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This chapter considers the disruption in employment and job growth due to the pervasive adoption of cognitive technologies that substitute for or augment humans. The educational system, which operates on regulated and prescribed practices for many academic majors, will be tested by rapidly changing requirements to be gainfully employed. Disruption, due to technological advances of cognitive systems, will be a constant in graduates’ professional life. We make a case for the adaptive innovator or T-shaped professional as the individual best suited to adapting to disruptions and constant change. Emphasis is placed on the importance of internships and co-ops as the strongest learning strategy institutions can use if they adjust their program practices for longer, continuous learning periods, and higher outcome expectations.

This study explored one form of remote working – work from home – to understand the impact of work disruptions on workers and human resource management (HRM) practice and therefore how to adapt to future crises. Specifically, the purpose is to understand the impact of events on employees when they are forced to move back and forth (yo-yoing) between work from home and a central office, using the case of Perth, Western Australia (WA).

Thirty-nine interviews with leaders, managers and co-workers working in private and public organisations suggest that forced changes to work arrangements affect job content and demands, well-being and potentially career trajectories.

The authors critically applied and developed the tenets of event system theory (EST) (novelty, disruption and criticality) by analysing an ongoing or “long” event rather than a discrete or time-limited one. The study found that the work-from-home experience influenced the individual perception of whether remote working would suit employees in the future, potentially influencing career paths. In addition, the selection of locations to live, preferred properties (e.g. home office space) and access to services (e.g. broadband infrastructure) has also become dominant features of work decisions.

While the study generated rich data, it is not without limitations. The participants were from one Australian state which may not reflect the COVID-19 experiences of other jurisdictions. In addition, the participants were mostly female so this may offer a different perspective than a more gender-balanced sample. The study was limited to the perspectives of employees and middle managers.

The authors note three areas of implications for practitioners. First, the findings suggest that strong organisational and HRM support assists employees to cope well with change. Second, the importance of technological and social preparedness in improving employee experiences highlights the role of HRM in job design. Third, it is key that salient events are recognised as potential determinants of career pathways.

The evidence from this research broadens the application of EST showing that forced flexibility has an influence on work arrangements by influencing a series of changes in features of work and experiences of employees. As such, this impacts employee's well-being and potentially future career decisions.

Jobs fundamentally influence and are influenced by individuals, organizations, and societies. However, jobs themselves are largely conceptualized in an atomized and disembodied way. They are understood as being designed, altered, and dissolved and bringing their consequences one at a time. I advance an alternative view of jobs as a system of ties that span jobs, organizations, and the environment beyond organizational boundaries. These ties create Gordian Knots that hold jobs in place and explain how they change. I illustrate the model with case study evidence and propose an agenda for research on jobs as organizational systems.

This paper aims to identify and provide a theoretical explanation for the barriers that hinder the adoption of emerging technologies in the architecture, engineering and construction industry, irrespective of the company’s size, specialization or geographical location. In addition, the paper proposes potential areas for future research in this domain.

A list of barriers hindering the adoption of emerging technologies was identified and clarified using a systematic literature review of various scientific sources.

Twenty-five barriers were recognized and explained and some suggestions for future research studies were provided.

The barriers related to a specific country or region or to a specific technology were excluded.

By providing a deeper comprehension of the barriers hindering the adoption of emerging technologies, this review is expected to encourage their adoption in the industry. Furthermore, it could prove valuable in devising effective strategies for the successful implementation of these technologies.

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 determine the entrepreneur's intention to accept artificial intelligence (AI) and provide advancement in the domain of digital entrepreneurship.

Extensive literature review and theories have been considered in the area of technology adoption/acceptance and digital entrepreneurship to identify the factors affecting the intention of entrepreneurs with respect to accept AI for digital entrepreneurship. Further, a model, artificial intelligence acceptance and digital entrepreneurship (AIADE) is theorized after formulating some hypotheses. The theorized model has been validated with 476 useable responses.

The findings revealed that performance expectancy, openness, social influence, hedonic motivations and generativity have a positive impact on entrepreneur's acceptance intention of AI. Additionally, affordance has no direct relationship with AI acceptance intention, but it affects AI acceptance intention through attitude. Inconvenience has a significant negative relationship with the intention to accept AI, while uncertainty was found to be positively affecting the AI acceptance intention. Effort expectancy did not confirm any significant relationship.

By considering existing theoretical models and concepts the authors contribute to the AI's theoretical progress, specifically in the domain of entrepreneurship. The authors complement and extend existing technology adoption/acceptance theories and digital entrepreneurship theories by developing a theoretical model, AIADE, explaining the entrepreneur's intention to accept AI.

The practical implications of the study show that performance expectancy (positive), openness (positive), social influence (positive), hedonic motivations (positive), generativity (positive), affordance through attitude (positive), uncertainty (positive), effort expectancy (negative) and inconvenience (negative) are the antecedents for the entrepreneurs to accept AI for digital entrepreneurship. The authors suggest that intentional improvement planning is developed by increasing entrepreneur's positive perceptions of AI affordance and explanation of its generativity and openness, and improving their attitude of using AI for digital entrepreneurship.

This is the first study that reveals the critical antecedents of entrepreneur's intention to accept AI for digital entrepreneurship. Relevant theoretical background, discussion, implications, limitations and future research recommendations are discussed.

