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The current era of the fourth industrial revolution has attracted significant research on the use of digital technologies in improving construction project delivery. However, less emphasis has been placed on how these digital tools will influence the management of the construction workforce. To this end, using a review of existing works, this chapter explores the fourth industrial revolution and its associated technologies that can positively impact the management of the construction workforce when implemented. Also, the possible challenges that might truncate the successful deployment of digital technologies for effective workforce management were explored. The chapter submitted that implementing workforce management-specific digital platforms and other digital technologies designed for project delivery can aid effective workforce management within construction organisations. Technologies such as cloud computing, the Internet of Things, big data analytics, robotics and automation, and artificial intelligence, among others, offer significant benefits to the effective workforce management of construction organisations. However, several challenges, such as resistance to change due to fear of job loss, cost of investment in digital tools, organisational structure and culture, must be carefully considered as they might affect the successful use of digital tools and by extension, impact the success of workforce management in the organisations.

The rapid adoption of digital technology forced the leaders to explore and examine the drivers and facilitators capable of enhancing the bank's performance. This paper empirically aims to examine the role of technology acceptance and workforce agility in digital technology adoption in the banking industry. Furthermore, this research examines the mediating role of workforce agility between digital technology acceptance and digital technology outcome.

Influenced by the Attitude–Behavior–Outcome framework, this survey research has been designed to collect data from both high-level executives and low-level executives working in the banking sector undertakings of India. The research adopted a two-step procedure for testing theoretical models using SPSS-AMOS, Version 27. Hayes PROCESS macro (Version 4.3.1; 2023) technique was executed to test the mediation.

The result proved that the banker's acceptance of digital technology positively impacted banks' performance. Furthermore, this study proved that workforce agility has a favorable, significant mediating influence between digital technology acceptance and digital technology outcome suggesting banks design and implement suitable management policies and practices to enhance the technology acceptance mindset of the bankers and promote workforce agility for higher customer relationships and performance.

Being the first-ever research to examine the role of workforce agility, this study proved its mediating effect on effective digital transformation.

Information technology (IT) personnels’ technical, business and behavioral skills are critical enablers for generating IT value. In an increasingly digitalized working environment where non-IT employees participate in digital innovations, a focus on IT personnels’ skills only doesn’t meet researchers’ need for a framework to study digital skills and managers’ need to address digital skills challenges across an enterprise’s workforce. Nevertheless, the digital skills topic is complicated by conceptual ambiguity and a lack of theoretically derived and empirically validated model. The purpose of this study is to address this problem.

Theoretically, this study draws on human capital (HC) and resource-based view (RBV) theories. Empirically, it follows mixed method combining interviews and a survey.

The digital skills construct is a multidimensional second order reflective construct. While its development is influenced by an organization’s commitment and exposure to digitalization, it influences the value organizations obtain from digitalization.

This study conceptualizes the digital skills construct, identifying technology agnostic subdimensions that are meaningful beyond a particular digital domain [information and communication technology (ICT), information, Internet, Inter of Things (IoT)] and establishing a valid measure. Other researchers can improve both the indicators of the existing four conceptually distinct and managerially recognizable workplace digital skills dimensions as well as testing new ones.

Managers can use the instrument to assess the extent to which their non-IT workforces are equipped with digital skills and get strategic insights for specific interventions such as upskilling or buying in skills.

The main theoretical contribution of the paper is the conceptualization and validation of the digital skills construct for the non-IT workforce. Furthermore, we provide a theoretical framework to explain the factors that could influence the development of digital skills and demonstrate the impact that digital skills have on selected digitalization value indicators. This contribution provides the foundation for investigating the drivers, outcomes and the relationship of digital skills to other constructs such as digital transformation, innovation and firm performance.

