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This study aims to identify the enablers of human resource (HR) digitalization and HR analytics. This paper also aims to build a relationship map using interpretive structural modeling.

A systematic literature review is used to identify the key enablers of HR digitalization and HR analytics. Ten expert opinions have been taken from the key officials of IT firms located in New Delhi North Central Region.

This study is focused on the enablers of HR analytics. It is found that change management (CM) in the organization is the key enabler of implementing HR digitalization and analytics in an organization. However, other elements like learning culture, training and development, E-learning management and HR transformation (HRT) play a vital role in implementing HR analytics. It is also found that implementing artificial intelligence for HR practices is the ultimate goal for every organization.

Management teams in IT firms should focus on the continuous learning process in the organization. The CM should be expedited for digitalization and adoption of HR analytics. Managers must go through the ramification of HRT, which possesses diligence in HR analytics and artificial intelligence.

This study explicitly talks about the enablers of HR digitalization and HR analytics. It also explores the relationship between the enablers. This study also describes the driving and dependence power of all the enablers.

This study examines how board gender diversity (BGD) interacts with the “tough vs tender” trait in country cultures in influencing firms' corporate social responsibility (CSR).

An extensive set of environmental, social and governance (ESG) data of 5,748 firms from 70 countries were collected from Bloomberg terminal, and national-level data on “tough vs tender” societies were collected from the official website of Hofstede. The data were analysed using hierarchical multiple regression (HMR) and bootstrapping estimation techniques.

The findings show that BGD increases the extent of firms' CSR, with a more pronounced relationship in the tender than in the tough societies. Results are consistent in traditional (p-value based HMR) and robust (confidence intervals reliant bootstrapping) estimation techniques.

This study provides empirical evidence on tough vs tender societies' moderating role in the relationship between BGD and CSR from a rounded international setting. It also raises interesting insights about the dynamics in boards' responses to institutional forces as an avenue for future research.