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The study explores the factors affecting the use of smart human resource management 4.0 (SHRM 4.0) practices and its effect on dynamic capabilities and, consequently, on organizational performance.

The authors used socio-technical and dynamic capabilities theory to propose the notable research model. The authors explored the factors driving the use of SHRM 4.0 practices and their contribution to organizational performance through the development of dynamic capabilities. The authors collected data from 383 senior HR managers using a structured questionnaire, and PLS-SEM was used to analyze the data.

The results show that socio-technical factors such as top management support, HR readiness, competitive pressure, technology readiness and perceived usefulness influence the use of SHRM 4.0 practices, whereas security and privacy concerns negatively influence them. Furthermore, the authors also found the use of SHRM 4.0 practices influencing the dynamic capacities (build (learning), integration and reconfiguration) and, subsequently, its impact on organizational performance.

Its novelty lies in developing a model using dynamic capabilities and socio-technical theory to explore how SHRM 4.0 practices influence organizational performance through dynamic capabilities. This study extends the literature on SHRM 4.0 practices, HR technology use, HR and dynamic capabilities by contributing to socio-technical theory and dynamic capabilities and expanding the scope of these theories in the area of HRM. It provides crucial insights into HR and top managers to benchmark SHRM 4.0 practices for improved organizational performance.

This study aims to offer insight into the applications of multilevel confirmatory factor analysis (MCFA) within organizational behavior (OB) studies, specifically when using macro-level variables. The authors used the case of a scale measuring collective organizational engagement (COE) to demonstrate the advantage of using MCFA over single-level confirmatory factor analysis (CFA).

The authors used nine referent-shift items to measure the dimensions of physical, cognitive and emotional COE. MCFA and aggregated single-level CFA were conducted on the same data using Mplus V. 8.7, and the authors compared standardized parameters from the two techniques.

The results indicate a three-factor model of collective engagement with CFA and MCFA. Stronger item loadings, factor correlations and composite reliability were found in the MCFA within-level model compared to aggregated CFA model. MCFA also supported an alternate one-factor-between-three-factors-within model of COE.

This study demonstrates the application of MCFA with a compositional construct and compares MCFA to mean-aggregated single-level CFA. It presents a case for OB researchers to apply MCFA to compositional constructs as a best methodological practice.

The study examines the effect of human and social capital-supporting human resource (HR) practices and structural capital-supporting culture on innovativeness and the mediating role of knowledge management (KM) processes in the knowledge-intensive Indian IT sector.

Using a quantitative approach, the authors collected data from 387 employees in 30 IT organizations via a questionnaire survey. The authors analyzed data using structural equational modeling using AMOS 26.

The results indicate complete mediation of KM processes between human capital-HR (HCHRP), social capital HR (SCHRP), bureaucratic culture (BOC) space and innovativeness. KM processes partially mediated the effect of innovative-competitive culture (IOC) on innovativeness. KM processes have a robust predictive capacity for innovativeness, suggesting that human capital-supporting HR and innovative-competitive culture significantly contribute to KM Processes and innovativeness, respectively.

This study provides practical insights to HR and knowledge managers to leverage their HR practices and organizational culture for improving innovation performance in KISO.

The paper adds to the intellectual capital and KM literature by exploring the mediating role of the KM process in the underlying mechanism suggesting that intellectual capital can enhance HR and culture, leveraging a firm's knowledge resources for innovativeness. It fills a research gap by providing original evidence based on primary data collected from India's IT sector.

This study aims to examine the direct link between strategic human resource practices (SHRPs) and knowledge-oriented human resource practices (KHRPs) to determine their complementarity for promoting knowledge management (KM) activities.

The authors collected data from 387 employees working in top 20 IT and consulting firms in India through a questionnaire survey. Data is analysed using exploratory factor analysis and regression technique.

SHRPs have a significant and positive relationship with KHRPs, suggesting SHRPs have a positive predictive capacity for influencing KHRPs. It suggests there needs to be internal alignment between the core human resource (HR) practices and knowledge-based HR activities to promote KM. It shows that core HR practices of hiring, training, job design, performance and compensation management facilitate knowledge sharing and creation through HR practices.

The cross-sectional design limits its ability to reflect cause–effect relationship, and further studies can adopt a longitudinal design. Further research can explore other different HR configurations on KHRP.

The study explored the suitability of core HR practices with knowledge-based HR practices theoretically contributing to the HR configurational internal fit perspective, and KM literature. Practically, it suggests firms to consider core HR practices while designing organizations’ KM strategies. In the context of knowledge-intensive organizations, the study applies the HR configurational fit perspective that purports synergistic relationship among the various HR sub-systems for achieving organizational goals.

The study examined the relationship between human resource (HR) signals and intent to stay (ITS) in an attributional framework. It also investigated the mediating role of psychological contract fulfillment in the relationship between the strength of HR signal and ITS.

The data were collected from 460 managers in the manufacturing sector from eastern India using a structured questionnaire. The study adopted a mediated structural equation model to test the model fit and hypotheses.

The study confirmed the relationship between the strength of the H R signal and the ITS, and the mediating role of psychological contract fulfillment between the strengths of HR signals and ITS. The study indicates a positive role of the psychological contract fulfillment in strengthening the effect of HR signals on ITS.

The study adds to the body of knowledge by confirming a signaling role of HR practices within the firm having the attributional ability. It also indicates the role of psychological contract fulfillment in employee retention.

