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The dynamic environment has necessitated searching for new ways for managing and grooming people for better performance. The purpose of this study is to explore ambidexterity in human resource management (HRM) for better management of paradoxical tensions and its effect on employee performance. Further, this research also addresses the black box in this relationship by evaluating the extraneous (managers’ ambidextrous orientation) and mediating (individual ambidexterity) variables in this relationship.

A quantitative research methodology has been used to explore the ambidexterity in HRM and its impact on employee performance. Around 470 banks have been contacted for data collection. The data have been thoroughly examined for reliability and validity. Further, it has also been checked for common method variance.

The findings revealed that individual ambidexterity mediates the relationship between ambidextrous HRM and employee performance. Further, managers’ ambidextrous orientation moderates the relationship between ambidextrous HRM and individual ambidexterity.

The present study makes an important contribution to the strategic HRM literature in general. The theoretical and practical implications have also been put forth for academic and practical fields. Lastly, the study contributes towards ambidexterity literature by examining it from an HRM perspective.

The purpose of this study is to explore the mechanism of digitalized transformation in organizations’ human resource management (HRM). This study summarizes three basic factors driving the digital transformation process in China: level of perception, level of application and speed of transformation.

This study analyzes the strategic transformation process of HRM in Haier, Hisense and Chambroad to explore the human resource digital transformation mechanism in Chinese enterprises.

The results of this study show that three HR value chain models can be constructed based on how well HRM deals with business: the efficiency-oriented HRM value chain, quasi-business-oriented HRM value chain and business-oriented HRM value chain. The basic factors – level of perception, level of application and speed of transformation – are observed in the entire HRM digital transformation process.

This study provides theoretical and empirical insights for enterprises to explore the value of digital technology in HRM and facilitate the digital transformation of HRM.

Resource orchestration theory proposes that firms need resources, capabilities, and horizontal and vertical alignment to achieve high performance. Thus, we investigate which combinations of horizontal fit of resources (commitment-based HR systems for managers and nonmanagers) and capabilities (HR flexibility) together with vertical fit with business strategy (innovation versus cost leadership strategies) relate to superior performance.

Our study is based on a sample of 113 Spanish firms from which we collected data on commitment-based HR systems for managers and nonmanagers, HR flexibility, business strategy and performance. We employ a fuzzy set qualitative comparative analysis (fsQCA) to analyze which configurations lead to firm performance.

The empirical analysis shows that both HR practices and policies (commitment-based HR systems) and HR capabilities (HR flexibility) need to be aligned for high performance. The path for performance is comprised of a combination of commitment-based HR systems for staff and HR flexibility and by the absence of an innovation strategy or commitment-based HR systems for managers, HR flexibility, and a cost leadership strategy. We also find four paths where performance relies on efficiently combining an innovation and cost leadership business strategy.

Our findings make three key contributions to the literature. First, we help elucidate multicausal relationships inside the black box of the “HR–performance” relationship for firm performance. Second, we study the vertical fit with business strategy by considering innovation and cost leadership strategies. Third, we analyze multicausal pathways, thus uncovering different combinations of resources and capabilities for performance.

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.

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.

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.

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).

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

This paper examines the growth trajectory, documents, journals, worldwide distribution authors, scientific production and thematic focus in the field of sustainable HRM.

A total of 765 publications (between 1982 and 2023) were chosen from the Scopus database that were diligently examined to reach insightful results. To aid the investigation, the Biblioshiny tool was used.

Through thematic mapping, the study finds that sustainable HRM is still an emerging and contemporary concept. Moreover, the themes of sustainable HRM are underdeveloped and need conceptual clarity. Additionally, these themes have evolved internally which have made a modest contribution to the advancement of the discipline. Furthermore, topic trending, word frequency and document citations indicate that a growing body of literature on sustainable HRM focuses extensively on environmental issues, demonstrating that HRM should be given greater attention to roles related to sustainability in the workplace.

Sustainable HRM should be a top priority for businesses, with an emphasis on environmental and sustainability concerns. To be in line with global sustainability standards, HR training needs to be updated. Companies should develop HR policies that put sustainability first and spend money on analytical tools. Academic and industrial cooperation can improve the field more quickly. Best practices can be standardized by participation in forums. It is crucial to take a holistic approach that balances environmental, social and economic factors.