The aim of this study is to examine in detail the impact of technological advancements on the workforce within the tourism industry. Specifically, it seeks to understand the effects of information and communication technologies (ICT), social media, the internet and websites, mobile technologies and other technological developments on workforce dynamics, skill requirements and job descriptions. The research intends to analyze how technological innovations are transforming the workforce and how these transformations are influencing practices within the industry.

This study employs a comprehensive literature review to understand the impact of technological innovations on the workforce in the tourism industry. The research aims to conduct an in-depth examination of empirical data obtained from extensive databases in the fields of technology and tourism and detail the effects of technological advancements on the workforce. Additionally, it includes a general assessment of trends and transformation processes within the sector by synthesizing findings from existing literature on the relationship between technology and workforce.

The results of the research reveal that technological innovations have fundamentally transformed workforce dynamics and job descriptions. Developments in information technology have led to the automation of routine tasks and the creation of high-skilled new job roles. Social media has contributed to the emergence of new job roles and skill requirements, while the internet and websites have altered digital marketing strategies. Mobile technologies have increased the necessity for the workforce to develop mobile skills. Furthermore, big data and artificial intelligence applications have enhanced the workforce’s data management and analysis capabilities.

This study makes a significant contribution to understanding the impact of technological innovations on the workforce in the tourism industry. The findings emphasize how technological changes have altered skill requirements and job descriptions, highlighting the increased need for continuous education and skill development.

The purpose of the research is to develop scientific and methodological recommendations for indicative evaluation and systemic management of the professional and qualification potential of the digital society and to approbate them by the example of modern Russia.

The authors use the proprietary algorithm of the creation and implementation of the professional and qualification potential of the digital society. Based on the new algorithm, a proprietary methodology of indicative evaluation of the professional and qualification potential of the digital society is developed.

The authors offer a complex of recommendations for systemic management of the professional and qualification potential of the digital society and their approbation by the example of Russia in 2020, which allow achieving high effectiveness of this management. The results of approbation of the proprietary methodology and recommendations by the example of Russia in 2020 showed that the professional and qualification potential of the digital society is rather high and well-balanced; it is normal but has perspectives for an increase. There is an imbalance, which is caused by the domination of the development of the education market over the market of labor and entrepreneurship. Based on this, managerial measures are recommended for the development of the professional and qualification potential of the digital society in Russia.

The offered algorithm sets the foundation of an expanded view of the studied process, according to which the professional and qualification potential of the digital society is not only limited by the educational market but also covers the labor market and entrepreneurship. This view is revolutionary for modern Russia. The advantages of the authors’ methodology of indicative evaluation of the professional and qualification potential of the digital society include the usage of the complete set of qualitative and quantitative indicators, delimitation of indicators as to the stages of the algorithm, and the improved matrix for treatment of the results.

Digital transformation is a much prevalent process being practiced in the different spheres of the business sectors. This transformational framework has been made possible by the extensive use of digital technologies. Nevertheless, companies are serious regarding the digital transformation process but hesitate in their stock of workers possessing digital abilities. The building up of dexterous teams is of paramount importance in achieving goals. In the research, there has been an examination of the techniques and methods used by select companies to encourage and develop their employees to become attuned with the digital transformation processes implemented. The author has also conducted an exploratory study to identify the sophisticated techniques used by most new companies on their workforce to upgrade their digital awareness and capabilities. Furthermore, in doing so, a model has been developed to sustain, evolve, and ultimately to transform the employees in the digital era.

Successful digital transformation requires a change in organisational structures, processes, capabilities and competencies. Digital transformation research is more influenced by the technology adaptation model and hence focuses on people's attitudes, behaviour and abilities. Recently, employee agility has attracted attention in the context of technology adoption and Industry 4.0. The current research explores the relationship between employee agility and digital technology adoption in the context of digital transformation by adopting the systematic literature review method.

