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The aim of this study is to analyze workforce attributes related to Industry 4.0 using fuzzy decision-making trial and evaluation laboratory (DEMATEL) and fuzzy combinative distance-based assessment (CODAS).

Technological trends stipulate various revolution in industries. Industry 4.0 is a vital challenge for modern manufacturing industries. Workforce adoption to such challenge is gaining vital importance. Therefore, such workforce-related attributes need to be identified for enhancing their performance in Industry 4.0 environment. In this context, this article highlights the analysis of 20 workforce attributes for Industry 4.0. Relevant criteria are prioritized using fuzzy DEMATEL. Workforce attributes are prioritized using fuzzy CODAS.

The key attributes are “Skills/training in decision-making (WA2)”, “Competences in complex system modelling and simulation (WA1)” and “Coding skills (WA20)”.

In the present study, 20 workforce attributes are being considered. In future, additional workforce attributes could be considered.

The study has been conducted based on inputs from industry experts. Hence, the inferences have practical relevance.

The analysis of workforce attributes for Industry 4.0 using MCDM methods is the original contribution of the authors.

The higher education sector has been lately facing new challenges. The ease and speed with which the workforce adapts to these changes determine their agility level. This study attempts to develop a conceptual model to measure workforce agility in higher education.

An extensive literature review revealed limited research on workforce agility assessment. This study addresses the research gap by developing a workforce agility assessment framework and testing the model in a higher education institution (HEI). The study applied the fuzzy logic method for the assessment.

The computed value of the fuzzy-workforce agility index (3.72, 5.27, 6.86) indicates that the HEI chosen for the assessment is Agile. The fuzzy performance importance index helped identify the six-weak attributes that require immediate attention and improvement.

The proposed framework would help the institution's management understand the current agility level of their workforce and take corrective actions to improve the identified weak attributes.

The study has contributed to the literature of workforce agility assessment by creating a conceptual model for evaluating workforce agility in higher education. This model can be applied to any HEI.

As cyber-attacks continue to grow, organisations adopting the internet-of-things (IoT) have continued to react to security concerns that threaten their businesses within the current highly competitive environment. Many recorded industrial cyber-attacks have successfully beaten technical security solutions by exploiting human-factor vulnerabilities related to security knowledge and skills and manipulating human elements into inadvertently conveying access to critical industrial assets. Knowledge and skill capabilities contribute to human analytical proficiencies for enhanced cybersecurity readiness. Thus, a human-factored security endeavour is required to investigate the capabilities of the human constituents (workforce) to appropriately recognise and respond to cyber intrusion events within the industrial control system (ICS) environment.

A quantitative approach (statistical analysis) is adopted to provide an approach to quantify the potential cybersecurity capability aptitudes of industrial human actors, identify the least security-capable workforce in the operational domain with the greatest susceptibility likelihood to cyber-attacks (i.e. weakest link) and guide the enhancement of security assurance. To support these objectives, a Human-factored Cyber Security Capability Evaluation approach is presented using conceptual analysis techniques.

Using a test scenario, the approach demonstrates the capacity to proffer an efficient evaluation of workforce security knowledge and skills capabilities and the identification of weakest link in the workforce.

The approach can enable organisations to gain better workforce security perspectives like security-consciousness, alertness and response aptitudes, thus guiding organisations into adopting strategic means of appropriating security remediation outlines, scopes and resources without undue wastes or redundancies.

This paper demonstrates originality by providing a framework and computational approach for characterising and quantify human-factor security capabilities based on security knowledge and security skills. It also supports the identification of potential security weakest links amongst an evaluated industrial workforce (human agents), some key security susceptibility areas and relevant control interventions. The model and validation results demonstrate the application of action research. This paper demonstrates originality by illustrating how action research can be applied within socio-technical dimensions to solve recurrent and dynamic problems related to industrial environment cyber security improvement. It provides value by demonstrating how theoretical security knowledge (awareness) and practical security skills can help resolve cyber security response and control uncertainties within industrial organisations.

The purpose of this paper is to describe and critique the methodology used to develop a core competency framework for mental health professionals working with people with an intellectual disability and co-occurring mental ill health.