The study examined the role of classroom-based mindfulness-based interventions (MBI) on psychological capital, burnout, and performance anxiety among business executives.

52 mid-level and senior leaders filled up a structured questionnaire on mindfulness, psychological capital, and performance anxiety before and after the intervention. They also participated in 2 week-long classroom-based mindfulness intervention programs for 1 hour daily.

The finding suggests that mindfulness-based intervention significantly improved PsyCap and reduced burnout and performance anxiety among the executives.

Self-report measures, sample size, and programmed duration could be a limitation. We can plan long-term (4 weeks) intervention on cross-section data for better outcomes and generalizations.

Mindfulness-based interventions can help save healthcare costs by reducing anxiety and burnout. Leaders can also quantify the value of such intervention for developing PsyCap.

Management should conduct mindfulness-based training programs, and leaders can practice it in their daily routine to improve psychological resources to reduce stress and better face workplace challenges.

The study's contribution was using the classroom-based mindfulness-based intervention to improve psychological capital and reduce dysfunctional outcomes in leaders.

The purpose of this paper is to reframe human resources' (HR) systems and practices as HR signals drawing from conceptualizations of signals. The construct of the strength of signal is developed to quantify the attributional ability of HR signals. To examine the role of HR signals in influencing employee behaviours and firm performance, human resource management (HRM)-firm performance relationship is considered as a framework to develop a firm-level conceptual model which integrates factors affecting HR signals and its consequences.

The paper examines the existing literature on the relationship between HRM and firm performance. In the process, the paper considers the concept of HR signal and makes a case for the strength of HR signal. Finally, the paper offers a conceptual model in order to link the antecedents and consequents of HR signals.

The paper offers a conceptual model to address the gaps in the relationship between HRM and firm performance. It also brings into focus an understanding of HRM as signals and its importance in understanding firm performance.

The paper enriches the existing literature by examining HRM as HR signals. It adds to the literature by considering the attributional ability of HR, through the construct of the strength of HR signals.

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.

Innovation is critical for businesses to stay competitive in today's world, as it allows them to constantly look for new ways to differentiate their products or services from their competitors as well as improve cost-effectiveness. This study explore the role of strategic human resource practices in developing organizations' competitive capabilities-differentiation and cost-effectiveness, which, improves their innovation performance to create a competitive advantage.

The authors collected data from 387 employees from 25 knowledge-intensive information technology organizations in India through a questionnaire-based survey. After checking for biases, reliability and validity, the hypothesized relationships were tested by structural equational modeling using AMOS 26.

Strategic HR practices have a significant and positive effect on innovation performance and both competitive capabilities-differentiation and cost-effectiveness. While the differentiation capability had a strong positive effect on innovation performance, cost-effectiveness capability was not significantly related to innovation performance. The differentiation capability mediates the relationship between strategic HR practices and innovation performance link, whereas the cost-effectiveness capability did not have a mediating effect.

This study provides practical insights to HR and knowledge managers to focus on development of human capital and invest in hiring, training, development, strategic performance management practices to enhance employees' knowledge behaviors, which, stimulates innovation performance.

The paper adds to the strategic HRM paradigm by clarifying the underlying process of how strategic HR practices leads to higher innovation. It affirms the vitality of choosing appropriate competitive capabilities, and supporting organizational factor for business's success. It fills an important research gap by providing original empirical evidence from knowledge intensive information technology organizations in the emerging economy of India.

This study explores how strategic human resource practices enhance the competitive capability of differentiation and cost-effectiveness by leveraging knowledge resources in Indian IT/software organizations. It examines the mediating effect of knowledge management (KM) processes in the relationship between strategic HR practices, competitive differentiation and cost-effectiveness capabilities.

An online questionnaire survey collected data from 380 knowledge workers in 25 IT/software and consultancy firms. The authors checked data reliability and validity by conducting exploratory factor analysis in SPSS and confirmatory factor analysis in AMOS. The authors evaluated hypotheses using path analysis in structural equational modeling in AMOS.

Strategic HR practices significantly and positively affect KM processes and competitive capabilities-differentiation and cost-efficiency. Both strategic HR practices and KM processes have a closer association with differentiation than cost-effectiveness. Knowledge management processes significantly and positively mediate between strategic HR practices and competitive capabilities. The mediation is more substantial in predicting differentiation than cost-effectiveness.

It is a cross-sectional study with a constrained capacity to predict accurate causal inferences; The authors call for future studies with longitudinal design and objective measures. Further studies are required to explore the impact of various strategic HR configurations on KMP to understand how different routes stimulate a particular competitive strategy. This conceptual framework can be validated across different industry types and sizes.

This study provides practical insights to HR and knowledge managers regarding devising HR and KM processes to accomplish the goals of differentiation and cost-effective, competitive strategies. This study highlights that leveraging human capital for effective KM is crucial for gaining a competitive advantage.

The paper adds to the strategic HR and KM literature by exploring the mediating role of KM processes in enabling strategic HR processes to enhance differentiation and cost-effective, competitive strategies. It provides original empirical evidence from knowledge-intensive IT/software consultancies, particularly in India's emerging economy. It indicates the current state of HR practices adopted for optimum utilization of knowledge resources and the importance of differentiation strategy for Indian knowledge-intensive IT/software firms.