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No component of the human capital management has been more overlooked by companies than the process of welcoming new recruited employees – the on-boarding phase. This paper aims to present a three-component perspective of on-boarding and a contribution to measuring the employees’ perceptions based on three dimensions of welcoming: structured corporate welcome, manager welcome and coworkers welcome.

An empirical study based on a self-reported survey was conducted to test the model and an on-boarding employees’ perceptions proposed scale. The authors hypothesized that the three on-boarding components relate positively to some critical work outcomes (e.g. work engagement and affective organizational commitment). Analyses using a sample of 347 workers from Portuguese firms showed that the three-component on-boarding scale had adequate validity and all three components of on-boarding were positively related to the work outcomes included in this study.

Findings suggest that an effective onboarding process, based on the three-component perspective (corporate welcome, manager welcome and coworkers welcome), is a significant contribution to promote organizational affective commitment and work engagement of new employees.

The paper addresses the need for organizations to design on-boarding programs based on an integrated perspective, not only formal corporate activities but also preparing managers and coworkers to host effectively new employees. Strong association with work outcomes enables a better understanding on how onboard can contribute to an engaged and retained workforce.

The success of socialization and orientation of new academic librarians has a considerable effect on outcomes critical to both the newcomer and institution, including job performance, job satisfaction, and staff turnover. These factors correspondingly impinge upon the institution's bottom line, due to the high costs associated with activities ranging from recruitment to retention. The paper asserts that if a new librarian leaves the institution within the first six to 18 months, the costs expended on hiring are practically wasted. To avoid this, and engage new professionals that stay long enough to justify the cost of hiring, and gain a return on its investment, the academic library needs to engage in rapid on-boarding. The article therefore aims to demonstrate how socialization and orientation can be effective.

This paper is informed by opinion and draws on relevant literature to provide an understanding of the phenomenon.

Rapid on-boarding is central to getting new hires up-to-speed quickly; yet, anecdotal evidence suggests that it is not as widespread as it should be in academic libraries.

An on-boarding plan immanent in the strategic plan provides a unique channel of influence for familiarizing newcomers with the institution and advancing its policies and practices.

A formal on-boarding program can be a great source of support for all library staff and can increase the retention of professionals by inculcating the values and behaviors required to succeed.

The article underscores how human resource development (HRD) activities, which subsume orientation, affect the library's bottom line. The author advances the significance of “chi” to the success of rapid on-boarding: communication, human interaction and individualization.

Because leadership competencies differ from the clinical and scientific competencies that make physicians successful in their clinical and scientific roles, leadership development programs are now receiving attention.

As one component of the leadership development program at the Cleveland Clinic, the Physician-Leader On-Boarding Program offers newly appointed chairs a structured interaction with executive coaches with the goal of increasing self-awareness and, secondarily, developing a personal leadership development plan. New leaders review their inventory of healthcare leadership competencies and receive expert guidance regarding their ratings on a 360o feedback assessment and a self-rated psychometric instrument. The final activity of the two- to three-month program is the new leader's presenting and discussing a personal leadership development plan with the coaches.

Between December 2006 and June 2010, 25 new Cleveland Clinic department or institute chairs participated in the program, of whom 22 were invited to participate and 14 responded to a survey regarding their experience of the program. Respondents rated the program highly 4.92 out of maximum 5 on “I would recommend the program to my colleagues,” and also suggested that expectations could be better clarified, that the scope of on-boarding should be broader, and that longitudinal coaching should be offered.

The results generally support the value of an on-boarding program for new physician-leaders while identifying future opportunities. The aforementioned suggestions regarding broader scope, clear expectations and follow-up are discussed as opportunities to strengthen the on-boarding experience, and to identify areas that may need to be reinforced.

This paper aims to analyze how Google trains its new software engineers (“Nooglers”) to become productive members of the team.

The paper focuses on the institutions and support for practice‐based learning and on‐boarding practices at Google.

The paper reveals how Google empowers programmers to “feel at home” using company coding practices, as well as maximizing peer‐learning and collaborative practices. These practices reduce isolation, enhance collegiality, and increase employee morale and job satisfaction.

The paper reveals that Google's on‐boarding practices are successful because of the underlying organizational mindset and practice architecture that allow for practice‐based learning.

The paper highlights the principal features of induction training at a major company operating in a fast‐changing environment.

The paper furnishes information that other companies could use to benchmark their own on‐boarding practices.