The United Nations recognizes “civil society” as the “third sector” of society, along with public (governmental) and private sector organizations. The term global “third sector” comprises the worldwide reach of civil society organizations (CSOs). In this chapter, we discuss how technological advancements could influence global civil society. Humans and machines will increasingly interact and collaborate closely in the future. The Industry Revolution (IR) 5.0 brings new challenges, such as artificial intelligence (AI) and machine learning, which pose significant opportunities but also important risks to the role of CSOs. Regarding opportunities, it can be highlighted the potential of the IR 5.0 to better work with big data and to increase knowledge in support of the participation of CSOs in global governance and debates, more precisely by increasing their capabilities in knowledge production and practical implementation. One example is the role of AI in making sense of the large volume of data recorded by satellites, drones, and sensors throughout the planet to better inform environmental policies and debates. Risks are also significant, particularly for an incipient and pioneering technology that takes time for the governance systems to understand and regulate. Another example is the misuse of technology and algorithms to generate targeted misinformation and propaganda to influence public opinion and elections. Governments around the world and leading high-tech companies should define a framework that regulates IR 5.0. Global civil society could play an important role in demanding and lobbying the creation of this framework. For this goal, CSOs need to understand how stakeholders see and adapt to technological challenges.

This chapter is organized as follows. The introduction will discuss the key characteristics of the so-called “global civil society,” as well as identify the major challenges emerging from the transition from IR 4.0 to IR 5.0. Then the authors will discuss the impact of these technological advancements on global civil society from the specific perspectives of: (1) how international organizations and governments refer to them; (2) how bilateral and multilateral development partners (BMDP) are challenged by them; and (3) how higher education institutions adapt to them.

In the first section – “IR 5.0 and Human Social Capital: Diverse discourses for the same phenomena?” – we will study how the different discourses penetrated the international public sphere. International organizations, such as the European Union and the Organization for Economic Cooperation and Development, mentioned it officially and entered the discussion, while others, such as the International Labour Organization, seem to skip it and maintain their focus in the IR 4.0. However, the discourse on AI is not restricted to international organizations. Some states, like Japan and China, have already positioned themselves, producing their discourses. More specifically, the authors examine the official discourses in the national and international public arena, and identify the different topics, perspectives, and absences in each of them, understanding the existence of gaps or complementarity between them. In the second section – “How do bilateral and multilateral development partners look into the role of AI and CSO?” – we will examine, likewise, the concept of AI, then address how international organizations and national governments are incorporating or ignoring its consequences, to discuss the main benefits and risks that AI represents for the global civil society. In the third section – “The academic new syllabi of the future: The tandem solutions” – we will study the impact on the way the students’ syllabi in the institutions associated with higher education are designed to accommodate the forthcoming challenges in terms of the construction of human social skills. The last section concludes. Methodologically, this research is supported by inductive comparative qualitative analysis, non-participated observations, and empirical international experience, combined with discourse analysis and interviews.

Rapid advancement of data science has disrupted both business and employees in organizations. However, extant literature primarily focuses on the organizational level phenomena, and has almost ignored the employee/individual perspective. This study thereby intends to capture the experiences of mid-level managers about these disruptions vis a vis their corresponding actions.

In a small-sample qualitative research design, Interpretative Phenomenological Analysis (IPA) was adopted to capture this individual-level phenomenon. Twelve mid-level managers from large-scale Indian organizations that have extensively adopted data science tools and techniques participated in a semi-structured and in-depth interview process.

Our findings unfolded several perspectives gained from their experiences, leading thereby to two emergent person-job (mis)fit process models. (1) Managers, who perceived demands-abilities misfit (D-A misfit) as a growth-alignment opportunity vis a vis their corresponding actions, which effectively trapped them into a vicious cycle; and (2) the managers, who considered D-A misfit as a psychological strain vis a vis their corresponding actions, which engaged them into a benevolent cycle.

The present paper has major theoretical and managerial implications in the field of human resource management and business analytics.

The findings advise managers that the focus should be on developing an organizational learning eco-system, which would enable mid-level managers to gain their confidence and control over their job and work environment in the context of data science disruptions. Importantly, organizations should facilitate integrated workplace learning (both formal and informal) with an appropriate ecosystem to help mid-level managers to adapt to the data-science disruptions.

The present study offers two emergent cyclic models to the existing person–job fit literature in the context of data science disruptions. A scant attention of the earlier researchers on how individual employees actually experience disruption, and the corresponding IPA method used in the present study may add significant value to the extant literature. Further, it opens a timely and relevant future research avenues in the context of data science disruptions.

The purpose of the research is to recognize and rank the barriers preventing Industry 4.0 (I4.0) adoption in Bangladesh’s food and beverage industries. It aims to highlight the major difficulties the sector is currently facing and offer a hierarchical framework for evaluating these barriers.

An exhaustive literature review was conducted along with expert interviews with academics and industry professionals to identify and assess the barriers. The interpretive structural modeling and Matrice d'Impacts Croisés Multiplication Appliquée à un Classement (ISM-MICMAC) approach was used to classify the identified barriers based on driving and dependent power and understand the interrelationships among them.

A total of 20 barriers to I4.0 adoption in the food and beverage sector of Bangladesh were identified. The top tier of significant barriers includes “Financial constraints,” “Lack of management support,” “Lack of research and development team,” “Lack of adequate skills in the workforce,” “Lack of digital strategy alongside resource scarcity” and “Employee resistance to change.”.

The created hierarchical framework offers a useful tool for dealing with the noted barriers and assisting with the successful adoption of I4.0 in the food and beverage sector. Businesses can overcome financial constraints by allocating enough resources and obtaining management support. By creating a focused research and development team and giving the workforce the necessary training, the lack of knowledge and skills can be overcome. By developing a thorough digital strategy and making sure that the necessary resources are available, resource scarcity can be overcome. Furthermore, effective change management methods can support the adoption of I4.0 technologies by overcoming employee resistance to change.

By concentrating specifically on the difficulties encountered by the food and beverage industries in Bangladesh as it attempts to adopt I4.0, this study contributes to the body of existing literature. The study’s originality lies in its thorough analysis of barriers and the use of the ISM-MICMAC approach to comprehend how these barriers interact with one another.