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The purpose of this paper is twofold: to raise and address an important change for the human capital in the future of Industry 4.0, and to propose a human-focused perspective for companies underneath the new Industrial Revolution.

The research study follows a state-of-the-art literature review process. The nature of the selected approach enables to cover the extensive aim of the paper with sufficient scientific solidity that should support the understanding of every topic.

This work has presented three relevant aspects for Industry 4.0 and its human labour force: a workforce architecture with new interactions, a term to embrace the human capital of the future and a typology for referencing the required competences for Industry 4.0.

The paper sheds light on an important aspect for the emerging Industrial Revolution, the human force. The result and conclusion sections suggest future implications for academia and the private sector, due to changes at the conceptual and practical levels of human operation in the industry – for example, new structural interactions among employees, additional qualities to human capital and different ways to identify the competences for the workforce.

This is an interdisciplinary study that tries to bring together a modern industrial term, a social focus and a company scenario. From this, it was possible to obtain a new social term, a novel typology of competences and a new company-scenario interaction.

The present study is an attempt of identifying the human capital skills and HR-related challenges faced by top management in the perspective of industry 4.0 in emerging economies. In addition, the importance or key resources related to human assets that help in attaining competitive advantages while adopting newer digital technologies are also identified.

For identifying the dimensions of human capital skills in the perspective of industry 4.0, an extensive review of literature was performed. Along with that, feedback from the expert was used to conceptualize the importance and relationship of the skills in the context of industry 4.0. After that, a qualitative survey was launched and triangulate method was applied for identifying the skills. AHP and DEMATEL was used to analyze the relationship among the skills and subskills and to rank them based on their importance.

The qualitative survey resulted in skills such as “Cognitive, Emotional and Behavioural skills” and subskills of them. AHP results indicated that “Cognitive skills” was found as the most important skill followed by “Emotional skills” and “Behavioural skills”. In addition to this, DEMATEL was applied for seeking the inter-relationship and identifying the “Cause” and “Effect” relationship of skills and sub-skills.

This study prioritizes factors in a coordinated manner and also finds the relative importance in the context of industry 4.0. It will help further in identifying and deploying human capital with the right skills and will play a significant role at the time of formulating organizational and HR level strategies.

In recent years there has been increasing focus on the importance of intellectual capital disclosure. The major resources of the football industry are human ‐ the players (as well as coaches and management) and supporters, yet the traditional accounting framework is largely ineffective in capturing these ‘hidden’ values. This paper reviews research on the quality and extent to which 19 listed professional English football clubs are reporting intellectual capital in their annual reports for the 2002 period. A disclosure index was developed and applied, giving scores for categories of disclosure and for the football clubs. The research findings suggest that components of intellectual capital were poorly reported by listed professional football clubs. External capital reporting was the highest scoring category, followed by human capital. However internal capital reporting scored the lowest. The research findings indicated a positive significant correlation between the size of clubs, club performance and their overall intellectual capital disclosure, in line with previous research in different industries. In conclusion, the importance of intellectual capital is recognized in the football industry as evidenced by the quality and quantity of IC disclosure by some clubs. However, the variability in reporting of different components of intellectual capital suggests that there is considerable room for improvement if the key resources of the football industry are to be truly reflected in the accounting system.

This study aims to examine the relationship between board capital and firm performance in the Chinese tourism industry.

The study’s sample includes firms from the Chinese hotel, air transportation/travel and catering industries. This study explores the governance environment in tourism industries. This study estimates three dimensions of the board, including education, expertise and directors interlock. These dimensions are further grouped as human capital (i.e. education and expertise), social capital (interlocks) and board capital (sum of social and human capital). Ordinary least square regressions with multiple robustness tests are used to investigate the effect of board capital on firm value in Chinese listed tourism firms during 2005–2018.

This study finds that board capital positively impacts firm performance in its dimensions of human and social capital. This study also highlights the two important ownership contexts, namely, institutional investors and state-ownership, that shape the board capital-firm performance association in the Chinese tourism industry.

The findings suggest that board capital plays a significant role in corporate decisions. The results illustrate that higher board capital improves both governance mechanisms and resource provision roles of the board, resulting in higher firm value. The results further offer implications for managers and shareholders of tourism firms when electing directors as shareholders’ representatives.

The study has two important contributions. First, it extends the prior literature of firm value by considering the board’s human and social dimensions in the tourism sector. Second, contrary to prior research on board, this study takes three facets of board capital, education, expertise and interlocks that improve governance mechanisms and bring new resources in the shape of skills, knowledge and expertise.

This study presents a model for assessing the effects of employee ICT training on organizations’ results. It also introduces digital transformation as a mediator between the two concepts and studies the role of organizational commitment and human capital in terms of digital transformation.

Surveys were completed by the CEOs of 184 Spanish companies, and their responses were analyzed with Partial Least Squares.

The results empirically analyze the proposed theoretical model and highlight the fact that human capital and organizational commitment partially mediate the link between ICT training and digital transformation. Furthermore, there is a direct relationship between ICT training and company performance.

Directors and managers should invest more resources in the human capital of their company through ICT training. In fact, it can improve organizational commitment, encouraging employees to adopt innovative behaviors, thus allowing for the necessary digital transformation.

Despite heavy theoretical emphasis on the study of the conditions necessary for the digital transformation of companies, few studies have empirically analyzed the effects of adopting certain practices for its implementation. This paper focuses on analyzing the effect of ICT training, which is configured as a tool capable of improving staff knowledge and increasing employee commitment. This is essential for adopting organizational change such as digital transformation.

