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This study is an effort to explore a relationship between benefits of schemes (BoS) on the job satisfaction among handloom weavers. The weavers who are engaged in this work however face lot of challenges in terms of remuneration and working conditions. The government has been immense with various schemes that cater to the work-related problems. This paper aims to understand whether work-related support can be a predictor for job satisfaction in this context.

A cross-sectional survey design was used where 335 handloom weavers randomly participated in the study. Questionnaire was administered and scale was developed and validated for the measurement of BoS by using exploratory factor analysis and confirmatory factor analysis. The effect of the benefits on the job satisfaction was investigated by using structural equation modelling on AMOS 21 platform.

The outcome suggested that the BoS significantly affects the job satisfaction and a possible predictor. This which was indicated by the value of r^2, i.e.0.38 at significance level p < 0.001.

The study suggests a method for analyzing the schemes/policies in the light of the benefits that schemes intend to deliver. This would help in making suitable modifications in the schemes order to have wider outreach and large-scale inclusion of the beneficiaries.

The study can be useful for the policymakers to further strengthen the features of the schemes. They might work in direction of inclusion of more handloom weavers in the framework of the schemes.

The effects of the work-related policies on job satisfaction is still in nascent stage, so this work is all about exploration in that area.

This paper aims to address the relevance and impact of the fourth industrial revolution through a theoretical and practical perspective. The authors present both the results of a literature review, highlighting the new competences required in innovative workplaces and a pivotal case, which explores challenges and skill models diffused in industry 4.0, describing the role of proper organizational learning processes in shaping new work cultures.

The paper aims to enhance the discussion around the 4.0 industrial revolution addressing both a theoretical framework, valorizing the existing scientific contributes and the situated knowledge, embedded in a concrete organizational context in which the fourth industrial revolution is experienced and practiced.

The findings acquired through the case study endorse what the scientific literature highlights about the impact, the new competences and the organizational learning paths. The conclusions address the agile approach to work as the more suitable way to place humans at the center of technological progress.

The paper explores a specific organizational context, related to a high-tech multinational company, whose results illustrate the empirical evidence sustaining transformations in the working, professional and organizational cultures necessary to face the challenges of the fourth industrial revolution. The research was conducted with the managers of an international company and this a specific and limited target, even though relevant and interesting.

The paper connects the case with the general scenario, this study currently faces, to suggest hints and coordinates for crossing the unfolding situation and finding suitable matching between technological evolution and the development of new work and professional cultures and competences.

Due to the acceleration that the COVID-19 has impressed to the use of digital technologies and remote connexion, the paper highlights some ambivalences that the quick evolution of the new technologies entails in relation to work and social conditions.

The opportunity to match both a literature analysis and an in-depth situated case study enhances the possibility to achieve a more articulated and complex view of the viral changes generated in the current context by the digitalization process.

Informed by social representation theory, the study aims to explore how marketing workers represent their activities on social media.

A naturalistic data set of 17,553 messages posted on Twitter by advertising workers was collected. A sample of over 1,000 unique messages from this data set, incorporating all external links and images, was analysed inductively using structured thematic analysis.

Advertising workers represent marketing work as a series of fun yet constrained activities involving relationships with clients and colleagues. They engage in cognitive polyphasia by evaluating these productive differences in both a positive and negative light.

The study marks a novel use of social representation theory and innovative social media analysis. Further research should explore these relations in greater depth by considering the networks that marketing workers create on social media and establish how, when and why marketing workers turn to social media in their everyday activities.

Marketing workers choose to represent aspects of their work to one another, using social media. Marketing managers should support such activities and consider social media as a way to understand the lives and experiences of marketing workers.

Marketing researchers have embraced digital media as a route to understanding consumers. This study demonstrates the value of analysing digital media to develop an understanding of marketing work. It sheds new light on the ways marketing workers create social relationships and enables marketing managers to understand and observe the social aspects of effective marketing.

This paper aims to present the results from a case study that investigated interorganizational learning in a buyer and seller relationship in the context of the maritime industry. This examination emphasized unraveling how the buyer and seller in the case study interacted and transferred knowledge when using a new business model that relied on servitization. Furthermore, this paper also addresses and discusses work practices, and the relationship between intra- and interorganizational learning.

A case study entailing the introduction of digital technology and a new business model into the maritime industry was used as an empirical example of interorganizational learning. The case study was conducted over a period of over one year and focused on a buyer of freight ships and a seller of servitized technology used on the ships. The organizations involved were the ships, the shipowner’s office and the ship engine supplier. The primary data acquisition methods comprised semi-structured interviews and observations.

The case identified interorganizational learning within the organizations at the individual, group and organizational levels, but only a few learning signs could be viewed as bidirectional interorganizational learning that can create knowledge and competitive advantages for the organizations. This is explained by the interorganizational learning context and the organizations’ motivation for learning at a strategic level.