A multi-phase, multi-method design was used to collect qualitative and quantitative data, including a scoping survey, modified online Delphi, and consultation with multiple stakeholders. The implementation phase involved a launch forum and workshop, toolkit development, and evaluation strategy.

Results from the scoping survey and consultation process informed the development of a core competency framework with 11 domains. An accompanying toolkit was also developed with practical guidance to assist with the implementation of the core competencies. In total, 93 professionals attended the launch forum, and the framework has been downloaded 998 times during the first year it has been available.

Detailed information specific to each profession cannot be included when a whole of workforce approach is used. The ways in which to use the framework in conjunction with other core competency frameworks is discussed.

This framework can be utilised by mental health workers including clinicians, managers, service developers, and educators, from multiple professional backgrounds. The approach taken can also be used by others to develop similar frameworks.

This is the first core competency framework, to the authors’ knowledge, specifically designed for public mental health professionals from varied backgrounds working with people with an intellectual disability. Consulting with multiple stakeholders, not just experts, elicited new information that may otherwise have been overlooked.

The aim of this paper is to identify and analyse workforce development challenges in the digital age by first, presenting these challenges and relationship between them, and then proposing a structural model that categorizes these challenges and proposes suggestions for managers to improve human resources practices and firm performance.

Fuzzy total interpretive structural modelling (TISM) is used as the methodology, which gives an interpretive structural model by presenting direct and transitive relationship between workforce development challenges and categorizes them under autonomous, dependent, independent and linkage groups.

In total, 13 different workforce development challenges are presented in this study. Results showed that lack of IT/digital skills has a critical role in workforce development in terms of affecting other challenges. Dependent group includes requirements for longer learning time and specialized training, lack of analytical thinking and dealing with complexity, and lack of interdisciplinary thinking and acting. On the other hand, lack of ability in decentralized decision-making and shortage of workforce with adequate skillset within the labour market have more macro-impacts on others. Most of the challenges located in the linkage group, which means that most of the challenges are interrelated with each other.

Originality of this paper is presenting a systematic structure for workforce development in Industry 4.0 that considers challenges systematically.

The manufacturing domain presently focusing on Industry 4.0 (I4.0). One such domain is the automotive sector. The purpose of this study is to analyse the I4.0 research studies with a focus on the automotive sector using a systematic literature review (SLR).

This paper presents a SLR of previous studies on I4.0 characteristics from its inception to performance measures focusing on the automotive sector. A total of 90 papers published in reputed journals during 2014–2020 were collected from major publishers, namely, Elsevier, Springer, Taylor and Francis, Emerald, Institute of Electrical and Electronics, MDPI, etc.

The findings of the study provided vital insights on various perspectives of I4.0 in an automotive organization. Moreover, this systematic analysis would help the automotive industry policymakers in implementing I4.0 in an organization. Based on the SLR, a conceptual framework is established to guide industry practitioners towards I4.0 implementation. The review findings could be used to carry out future studies in assessing the readiness of I4.0 in the organization with the help of a survey.

The limitation of the study is in the adoption of the sampling approach. In the present study, conference papers and refereed journals have been considered based on the relevance of I4.0 in the automotive industry. As I4.0 is a growing concept, non-refereed articles, book chapters and white papers may cover practical aspects regarding I4.0 implementation that need to be considered for depth analysis. Moreover, the framework needs to be validated with various automotive industries for ensuring practical validity.

The unique contribution of the study is the SLR of I4.0 in manufacturing with a focus on the automotive sector.

This paper aims to contribute to the debate about creating shared value (CSV) and clusters, by shedding light on how clusters might generate shared value, i.e. cause social and business benefits, hence focusing on the following research question “do clusters create shared value?”

The study relied on social network analysis methods and techniques. Data have been collected from both primary and secondary sources, in the empirical context of the Motor Valley cluster in Emilia-Romagna. The authors computed three independent and four dependent variables to operationalize the concept of cluster development and shared value creation. A multiple regression quadratic assignment procedure and, more specifically, the most accurate model of that procedure, that is the double semi-partialling method, has been carried out to answer the research question. Finally, empirical evidence has been complemented with other cluster-level data recently collected by the Italian Cluster Mapping project.

