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Smart HR 4.0 is a new concept characterized by adopting innovative technologies of Industry 4.0 (I4.0) in the HR domain. This study attempts to identify the key factors of Smart HR 4.0 to foster organizational innovation ambidexterity.

Based on review of literature and survey from expert opinions by using the Delphi method, 12 factors were found most suitable for this study. Further, the fuzzy-TISM technique was used to establish contextual relationships and develop a hierarchical model on the identified factors. Subsequently, the MICMAC analysis was applied to classify these factors according to their driving and dependence power.

This study framed a conceptual hierarchical model of Smart HR 4.0 and established contextual relationships among identified factors. Result shows that smart organic structure, industry–institute interface, IT-enabled system and ambidextrous leadership are important factors as they have the highest driving power. Further, knowledge management, learning culture and psychological empowerment are the linkage factors having both driving as well as dependency power in the whole system.

This study can guide the managers in smoothly implementing these practices to manage their human capital amidst digital disruption, ensuring innovation competitiveness of the firm. The structural hierarchical framework of Smart HR 4.0 may serve as a blueprint for HR professionals and business leaders to attain organizational innovation ambidexterity in the current wave of digital disruptions (Industry 4.0).

This study provides a holistic model of smart HR 4.0 integrating innovation ambidexterity in I4.0.

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.

The study aims to explore digital transformation from the viewpoint of human resource management to uncover possible threads of relationship using bibliometric analysis. It also aims to identify the trending research themes within the domains of digital transformation (DT) and human resource management (HRM) collectively.

The research employs a mix of quantitative bibliometric techniques and qualitative content analysis. A corpus of 227 articles retrieved from the Scopus database was analyzed using the R-based Biblioshiny and VOS viewer.

The study shows publication trends, influential authors, leading journals, highly productive institutions, and, countries in the domain of DT and HRM. Co-citation and co-occurrence analysis was undertaken to identify the research clusters, depicting trending research themes that extensively dominate the research under this domain.

This study will serve as a ready reckoner for academicians and business leaders, giving them useful insights to make their road towards digital transformation less challenging with the assistance of human capital.

This study is one of the initial efforts to quantitatively synthesize the results of earlier publications using bibliometric techniques in the domain of DT and HRM together. It will aid researchers in locating research gaps and filling those gaps in the future.

There is a growing interest in the use of HR-based Industry 4.0 technologies for equality, diversity, and inclusion (EDI) issues yet the emerging trends of Industry 4.0 in EDI implementations and interventions are not fully covered. This chapter investigates the emerging themes regarding EDI and Industry 4.0 interaction through Google-based big data that show the actual interest in Industry 4.0 and EDI. Drawing on a web analytics method that tracks the real click behaviours of web users through querying combined sets of keywords, the study explores the trends and interactions between Industry 4.0 technologies and EDI-related HR practices. Our search engine results page (SERP) analyses find a high volume of queries and a significant interest between EDI elements and artificial intelligence (AI) only. In contrast to the suggestions of the extant literature, no significant user interest in other Industry 4.0 applications for EDI implementations was observed. The authors suggest that other Industry 4.0 technologies such as machine learning (ML) and natural language processing (NLP) for EDI implementations are in their early stages.

This study aims to identify the key enablers for the adoption of Industry 4.0 (I4.0) in the automobile industry of India, which has been severely impacted by COVID-19. Adopting I4.0 will provide organizations greater flexibility and resilience during the COVID-19 pandemic.

Based on the literature review and experts’ opinions, 21 enablers were identified. Further, contextual relationships among the identified factors and a hierarchical digraph was developed by using the total interpretive structural modelling (TISM) technique. Finally, fuzzy cross-impact matrix multiplication applied to classification (MICMAC) analysis was conducted to classify the enablers into different categories based on their dependence and driving power.

The results indicate that top management support, clarity on government policy, strategic vision on I4.0 and development of new industrial policy are the most influential factors, with the highest driving power placed at the bottom of the TISM hierarchical model. Furthermore, agile workforce, smart HR practices and IT standardization and security are identified as linkage enablers with the most driving and dependency power.

The hierarchical TISM model and fuzzy MICMAC approach provide a comprehensive understanding of the I4.0 implementation process through a visual, logical structure to the managers. It will help the researchers and practitioners understand the contextual relationship among various enablers in fostering the I4.0 adoption process and digital reorganization in the automobile industry during the COVID-19 pandemic.

This study provides a holistic TISM hierarchical framework on I4.0 adoption that will elevate the next maturity level of innovation adoption and may act as a blueprint for automobile industries during the COVID-19 pandemic.

The COVID-19 outbreak disrupted the business environment and severely affected the morale and performance of the employees. Further, the Indian automobile industry witnessed major setbacks and drastically impacted sector in COVID-19. Talent agility is an emerging concept in the field of HRM that will foster innovations and productivity in the automobile industry. Thus, this study aims to explore the barriers to building in-house agile talents in the Indian automobile industry in the new normal.

The barriers of talent agility were identified through a literature review and validated through experts’ opinions. This study used a hybrid approach, which combines Interpretive Structural Modelling-Polarity (ISM-P) and decision-making trial and evaluation laboratory (DEMATEL) to develop a hierarchical structural model of the barriers, followed by classification into cause and effect groups.