This paper addresses an identified need for empirical studies on how interorganizational learning unfolds within organizations and connects to intraorganizational learning. Interorganizational learning studies often examine partnerships and joint ventures, in which partners have entered into these relationships with learning as a specific goal. By choosing a case in which interorganizational collaboration is anchored in operational matters, the study demonstrates the importance of motivation and agenda when entering into partnerships, concerning how inter- and intraorganizational learning develops within organizations. Furthermore, approaching these levels from an interrelated and practice-oriented perspective challenges established success criteria for interorganizational learning.

This paper aims to determine the impact of perceived virtuality on team dynamics and outcomes by adopting the Input-Mediators-Outcome (IMO) framework. Further, it also investigates the mediating role of team processes and emergent states.

The authors collected survey data from 315 individuals working in virtual teams (VTs) in the information technology sector in India using both offline and online questionnaires. They performed the analysis using Partial Least Squares Structural Equation Modelling (PLS-SEM).

The authors investigated two sets of hypotheses – both direct and indirect (or mediation interactions). Results show that psychological empowerment and conflict management are significant in managing VTs. Also, perceived virtuality impacts team outcomes, i.e. perceived team performance, team satisfaction and subjective well-being.

The interplay between the behavioural team process (conflict management) and the emergent state (psychological empowerment) was examined. The study also helps broaden our understanding of the various psychological variables associated with teamwork in the context of VTs.

Findings from this study will aid in assessing the consequences of virtual teamwork at both individual and organisational levels, such as guiding the design and sustainability of VT arrangements, achieving higher productivity in VTs, and designing effective and interactive solutions in the virtual space.

The study examined the interplay between behavioural team processes (such as conflict management) and emergent states (such as psychological empowerment). The study also theorises and empirically tests the relationships between perceived virtuality and team outcomes (i.e. both affective and effectiveness). It may serve as a guide to understanding team dynamics in VTs better.

This exploratory study attempts to enhance the current understanding of the research and practice of VTs within a developing economy.

Hand foot mouth disease (HFMD) is an emerging disease caused by Enterovirus. HFMD usually occurs in South-East Asian countries including Thailand. Thailand has been indicated as one of the countries having high epidemic rate in children less than five years of age, particularly in the northern regions. The paper aims to discuss this issue.

A qualitative method was used to extract information from 48 informants from two different areas; high and low epidemic areas of HFMD. Question guidelines were developed from literature review and viewed by three external experts in the field before use. Interviews took place in a private and confidential room. Each interview lasted approximately 50 minutes.

There are no policies regarding HFMD control in both high and low epidemic areas of HFMD. The staff at sub-district local government level did not have the necessary qualifications for HFMD control. Additionally, staff were not stable, and there was a lack of a disease control team. Antiseptics for cleaning day care centers (DCC) were not effective for disease control; most DCC use Dettol®, soap, dishwashing liquid, detergent and water for cleaning the environment. These antiseptics do not include chlorine making it ineffective in destroying the virus.

The sub-district local government should be concerned about HFMD control; the staff should have the necessary qualifications suitable for disease control. Standard and practical HFMD control guideline should be set up and used in DCC.

A fast-changing environment entails several reflections about skills and attitudes required to face the increasing complexity brought by the “glocal, liquid and networked” world in which workers operate (Bauman, 2003; Clarke, 2017). In the literature, an increased attention has been devoted to the impact of interpersonal skills and personal characteristics on employability (Heckman and Kautz, 2012; Succi, 2019; Wheeler, 2016). In this context, the so-called soft skills become of crucial importance, but a lack of academic attention devoted to their development, and a deficit of companies in integrating soft skills in their selection, induction and training processes have been identified (Hurrell, 2016). The paper aims to discuss these issues.

An exploratory study has been designed to describe the tools in use to assess soft skills, during the recruitment process and those to develop soft skills of graduates, during their first years on the job. In January 2017, two symmetrical online questionnaires have been sent to 500 HR managers and 240 graduates of a European business school, in Italy and Germany.

Results show that graduates and managers describe differently the use of tools to develop graduates’ soft skills. The large majority of HR managers indicate they offer formal training to young graduates and that they are involved in the performance appraisal sessions, while only 22 percent of students confirm they receive formal training and only 26 percent declare to be inserted in a performance appraisal process. Moreover, concerning the assessment of soft skills during the selection process, significant differences between Italian and German companies emerged.

This research constitutes the first step to acknowledge the lack of initiatives devoted to soft skills development, despite their rising importance for the job market.

Findings allow initiating a discussion about a strategic topic in human resources management: whose responsibility is it to develop soft skills? Should graduates, higher education or companies fill the gap? The study can be extended to other types of higher education institutions, and a qualitative research could deepen the understanding of root causes of the differences identified.

The impact on youth employment, reduction of labor skills mismatch and improvement of managerial practices could be interesting social implications of the study.

While previous research has predominantly focused on higher education executives and HR managers, this paper’s contribution consists in involving young graduates in the reflection on employability.