Urbanisation is trending globally, leading to population densification and housing shortage and people living increasingly in isolation. This entails challenges to sustainable development including ecological, social and well-being issues. This paper aims to evaluate the effects of a six-month onboarding self-leadership programme including exercises in mindfulness and acceptance and commitment therapy, amongst residents in a co-living space (n = 24) and a waiting list (n = 21).

At baseline and post-intervention, participants filled out questionnaires and two waves of in-depth interviews (n = 24) were conducted. Repeated measures one-way analysis of variance and thematic text analyses were performed.

Participation in the programme significantly (all ps < 0.000 to 0.050) improved relationship quality and communication about one’s needs regarding work-non-work boundaries, especially amongst residents at the co-living space. Moreover, programme participation significantly increased perceived work-non-work boundary control, work-life balance, psychological well-being, psychological flexibility and self-compassion, with effect sizes (hp2) in the medium to the large range (0.14 to 0.39). Qualitative findings suggested that increased psychological flexibility and self-compassion encouraged co-living residents to be more vulnerable and trusting, which enabled communication regarding one’s needs and enhanced mutual social support and relationship quality. This, in turn, improved overall boundary management, work-life balance and well-being.

Co-living settings – while contributing to overall sustainable development through more efficient use of space and resources – can also contribute to societal and individual sustainability. However, to ensure this contribution, the physical environment including private areas and common and semi-public areas, as well as the socio-emotional environment need to be considered.

This paper aims to describe an innovative, blended learning approach to global general manager (GM) development at Bristol‐Myers Squibb that encompasses the career lifecycle from pre‐promotion, on‐boarding and ongoing development for GM incumbents.

This is a case study of a leadership development initiative that included executive sponsorship with ongoing guidance and direction from a General Manager Advisory Council, who ensured that the learning solutions were relevant, high impact and supported on the job. The approach helped global GMs build networks of support and learning through peer coaching, leveraging the diverse and complementary skills these leaders bring to their roles.

Based on their diverse backgrounds, it is essential to use multiple learning approaches to GM development and avoid a “one size fits all” mindset. Blended learning, selective use of classroom instruction and social networking tools were combined to create a comprehensive curriculum that supports organizational strategy and builds the leadership pipeline at Bristol‐Myers Squibb.

This case study will help other learning professionals who are charged with developing “leaders of leaders” on a global scale.

Pervasive mobile games (PMG) expand the game context into the real world, spatially, temporally and socially. The most prominent example to date is Pokémon Go (PGo), which in the first 12 months of its launch achieved over 800 million downloads and huge revenues for Pokémon, its majority owner Nintendo, and its developer Niantic. Like many mobile apps and innovative services, PGo's revenue structure requires continual usage (through in-app purchases and sponsorships) as it is free to download. Thus, as many players discontinued after initial adoption, substantial drops in Nintendo's share price occurred alongside the damage to brand equity. Such a case highlights the need to extend scholarship beyond traditional ‘adoption’ and begin to truly illustrate and explain the consumer behaviour phenomenon of ‘discontinuance’, particularly in the emerging and lucrative domain of PMGs.

Like many emerging marketing channels before it, large-scale discontinuance of PGo occurred and still remains unexplained in the academic literature. Herein, we address this shortcoming through a consumer case study methodology analysing a variety of data sources pertaining to PGo in Australia.

The development of the P2D_PMG model provides a new conceptual framework to illustrate the distinct forms discontinuance manifests in, for the first time. Scholarly rigour of the P2D_PMGs is achieved through validating and extending Soliman and Rinta-Kahila's (2020) framework for ‘discontinuance’ through its five forms. These forms are revealed as access and on-boarding (rejection), disconfirmation and hedonic adaptation (regressive discontinuance), technological, social, third parties, and personal issues (quitting), re-occurrences of hedonic adaptation (temporary), and alternatives and iterations (replacement).

Conceptual contributions are made in developing a model to explain what drives PMG discontinuance and when it occurs. This is particularly crucial for products with revenue structures built on continual usage, instead of initial adoption. In deriving data from actual players and aggregate user behaviour over an extended time period, the innovative case study methodology validates new discontinuance research in a manner other methods cannot. Managerial implications highlight the importance of CX, alpha/beta testing, promotion and research, gameplay design and collaboration/community engagement.

In a world of mass technological advancement in our daily lives and in business, the HR function is facing an uphill battle. How can HR professionals ensure they are digitally transforming at the right pace for their business without losing the all-important human touch?