The result of the multi-method approach identified that shortage of skills and competencies, lack of IT infrastructure, lack of ambidextrous leaders, lack of smart HRM technologies and practices, lack of attractive reward system/career management, poor advanced T&D, poor industry, institute interface and financial constraints are the critical barriers.

It can provide a strategic roadmap for automobile manufacturers to promote talent agility in the current wave of digitalization (Industry 4.0). This study can help the managers to address and overcome the barrier and hurdles in building talent agility.

This study is unique in that it addresses the contemporary issues related to talent agility in the context of the Indian automobile industry in the current rapidly changing environment. This study developed a holistic integrated ISM(P)-DEMATEL hierarchical framework on the barriers of talent agility indicating inner dependency weights, i.e., the strength of interrelationship between the barriers.

In the contemporary period, numerous businesses undergo significant adjustments, such as evaluating critical components of the corporate operations and relying on technology to keep operations running while conforming to an ever-changing set of norms and new tactics. The present study aims to (1) explore the relationship between Industry 4.0 (I4.0) tools and their impact on organizational performance and (2) find evidence supporting the moderating role of remote working and organizational agility (OA) in enhancing organizational performance.

The study employed the quantitative research method, and the data were collected from individuals working in different Asian IT firms using the previously established questionnaire. The data were examined using SPSS v22. Different statistical tests have been performed to find the relationship among constructs.

This study uncovers that I4.0 tools impact organizational performance, especially in the IT sector, with a particular emphasis on the moderating influence of remote work and OA. I4.0 tools encompass pivotal components such as artificial intelligence (AI), big data (BD), cloud computing (CC) and Internet of Things (IoT) indeed augment organizational performance. It can be referenced that I4.0 tools play the role of a driving force that equips organizations with the knowledge to augment their performance.

Companies should encourage remote work and use I4.0 technology to support and manage it. Enabling people to work from any location, lowering the requirement for physical infrastructure and enabling a more flexible and responsive organizational structure can increase OA. In conclusion, firms in Asia may increase the performance and agility using I4.0 technology. Organizations may innovate by putting money into these technologies, encouraging remote work and creating an innovative culture.

In this dynamic and technologically advanced environment, every industry is forced to look for latest tools, i.e. I4.0, tools to augment the performance. It has been concluded that I4.0 tools are “better practices” for boosting organizational performance; hence, the findings benefit firms working in the IT sector. The verdicts of this research can assist organizations in making decisions regarding the implementation of I4.0 tools.

To the best of the authors' knowledge, no specific study could be found in which the relationship among these constructs had been investigated earlier in the IT sector. This research work acts as value addition to the literature as it illustrates technological advancements may increase organizational performance, especially in Asia. This research work adds to the body of knowledge by amplifying the effect of latest technologies on organizational performance, via remote work and OA.

This paper aims to examine the influence of big data (BD) on human resource management (HRM). It defines how these data can be a useful tool in the decision-making process of companies’ human resources to obtain a sustainable competitive advantage.

This paper emphasizes the need to develop a holistic approach to emphasize these relations. Starting from these observations, the document proposes empirical research employing Eurostat data to test the benefits of BD in HRM decisions that optimize the relationship between training, productivity, and well-being.

The findings estimate HRM decisions and their impact in a broader macroeconomic and microeconomic perspective.

BD research is emerging as a crucial discipline in human resources. To overcome this problem, the paper develops an analysis of the literature on cleaner production and sustainability context; it creates a conceptual framework to clarify whether the existing studies consider the growing intensity of BD on human resources.

This study aims to examine the relationship between Achievement Motivation (AM), Smart Work (SW), and human resources (HR) performance. It questions how moral global leadership (MGL) could moderate the relationship between AM, SW, and HR performance. A theoretical model was developed and tested on sample data representing 219 employees, educators, and educational staff of Islamic Higher education (IHE). The data were collected through surveys and applied to structural equation modeling using SEM-PLS. This study found that AM and SW significantly affect HR performance. While MGL substantially moderates the relationship between AM, SW, and HR performance. This study contributes to the literature on MGL, AM, and SW in creating HR performance that has yet to be studied so far. This study offers the concept of MGL, which plays a central role in moderating the relationship between AM, SW, and HR performance.

The dearth of leadership competencies to transform traditional industries to Industry 4.0 is a barrier to global production. This study explains the deficiencies in leadership competencies that hinder the transformation of traditional industries to Industry 4.0.

Leadership was explained into transactional leadership, digital leadership and Leadership 4.0. Then, the network of relationships between these leadership constructs was plotted in a path diagram to learn the mediating effect of digital leadership.

The results indicate that a lack of digital competencies to coordinate tasks, share information and solve problems in a digitalized environment is the barrier to the transformation.

The findings can be used in human resources (HR) management. In addition, the findings provide evidence to present the contingency theory as a universal theory of leadership.

The study is the first to assess the mediating effect of digital leadership on transactional leadership to explain the changes to strategic leadership due to the emergence of Leadership 4.0.