The findings confirm how the development of the Motor Valley cluster in Emilia-Romagna contributed to the creation of economic and social growth opportunities for all the actors. The study shows that clusters do create shared value and the chosen cluster development variables do explain much of the business and social impact variables at a very high statistical significance level.

The paper contributes to the under-explored research on clusters and CSV with a very first attempt in providing quantitative evidence of the phenomenon.

The purpose of this paper is to report on trends in the deployment of minority expatriates, review organisational interventions to increase expatriate diversity and to consider the challenges facing employers in widening expatriate diversity through a review of practitioner publications published by relocation management companies/consultancies.

A review of 109 practitioner publications on organisational international assignment policy and practice was conducted to identify trends across three decades in minority expatriation and employer interventions to widen expatriate diversity.

Practitioner publications record percentage female expatriate participation and expatriate age profiles. While expatriate diversity challenges are reported, employer interventions focus on supporting women and LGBTQ+ assignees but with little detail on their outcomes. There is little emphasis on ethnicity/race, religion, disability, pregnancy/maternity, intersectionality of diversity characteristics and inclusion.

Practitioner publications consulted were primarily Western-focused, with access to a “complete” publications record precluded. Academic research that compares employer policy on diversity interventions with how it is implemented is needed.

A stronger focus on supporting the full range of expatriate diversity attributes and intersectionality is required, explaining how challenges have been addressed and inclusion achieved.

Analysis of employer interventions could assist organisations to widen expatriate diversity and inclusion, and minorities to access international careers.

This review of practitioner data reveals trends in the deployment of minority expatriates, interventions taken by employers and challenges they perceive in widening expatriate diversity, providing a unique perspective and enriching our understanding of academic expatriate diversity research. Path-dependent organisational action may hinder employers' future focus on diversity, inclusion and intersectionality.

This paper aims to analyze the agile manufacturing practices in small and medium enterprises (SMEs) within the auto-ancillary sector spread across eastern India. Using statistical method, a number of crucial insights have been captured and discussed in detail.

A structural equation model (SEM) encapsulating pertinent agile manufacturing attributes and enablers as the focal construct is conceptualized and validated in this research. The SEM model is evolved in a manner that agile attributes and agile enablers are modeled as latent dependent and manifest variable, respectively.

A number of key hypothesis entailing interactions of key agility enablers, i.e. manufacturing responsiveness agility, manufacturing strategy agility, workforce agility, technology agility, manufacturing management agility, etc. are conceptualized and validated.

The authors specifically focus on evolving agile manufacturing framework (characterized by agility enablers and attributes) that lies at the intersection of SMEs, automotive sector and an emerging economy.

Recognizing that very less number of research has been conducted on workforce agility, the current research aimed to examine the impact of organizational practices in the form of organizational learning and training, compensation, involvement, team work and information system (IS) on workforce agility. Influenced by the “Black Box” approach, the study also examined the role of psychological empowerment as a mechanism mediating the relationship between organizational practices and workforce agility.

The study has been conducted in selective Indian industries, representing manufacturing and service sector across public and private sectors. Quantitative and qualitative data have been collected from both executives and non-executives through reliable instruments validated in Indian context. Data have been analyzed using descriptive analysis, canonical correlation analysis and multiple regression.

Findings that organizational practices significantly related to workforce agility prove that organizational practices are capable of improving the agile attributes and behavior of the workforce. In detail, team work has the greatest influence on workforce agility, followed by Reward system, employee involvement, organizational learning and training and ISs. Further, the study result also proved the mediating role of psychological empowerment between organizational practices and workforce agility.

Organizations are to design practices related to organizational learning and training, compensation, involvement, team work and IS and implement them efficiently and effectively to enable agility within the workforce, as an agile workforce can only respond proactively to a volatile, uncertain, complex and ambiguous business environment. Further, the result also suggests that managers should design the organizational practices capable of enhancing psychological empowerment, as the combination can deliver better workforce agility.

The research is useful considering very less number of research on workforce agility.