Although scholars for Human Resource (HR) specialists and business leadership have captured the significance of hybrid work environments relevant to sustainable work models since the coronavirus pandemic, little is known about the leadership in hybrid work arrangement and Leadership Self-Efficacy (LSE). As LSE is deemed as crucial or effective for better outcomes in the hybrid work setting, this paper attempts to ascertain the mediating role of Hybrid Work Leadership Self-Efficacy (HWLSE) between the determinants of HWLSE and manager productivity in Australia and the US. Here, self-efficacy theory is mainly addressed for our research model. For the collection of data sets, purposive sampling is used from both Australia and the US with a total of 310 managers sampled. The data sets are analyzed through Partial Least Squares Structural Equation Modelling (PLS-SEM) employing R studio. We have found the partial mediating role of HWLSE, such as the relationship among hybrid work environment, HWLSE, and manager productivity. Both HR practitioners and business leaders in Australia and the US can refer to our findings to help managers improve their LSEs in hybrid work arrangements.

Despite the increasing amount of international business (IB) research on diversity management (DM) in multinational enterprises (MNEs), research on DM professionals as agents of organisational change has not been done in significant manner. This study addresses the knowledge gap by exploring the role of DM professionals as agents of change in a country characterised by unique societal norms and liberal privatisation. I draw on the theory of institutional entrepreneurship to conceptualise change agency of DM professionals. I conducted semi structured interviews with DM professionals working in subsidiaries of thirty MNEs in Pakistan. The findings indicate that the entrenched set of DM practices are challenged by DM professionals by first creating the vision of divergent institutional change and then mobilising resources and allies to support that change. It was found that resources related to their social position such as formal position in organisational hierarchy and social capital play a vital role in convincing other actors in institutional field to support implementation of divergent organisational change. This study contributes to the scarce literature on DM in developing and emerging market context. It enhances the literature on institutional entrepreneurship and agency of DM professionals for wider range of other developing and emerging economies.

Abstract

In recent decades, integrating mindfulness and self-compassion into capitalist work environments and increasing academic studies have fostered mutual growth. The growing popularity in both fields has brought beneficial outcomes as well as many complexities (e.g., unwarranted criticisms toward concepts instead of addressing their misapplication and misunderstandings). This approach has hindered the unbiased exploration and experience of their true nature. The current chapter aims to clarify the complexity through a comprehensive literature review focusing on the concepts, their applications, existing criticisms, misunderstandings, and dilemmas about their existence in capitalism’s paradigm. It recommends the novel application of Kurt Lewin’s three-step classical change management model (Lewin, 1947) in both science and practice fields. Considering mindfulness and self-compassion’s empirically well-established role in collective well-being, the suggested model has an essential place to solve existing dilemmas and seeks to protect and foster their inherent essence and experiences within and beyond the capitalist context.

The COVID-19 pandemic and the advancement of emerging technologies in the digital era have accelerated the progress of digital transformation as an important direction of enterprise growth. As a result, the core of enterprise digital transformation is to reconstruct and reconfigure the existing organizational assets, such as human resources. To facilitate the digital transformation of enterprise human resource management, we develop a personnel efficiency evaluation framework based on the DEA-Malmquist model to classify enterprise employees in sequence. The proposed framework considers the enterprise contribution degree of different sequences of personnel and the possibility of online service and predicts the change in employee demand after digital transformation. We apply the constructed model to analyze the digital transformation practices of human resource management in a real company and verify its applicability and validity. Our findings indicate that digital transformation has different directions and levels of impact on HR demands of different job sequences. Digital transformation significantly affects the HR needs of service sequence personnel, marketing sequence personnel, scientific sequence personnel, and management sequence. Our research contributes to the literature on digital transformation and human resource management and provides practical guidance for managers to effectively manage human assets in organizations.

Emerging market multinational enterprises (EMNEs) provide a rich yet under-specified context to resourcing challenges in selecting, assessing and developing senior leaders. In this conceptual paper, we introduce zone of adaptability to capture the dynamic within-person adaptability and the stable between-person differences. We advise EMNEs to take a structured and focused approach to capitalize zone of adaptability to select and develop global leaders with the capacity to adapt to changing, sometimes undefined role functions overseas