This study distinguishes itself by adding highlights on bibliometric insights and thematic emphasis on sustainable HRM, adding to the progress of the field's knowledge and offering insightful pathways for future research.

Working arrangements’ hybridity has become paramount, particularly after the coronavirus disease 2019 pandemic. A remote working environment has indubitable advantages (e.g. the ability to work from anywhere and at any time). However, such flexibility comes at the cost of being virtually always connected. This duality poses challenges for talent management (TM) in determining who can thrive under these specific conditions and how. This study explores how employees respond to this extended connectivity – namely, work connectivity behaviour after-hours (WCBA) – and its influence on proactive talent behaviour by constructing and testing a theoretical model that differentiates employees’ reactions to this condition.

This study collected data from 400 mainland Chinese employees using online and offline methods. Owing to the potentially varied effects of working in digital environments on employees, a dual mediation regression model was employed to test the hypotheses.

Remote and hybrid work and, specifically, the increased connectivity experienced by employees can be a “double-edged sword” in influencing their proactive behaviour (PB). While employees experience increased organisation-based self-esteem, which positively correlates with more intense PB, this prolonged exposure may also cause emotional exhaustion (EE), which has a negative correlation with PB. Jointly considering both mediation effects revealed that WCBA’s total effect on PB remained negative.

This study enriches the debate regarding the development of TM practices specifically designed for remote work. It recommends paying greater attention to how employees react to increased connectivity experienced in remote and hybrid working environments. Increased self-esteem or passive EE are possible elements for identifying employees’ talent potential. The separation between work and after-work is becoming blurred in the digital age, which reduces employees’ motivation and ability to exploit their inner talents. Therefore, organisations must find alternatives to preserve their talent pools. This study enriches theoretical research on WCBA, promoting an in-depth application of the theory of job-demand resources in the digital age.

One of the most cited literature in SHRM is Schuler and Jackson’s (1987) behavioural model. This model proposes that organisational performance is dependent on the extent to which HRM practices can be effectively connected to competitive strategy and desired employee behaviours. Importantly, this model recognises the salient role of employee behaviour in performance outcomes and, moreover that different competitive strategies imply both promulgation and reinforcement of different sets of employee skills and behaviours. Surprisingly, despite its significant influence on SHRM, studies rarely examine this model in its entirety. Motivated by the need to better understand this model’s arguments in contemporary settings, our study uses a multi-actor design to explore the connections between competitive strategies (cost reduction and differentiation), employee behaviours, and HRM practices in service environments.

Adopting a multi-level, multi-actor survey design, our exploratory deductive study assesses the utility of strategic HRM’s (SHRM) behavioural model. Drawing on data from a sample of service organisations and using univariate analyses, we compare operationalised HRM practices and employee behaviours across different strategy types.

Results lend provisional support for the behavioural model, particularly in the case of a differentiation strategy where notable differences in HRM practices and employee behaviours were observed. Findings suggest growing levels of memetic and competitive isomorphism may be occurring, with this likely attributable to the increased incidence of idea generation and information sharing about best practices occurring amongst practitioners, as well as a growing nuance in operating markets, managerial preferences, employee expectations, stakeholder objectives, and the like.

Our study suggests refinements to the behavioural model are needed. Some support for the model’s key tenets is found, but these appear context specific. Thus, the merit in developing a priori typologies linking strategy type to HRM practices and employee behaviours where organisations operate in environments which are particularised and tumultuous appears debatable.

This study highlights the behavioural model’s nuance to modern service organisations and, by doing so, practitioners are provided with a behavioural pathway for achieving competitive advantage through their HRM practices. Findings also suggest that increasingly competitive environments might be encouraging practitioners to engage in isomorphic behaviours.

The use of a comparative research design allowed our study to contribute much needed empiricism to the largely conceptually informed stylised typologies depicting the linkages between different competitive strategies, implied employee role behaviours and HRM practices, thereby supporting the need for model refinement.

