury was associated with repetitive and impulsive behavior. This study describes the behavioral phenotype of four children with Cornelia de Lange syndrome and ASDs and rehabilitative intervention that must be implemented.

This paper aims to contribute to discussion around the need for improved models for change in a rapidly changing world. It also aims to provide insights for further discussion around how a Nordic management approach can relate to the need for new change ideas. Since Lewin proposed that change requires unfreezing, moving and refreezing, several changes in models have been introduced. Many models include similar factors such as the need for a vision, a clear process and to motivate change. These change factors are investigated in this paper and related to a fast-paced, uncertain and volatile environment

Based on a collaborative research approach, engaging with leaders in five organizations, all headquartered in the Nordic countries, this paper examines problems with traditional change models in a contemporary context as well as how these challenges could be handled.

This paper concludes that leaders still find value in traditional models but see that these models need to be adapted to include elements of more recent research. This paper suggests tweaks in traditional change factors and ends with a proposition with a renewed model for change.

The ideas in this paper could be seen as a bridge between traditional and modern models – a bridge that seems to be needed in practice. It draws on action research and close relationships with top management, as they are working with change – potentially giving the study a unique angle on a practical, widespread problem: succeeding with change

Industry 4.0 is dramatically affecting businesses behaviours and strategies, transforming products design, manufacture, operations and services. An outcome of this transformation is digital servitization. This paper aims to contribute to the extant literature about digital servitization in B2B contexts by analysing how I4.0-based servitization affects the quality of supplier–customer relationships.

The authors adopted a qualitative methodology based on an exploratory multiple case study. In particular, the study included 22 Italian B2B manufacturing firms whose I4.0-based digital servitization approaches are described and, then, analysed in relation to the quality of supplier–customer relationships.

The access to customers and data is critical to enable advanced digital services and for improving relationship quality; the levels of relational intimacy and informational openness lead to two subsequent levels of data-driven efficiency and data-driven effectiveness, impacting significantly on relationship quality and enabling relational innovation.

The research explores the link, so far underestimated, between digital servitization and relationship quality in industrial contexts.

Human resource analytics (HRA) is an HR activity that companies and academics increasingly pay attention to. Existing literature conceptualises HRA mostly from an objectivist perspective, which limits understanding of actual HRA activities in the complex organisational environment. This paper therefore draws on the practice-based approach, using a novel framework to conceptualise HRA-as-practice.

The authors conducted a systematic literature review of 100 academic and practitioner-oriented publications to analyse existing HRA literature in relation to practice theory, using the “HRA-as-practice” frame.

The authors identify the main practices involved in HRA, by whom and how these practices are enacted, and reveal three topics in nomological network of HRA-as-practice: HRA technology, HRA outcomes and HRA hindrances and facilitators, which the authors suggest might actualize enactment of HRA practices.

The authors offer HR function and HR professionals a basic ground to evaluate HRA as a highly contextual activity that can potentially generate business value and increase HR impact when seen as a complex interaction between HRA practices, HRA practitioners and HRA praxis. The findings also help HR practitioners understand multiple factors that influence the practice of HRA.

This systematic review differs from the previous reviews in two ways. First, it analyses both academic and practitioner-oriented publications. Second, it provides a novel theoretical contribution by conceptualising HRA-as-practice and comprehensively compiling scattered topics and themes related to HRA.