Due to the global labor market challenges, international companies react and adjust fast to these circumstances by implementing digital solutions into all business processes. Organizational ambidexterity is seen as the response of digital transformation and it can be divided into structural, contextual, and sequential dimensions. In this context, organizations representing the smart industry will need employees with specific competencies which let them meet technological challenges.

This chapter aims to clarify the state of opinion on expectations towards, and preparedness for, the impact of Industry 4.0 on human resources management and the implementation of various types of ambidexterity in these companies. We have conducted interviews with key HR informants from manufacturing companies operating in Germany and Poland. We have found that Industry 4.0 has a significant impact on HR practices. In both international companies, various digital solutions in employee recruitment, development, and performance, have been implemented. There have also been mature examples in both companies of structural, contextual, and sequential ambidexterity.

The study aims to investigate the interplay among digital technologies, intellectual capital and innovation. Thus far, there have been scant research on such intricate bundle of interactions. Also, the findings of previous studies were rather inconclusive, because conflicting results emerged over time. Building on the existence of heterogeneous evidences, this study solved the detected criticism by suggesting a curvilinear relationship among digital technologies, digital skills of human capital and intellectual property. Specifically, we argue that the relationship between digital technologies and intellectual property is inverted u-shaped.

Hypotheses are tested by applying a generalized linear model (GLM) regression analysis and a quadratic model for non-linear regression. The study analysed a large-scale sample of micro-data drawn from Eurostat. Such sample embraces the population of firms operating in all European member states.

Overall, the results of the study confirm that digital technologies are curvilinearly related to intellectual property. Precisely, the curve is inverted u-shaped. Notably, results show that digital skills only matter when employees have very demanding duties to accomplish. In all other cases, digital skills do not affect intellectual property significantly.

The research is solely focused on firms' operating in the European Union. Future studies should extend the analysis to other geographies.

At a real impact level, the study suggests that intellectual property is only partially fostered by digital skills and digital technologies. In this sense, digital skills might be overrated.

Differently from prior research, this study originally detangles the impact of digital technologies on firm's intellectual capital by suggesting the existence of an inverse u-shaped relationship between variables.

The existing literature on venture capitalists’ (VCs’) exits provides insufficient evidence regarding factors affecting the exit decision. This study aims to identify these factors and examine how VC firms do ranking or prioritize these factors.

The study is based on primary data. The qualitative analysis was done to develop the survey instrument. Fuzzy analytical hierarchical process, which is a popular method of multi-criteria decision modeling, is used to identify or rank the determinants of exit strategy by venture capital firms in India.

Broadly, eight determinants of exit strategy are ranked by VCs. A total of 33 statements describe these eight determinants. The results are analyzed on the basis of four measures of VCs’ profile, i.e. age of VC firm, number of start-ups in portfolios, type of investment and amount of investment.

The survey instrument needs to be validated with a larger sample size and other financial backers than VCs.

The study has direct managerial implication for VC firms as it provides useful information regarding the determinants of exit strategy by VC firms in India. These findings can provide necessary information to other financial backers too, viz., angel investors, banks, non-banking financial institutions and other individual and syndicated set-ups providing funding to start-ups.

The current research is unique as no prior study has explored the determinants of VCs exit strategy and prioritizing these determinants.

The research examines the role of Smart HRM 4.0 in developing dynamic capabilities and its impact on human resources and organizational performance.

The authors used a grounded theory approach and conducted interviews of 39 senior HR managers from IT, ITeS, consulting, services and E-commerce companies through a semi-structured questionnaire. The authors analyzed the interview data with NVivo 8.0 to identify the themes related to the dynamic capabilities to Smart 4.0 HR practices.

The study provides a conceptual framework for organizational performance using dynamic capabilities built due to Smart HRM 4.0 practices. Organizations use Smart HRM 4.0 to develop dynamic capabilities: building learning and knowledge sharing capability and integration, reconfiguration capabilities. Further, the dynamic capabilities contribute to HR and organizational performance.

This study divulges the role of Smart HRM 4.0 practices in developing dynamic capabilities in Indian firms. The study provides an appealing insight into the structural link between Smart HRM 4.0 and dynamic capabilities, which are yet to be explored. This study extends the Smart HRM 4.0 and dynamic capabilities concepts for senior HR professionals and contributes to human resource management and organizational performance literature.

The transition from Industry 3.0 to the fourth industrial revolution was a big jump that created a vacuum in many developing countries. Drawing upon institutional theory and resource-based view theory, the current study proposes a theoretical model linking the institutional pressures and resources (workforce skills) in context to the apparel industry of Bangladesh.

This study adopts a qualitative approach involving 20 semi-structured interviews, followed by thematic analysis using NVivo 12 software. The researchers impose both deductive and inductive thematic analysis to generate themes. The data analysis involves various stages applying the phenomenological approaches.

Institutional pressures (coercive) positively influences the workforce skills (technical and managerial) in the fourth industrial revolution in Bangladesh apparel manufacturing industry; institutional pressures (normative) is positively related to the workforce skills (technical and managerial) in 4IR in Bangladesh apparel manufacturing industry; institutional pressures (mimetic) has shown a positive association with the workforce skills (technical and managerial) in 4IR in Bangladesh apparel manufacturing industry; workforce skills (technical and managerial) are positively influencing the development of human resource capabilities in fourth industrial revolution in Bangladesh apparel manufacturing industry.

This paper is the first of its kind to offer a thematic analysis on human resource development 4.0 in the apparel industry of Bangladesh. The study provides an understanding of the role of institutional pressure on workforce skill development and the adoption of 4IR technology.