Proposing a strengths-based perspective for innovative work behaviour (IWB), the purpose of this paper is to explore character strengths (CS) as antecedents to IWB. Extending the literature and operating in the framework of positive organisational behaviour, this paper considers creative self-efficacy a crucial link between CS and IWB. The role of growth mindset and learning organisation in facilitating IWB, presented as a conceptual model, contributes to the theory in this field, aiding in developing an overarching theory to understand IWB.

A narrative literature review was performed on the CS, IWB and positive organisational behaviour literature to adapt theories and develop propositions for the conceptual model.

This paper develops a conceptual framework proposing direct relationships between CS and IWB. This study posits creative self-efficacy (CSE) as the mediator between this relationship and growth mindset, learning organisation as the moderators for the link between CS and CSE and CSE and IWB.

The paper presents a conceptual framework focusing on the positive personality traits of employees, precisely their CS. This study explores how leveraging these strengths can enhance their capacity for IWB. The suggested model also prompts additional research in understanding IWB.

To the best of the authors’ knowledge, the conceptual framework proposed is the first to explore the diverse individual differences factors and the role of contextual facilitation in enhancing employees’ IWB. This study contributes to the growing field of positive organisational behaviour and assists HR managers in tapping into employees’ internal resources. This paper’s theoretical and practical discourse can inspire future research and encourage a strengths-based view of workplace processes.

The paper aims to determine how intellectual capital development mediators aid in the development of the company. Intellectual capital management (ICM) enhancers are difficult to measure, yet there is enough information available to assess how they affect the development of an organization.

The following queries have been covered in this paper: What are the essential components that make up a firm's development? What part do ICM facilitators play in the development of the company? A methodical analysis of the literature was used to determine the ICM facilitators that propel the growth of the organization. To determine the crucial components of ICM effectiveness, a survey-based questionnaire was sent to a variety of employees in the public and private sectors of Indian organizations.

The interpretive structural modeling (ISM) provides information on the degree of involvement and illustrates how facilitators impact one another. In this paper, the ICM strategy is described in general terms and how businesses can use it for the development of the firms that boosts productivity and efficiency. The significance of human, structural and relational capital (RC) in Indian enterprises is examined in this paper. In addition to human capital, structural capital and relational capital, organizational culture, innovation and learning are all essential for putting ICM practices into practice. Specifically, these elements directly affect a business's ability to gain a competitive advantage, grow and improve organizational performance and ultimately the development of the firms.

The profiles of the respondents and the organizations to which they belong must be taken into consideration when interpreting the research's conclusions and findings. The respondents are limited to Indian organizations only.

ICM facilitators can reduce the number of complaints from customers and increase their satisfaction with the goods and services provided by Indian firms. ICM efforts may also be redirected into innovation to raise the quality of goods and services.

To improve firm development, experts who develop and implement ICM systems and processes in their respective fields might find this study useful in identifying the facilitators and developing a suitable plan for the methodical growth of intellectual capital that makes use of ISM.

Despite ongoing reports of insider-driven leakage of confidential data, both academic scholars and practitioners tend to focus on external threats and favour information technology (IT)-centric solutions to secure and strengthen their information security ecosystem. Unfortunately, they pay little attention to human resource management (HRM) solutions. This paper aims to address this gap and proposes an actionable human resource (HR)-centric and artificial intelligence (AI)-driven framework.

The paper highlights the dangers posed by insider threats and presents key findings from a Leximancer-based analysis of a rapid literature review on the role, nature and contribution of HRM for information security, especially in addressing insider threats. The study also discusses the limitations of these solutions and proposes an HR-in-the-loop model, driven by AI and machine learning to mitigate these limitations.

The paper argues that AI promises to offer many HRM-centric opportunities to fortify the information security architecture if used strategically and intelligently. The HR-in-the-loop model can ensure that the human factors are considered when designing information security solutions. By combining AI and machine learning with human expertise, this model can provide an effective and comprehensive approach to addressing insider threats.

The paper fills the research gap on the critical role of HR in securing and strengthening information security. It makes further contribution in identifying the limitations of HRM solutions in info security and how AI and machine learning can be leveraged to address these limitations to some extent.