This paper outlines the thinking behind integrating artificial intelligence (AI) and automation technologies into HR, and it explores in depth each of the key ways in which we are beginning to see these technologies change HR as we know it. From operations to recruitment and interviewing, to on-boarding employees and maintaining performance, the opportunities are numerous – and they are right on the horizon.

AI and automation are already being integrated into HR in many organisations around the world. However, we can in the near future expect to see technology not only automating back-office functions, but increasingly taking on the more “human” elements of HR roles. There is a fine balance between man and machine, and while these technologies will increase efficiency, decrease bias and improve the value of HR in businesses, the human touch will always be the key to success.

This paper assesses not only how technology is impacting HR but also the interplay between man and machine, and it offers insights into how HR professionals can balance the need for digital transformation with the core human element of human resources. As such, it ties the human and the technology together inextricably, concluding that AI and humans work better together.

The purpose of this paper is to conceptualize data quality (DQ) in the context of business process management and to propose a DQ oriented approach for business process modeling. The approach is based on key concepts and metrics from the data quality management domain and supports decision‐making in process re‐design projects on the basis of process models.

The paper applies a design oriented research approach, in the course of which a modeling method is developed as a design artifact. To do so, method engineering is used as a design technique. The artifact is theoretically founded and incorporates DQ considerations into process re‐design. Furthermore, the paper uses a case study to evaluate the suggested approach.

The paper shows that the DQ oriented process modeling approach facilitates and improves managerial decision‐making in the context of process re‐design. Data quality is considered as a success factor for business processes and is conceptualized using a rule‐based approach.

The paper presents design research and a case study. More research is needed to triangulate the findings and to allow generalizability of the results.

The paper supports decision‐makers in enterprises in taking a DQ perspective in business process re‐design initiatives.

The paper reports on integrating DQ considerations into business process management in general and into process modeling in particular, in order to provide more comprehensive decision‐making support in process re‐design projects. The paper represents one of the first contributions to literature regarding a contemporary phenomenon of high practical and scientific relevance.

This paper aims to fill a void in existing research by focusing on in-company efforts to develop supply chain (SC) talent, with a specific focus on the role that executives can play in this process. This study uses the resource-based view (RBV) of the firm and theory of training motivation as theoretical background for the exploration. In addition to that, this paper provides meaningful information for executives aspiring to contribute to the development of supply chain management (SCM) talent including the primary drivers, benefits, barriers and bridges (Fawcett et al., 2008). Using this framework will lead to the development of a conceptual model to facilitate future research efforts.

This paper studies three case companies where there was an active executive engagement in the recruiting, on-boarding and ongoing development of SC talent.

In all three case companies’ executive engagement was high and the executives acted as champions of the SC talent development program including designing and stewardship of the program. They also got personally involved in recruiting, training and mentoring. In alignment with the RBV of the firm, all three case companies were strongly driven by a need to improve the competitive advantage of their firm through the SC competencies and capabilities. This strategic directive is driven by the executive suite and typically involved a combination of goals including improving functional capability development, internal stakeholder relationships and growth in business value contributions. This leads to the need for attracting new talent, due to talent shortages and developing more future-proof capabilities of the SC talent. Talent that is future-proof can effectively handle the current scope of work and successfully implement changes that the SCM strategy aspires to. Hence, the executive ownership is very much driven by a strategic imperative to improve the knowledge, skills and abilities and critical realization of the importance of talent recruitment and development. This study also finds that there are very specific SCM drivers, benefits, barriers and bridges in play making it important for SCM executives and teams to engage and not rely on generic human resource (HR) processes and frameworks only.

We found that in the three case companies’ executive engagement in talent development had a positive impact. We also identified specific roles of the executives such as, the benefit of engagement across multiple hierarchical layers of the organization and, the risk of programs being shorter lived when focused on a narrower talent issue. Our research focus contributes to the existing supply chain literature involving talent management. It also suggests actions for supply chain executives, for the educational provision of universities and multiple research opportunities.

There is no evidence of prior research in fields of HR management, talent development or SCM related to the impact of executive engagement in this process. This paper studies three case companies where there was an active executive engagement in the recruiting, on-boarding and ongoing development of SC talent. Findings show the critical impact of personal and extended engagement of senior-level executives and their leadership teams, in SC talent development. This paper offers specific techniques and approaches, generates suggestions for further research, managerial action and university implications.