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Purpose: The study discusses various concepts for human resources (HR) executives for effective decision making in VUCA times, talent management, hybrid work business model, creativity and innovation in HR practices, diversity, equity, and inclusion (DEI) in HR practices, and flexibility in HR policies.

Need for the Study: The driving truth of this study is to approach a successful dynamic critical model for HR leaders in the IT Industry in Chennai city during VUCA times. Volatility, Uncertainty, Complexity, and Ambiguity are the four main components of VUCA.

Methodology: The essential information was gathered with Google Structures, and testing methods were embraced to review the Snowball Examining Procedure. The 211 reactions were settled for the concentrate after deficient reactions. The auxiliary information was gathered from sources like Papers, Business Magazines, Industry Reports, Articles, and Reading material. The information was dissected with measurable programming SPSS 25 and AMOS 23. The validity check, t-test, correlation analysis, regression analysis, and structural equation modeling (SEM) are the statistical methods used in the study.

Findings: The review results that the free factor is the ability of The board, Crossbreed Work Plan of action, Imagination and development in HR rehearses, Variety, Value and Consideration in HR practices, and adaptability in HR strategies altogether affect the reliant variable viable decision making during VUCA times.

Practical Implications: The study identifies hybrid work models and flexible HR policies as crucial parameters in VUCA times.

Globalization has indeed created opportunities as well as socio-economic and ecological challenges for tourism economies. Digital transformation and liberalization in the financial sectors have evolved to address these needs. This chapter therefore seeks to examine the effects of digital financial transformation and legal environment for sustainable tourism development in East Africa.

The chapter adopts an interdisciplinary and pragmatic worldview on digital financial transformation and legal environment for sustainable tourism development in East Africa. This will engage qualitative research by examining recent extant literature, practitioner interviews, and secondary data.

In East Africa, the digital infrastructure for the Industry 5.0 is relatively underdeveloped hindering faster growth of digital financial economies and sustainable tourism. There is a weak legal framework in the East African countries in matters like e-business, cybercrime, and data privacy laws. The countries have gaps in their intellectual property laws which stifle innovation and these inadequate laws have led to increased digital online crime and frauds.

There is a need to strengthen and integrate a multi-sectoral approach toward a regional digital and legal policy framework in order to encourage innovation and e-business. Collaborative solutions, built on shared datasets, automate the financial services, creating efficiencies and accuracy in the financial systems.

The chapter draws on the use of interdisciplinary approaches toward developing a framework for digital financial transformation and legal environment for sustainable tourism development in East Africa.

This chapter is devoted to sustainable human resource management that leads to sustainable competitiveness. It features the ways human resources can be managed to carry out sustainable goals and the impact of sustainability on employees' attitudes and behaviours. The aim of this study is to explore the complex objectives of sustainability and human resource management and empirically investigate the dynamic relationship between human resources in science and technology and sustainable competitiveness in the case of 35 European countries. Our contribution emphasizes this interrelationship and its causality. For this research, we applied a vector auto-regression (VAR) model, and the Granger causality method to examine the relationship between human resources in science and technology and sustainable competitiveness. A panel data included 314 observations between 2012 and 2021. The panel VAR for analysing the impulse response function was enriched with the 5% and 95%, using Monte Carlo simulations. The research results revealed bidirectional causality in the European countries between human resources in science and technology and sustainable competitiveness. Human resources in science and technology trigger sustainable competitiveness and vice versa. As an element of originality, our study demonstrates that human resources in science and technology contribute to sustainable performance, and, on the other hand, a more competitive and sustainable environment contributes to the development of human resources in science and technology. Thus, the chapter outlines the role of human resources in science and technology with regard to sustainable human resource management (HRM), and how to navigate these objectives so that they can positively influence sustainable competitiveness.

New Ways of Working seems to change the leadership agenda. Activity-based working and home-based work lead to different behaviors of employees. Supervising styles will change from command-and-control toward goal-setting-and-trust. This chapter describes the trend and provides new data on the actual use and effectiveness of these new supervision styles. It appears to be a mix of different leadership styles, such as leading by vision, setting targets and control on output, providing trust.

Introduction: Artificial intelligence (AI) has progressed significantly over the past few years, evolving into a collection of innovative tools that provide a competitive advantage to businesses. The acceptance and investment in AI are skyrocketing over the globe. The entry of AI in the workplace automates tasks and impacts making a timely decisions. At the same time, the workforce is not ready to welcome the new technology due to the skill gap. The organisation has to face many challenges in reskilling and convincing the workforce to incorporate AI in their work.

Purpose: With this study, the authors aim to analyse and highlight the introduction of AI in the organisation and the call for the reskilling of the workforce. To figure out what skills are most important for employees to learn to advance their careers.

Methodology: Given the deductive nature of the study, the researchers used secondary data collected and compiled from research papers, publications, websites, HR blogs, survey reports, etc. Research papers from reputed journals, reports of consultancies and agencies have been considered to synthesise the information and present it in a systematic manner and to derive the conclusion.

Findings: The findings indicate AI’s capabilities and applications have grown considerably, which shows the importance of AI in a growing number of fields, yet several hurdles need to be overcome, the most prominent one being the issues concerning upskilling the workforce for the future of AI. This study reveals the change in the perceived importance of the skills in the present and future times. Reskilling and upskilling the workforce and creating new talent to meet the changing employment demands is becoming increasingly important.

Persistent change has placed considerable pressure on organizations to keep up or fade into obscurity. Firms that remain viable, or even thrive, are staffed with decision-makers who capably steer organizations toward opportunities and away from threats. Accordingly, leadership development has never been more critical. In this chapter, the authors propose that leader development is an inherently dyadic process initiated to communicate formal and informal expectations. The authors focus on the informal component, in the form of organizational politics, as an element of leadership that is critical to employee and company success. The authors advocate that superiors represent the most salient information source for leader development, especially as it relates to political dynamics embedded in work systems. The authors discuss research associated with our conceptualization of dyadic political leader development (DPLD). Specifically, the authors develop DPLD by exploring its conceptual underpinnings as they relate to sensemaking, identity, and social learning theories. Once established, the authors provide a refined discussion of the construct, illustrating its scholarly mechanisms that better explain leader development processes and outcomes. The authors then expand research in the areas of political skill, political will, political knowledge, and political phronesis by embedding our conceptualization of DPLD into a political leadership model. The authors conclude by discussing methodological issues and avenues of future research stemming from the development of DPLD.