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This study aims to examine the connection between scholars' research performance and the multidisciplinary nature of their collaborative research. Furthermore, in response to mixed results regarding the effects of multidisciplinarity on research performance, this study explores how human resource management (HRM) practices may moderate this link.

The authors built a model based on the theoretical arguments and empirical evidence found in the review of diversity and HRM literature. The authors also performed a quantitative study based on a sample of scholars in the field of management. Different econometric estimations were used to test the proposed model.

The results of this empirical analysis suggest that multidisciplinary research has a non-linear effect on research performance. Certain HRM practices, such as development and collaboration, moderated the curvilinear relationship between multidisciplinarity and performance, displacing the optimum to allow higher performance at higher levels of multidisciplinary research.

The paper provides advances on previous works studying the curvilinear relationship between multidisciplinarity and the researchers' performance, confirming that multidisciplinarity is beneficial up to a threshold beyond which these benefits are attenuated. In addition, the findings shed light on important issues related to team-oriented HRM practices associated with the outcomes of multidisciplinary research.

The purpose of this study is to depict the value added by digital transformation to intellectual capital (IC) by virtue of the studies reached by the literature review on different databases are examined.

Journal of Intellectual Capital, which has the highest number of records from the resources included in the “Web of Science” content and covering the title of “intellectual capital” has been selected in this study. Research using bibliometric analysis has been conducted and it has been determined that the terms “digital transformation” and “intellectual capital” should be searched for simultaneously in each and every article published in the journal between the years 1975 and 2022.

A bibliometric analysis and citation mapping process are carried out considering all dimensions to reach the results and interpretation of findings. VOSviewer is used to visualize the bibliometric networks of results and findings in the form of scientific mapping, as well as to visualize the co-authorship analysis of keywords, co-authorship analysis and citation networks.

Bibliometric analysis is a method that can be used to evaluate the performance of a single journal. However, it is important to note that bibliometric analysis has some limitations when it comes to assessing the validity of a single journal. This circumstance is elaborately described as a limitation of this study. Bibliometric analysis is a method that can be used to evaluate the performance of a single journal. However, it is important to note that bibliometric analysis has some limitations when it comes to assessing the validity of a single journal. One limitation is that bibliometric analysis is based on quantitative metrics, such as citation counts, which do not take into account the quality of the research. Therefore, bibliometric analysis alone may not provide a complete picture of the validity of a single journal. In addition, bibliometric analysis is based on the number of times a paper is cited, which can be influenced by factors such as the prestige of the journal, the field of research and the time since the publication. In conclusion, bibliometric analysis can be used to evaluate the performance of a single journal, but it is important to consider its limitations.

This study identified contributions, gaps and limits based on the results of a bibliometric analysis. Italy is the most influential country and the issue is structured around four clusters: IC; digital transformation; human capital; and knowledge management. As previously unexplored issues are addressed in an innovative manner, it is acceptable to underline the paper’s originality.

Since the 1980's, diversity management (DM) has been regarded as a relevant scholarly and practical endeavour laden with different and often contrasting rationales and conceptualisations. In this regard, the current literature on DM largely differentiates between two overarching approaches – the instrumental and the critical approach with varying conceptualisations and underlying understandings of DM. The purpose of this paper is to discuss how a paradox lens can be utilised to bridge existing understandings of diversity management.

The authors aim to discuss the current state of DM literature and reconceptualise DM from a paradox lens.

The authors argue that the use of a paradox lens on DM allows for challenges to be brought forward instead of ignored or hidden away by illuminating and actively acknowledging both the liberating but also the challenging and oftentimes constraining experiences for the actors involved. Thus, a Paradox lens offers space for embracing and utilising paradoxes when working with diversity.

Diversity management is no new concept in the field of human resource management and several scholars argue that the longstanding divide between the instrumental and critical approach remains problematic and limiting for the practice of DM. Hence, the value of reconceptualising DM from a paradox lens lies in bridging the two approaches in order to give way to viewing DM as a nuanced, dynamic and multifaceted practice that can accommodate complexity and contradictions in new and potentially beneficial manners.

Research on strategic procurement was mostly focussed on the clients' and main contractors' perspectives, while limited work had been done from a subcontractor's perspective. The paper hypothesises that “strategic capability” influences the latent constructs of power, dependence and collaboration in the main contractor–subcontractor relationship. Therefore, the purpose of this study is to investigate the influence of a subcontractor's strategic capabilities on power, dependence and collaboration.

A survey questionnaire was developed and distributed amongst the subcontractors in Australia, and 212 complete responses were received. Then second order confirmatory factor analysis and partial least square structure equation modelling (PLS-SEM) analysis were performed to test the hypothesised relationships.

The findings support “strategic capabilities” as a construct expressive of a subcontractor's unique market position and good business reputation. The findings also suggest that strategically capable subcontractors enhance their potential for forming partnerships with main contractors through dependence (StratC. → Dep., β = 0.84; Effect Size (ES) = 0.713; p < 0.01), collaboration (StratC. → Collab., β = 0.84; ES = 0.697; p < 0.01) and bargaining power (StratC. → Pow., β = 0.83; ES = 0.672; p < 0.01).

The study is one of its kind to explore the impact of a subcontractor's strategic capability on their bargaining power, dependability and ability to form collaborations. Furthermore, results indicate that the “strategic capabilities” of subcontractors can strongly influence their ability to create “dependence”, foster “collaboration” and exert “power” over a main contractor. The findings can help improve the strategic procurement decision-making processes of both subcontractors and main contractors to build better business relationships.