Following the attitude–ability-behaviour–outcome framework, the research explored the specific agile ability, attitude and behaviour characteristics useful for digital transformation. Following the preferred reporting items for systematic reviews and meta-analyses (PRISMA) framework consisting of (1) initiation, (2) screening, (3) evaluation and (4) confirming inclusion (Ambika et al., 2023), the study identified 19 papers from SCOPUS indexed journals.

The study result found that agile attitude characteristics such as collaborative mindset, computer self-efficacy, ambiguity aversiveness, etc. are influencing the digital transformation process. Agile abilities like basic computer knowledge, previous technical experience, cognitive abilities, innovation capability, digital competence training and supporting proper knowledge management practices also influence digital transformation. Finally, agile behaviour such as relationship building, knowledge-sharing behaviour, promoting values of learning, risk-taking and experimenting, rewarding innovativeness and customer-centric innovation and displaying adaptability, resilience and commitment to change, etc. are found to drive digital transformation.

Research on workforce agility and digital transformation is scarce. The current study contributes to benchmarking research by exploring specific agile attitudes, abilities and behaviour characteristics relevant to digital transformation, especially in the era of Industry 4.0.

The aim of this paper is to identify and analyse workforce development challenges in the digital age by first, presenting these challenges and relationship between them, and then proposing a structural model that categorizes these challenges and proposes suggestions for managers to improve human resources practices and firm performance.

Fuzzy total interpretive structural modelling (TISM) is used as the methodology, which gives an interpretive structural model by presenting direct and transitive relationship between workforce development challenges and categorizes them under autonomous, dependent, independent and linkage groups.

In total, 13 different workforce development challenges are presented in this study. Results showed that lack of IT/digital skills has a critical role in workforce development in terms of affecting other challenges. Dependent group includes requirements for longer learning time and specialized training, lack of analytical thinking and dealing with complexity, and lack of interdisciplinary thinking and acting. On the other hand, lack of ability in decentralized decision-making and shortage of workforce with adequate skillset within the labour market have more macro-impacts on others. Most of the challenges located in the linkage group, which means that most of the challenges are interrelated with each other.

Originality of this paper is presenting a systematic structure for workforce development in Industry 4.0 that considers challenges systematically.

This paper aims to clarify the relationship between digital transformation and labor structure from the perspectives of microenterprise business strategies and factor allocation efficiency. It attempts to address the gap in existing research by explaining the impact of digital transformation on multidimensional workforce structures and the positive effects of this structural adjustment on labor allocation efficiency. In addition, the study further explores the economic ramifications of digital transformation, clarifying the correlation between changes in labor force structure and enterprise human resource allocation, thus enhancing the employment mobility effects of digital innovation at the enterprise level.

In contrast to prior research, our approach uses text analytics to assess the internal labor structure, incorporating labor skill, position and age into the analytical framework. This approach yields a more comprehensive data set, shedding light on variations in multidimensional employment structures.

The paper asserts that digital transformation significantly influences labor structure changes, evidenced by increased proportions of high-skilled, non-routine and younger laborers, as well as decreased shares of low-skilled, routine and older-age workers. Furthermore, it captures internal labor structure impacts, influenced by enterprise size, ownership, industry density and regional digitization levels. Mechanism analysis indicates moderation of digital transformation effects on labor structure by innovative tasks, labor productivity and management shareholding.

The paper reveals the specific impact of corporate digital transformation on workforce structure, enriching the employment mobility effects of digital innovation at the enterprise level and providing theoretical support for the formulation and implementation of relevant policies.

First, this paper delves into the impact of digital transformation on the internal labor structure from a microlevel perspective, elucidating its mechanisms. Second, in contrast to prior research, it uses text analytics to assess the internal labor structure, incorporating labor skill, position and age into the analytical framework. This approach yields a more comprehensive data set, shedding light on variations in multidimensional employment structures. Lastly, the study investigates the economic ramifications of shifts in employment structures. The findings of this study furnish novel empirical evidence for the debate regarding whether digital transformation can indeed enhance labor allocation efficiency.