VUCA-RR Toward Industry 5.0

Akkaya, Bülent; Ahmed, Junaid

doi:10.1108/978-1-80262-325-320220001

Cited by 8 publications

(2 citation statements)

References 10 publications

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“…The significance of this work lies in its potential to inform organisational leaders and human resource professionals about the value of harnessing collaborative intelligence quotient as a strategic approach to talent management. By doing so, organisations can better navigate the dynamic business environment and address challenges posed by rapid technological advancements, evolving workforce expectations, and shifting labour market dynamics [82]. Additionally, this study serves as a foundation for future research on the integration of human and artificial intelligence networks, particularly in the context of talent management and the broader implications of such integration for organisational governance and sustainability.…”

Section: Discussionmentioning

confidence: 93%

Retracted

2024

jes

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Collaborative intelligence and collaborative talent management represent emerging concepts in the dynamic landscape of business. The significance of collaborative talent management cannot be overstated, as it has become a pivotal approach for augmenting performance, fostering innovation, and improving efficiency across various sectors. Concurrently, the notion of collaborative intelligence quotient (CIQ) is a developing area of research that holds the potential to inform and revolutionise talent management practices through the perspectives of neuroscience which aligns well with Industry 5.0. At its core, collaborative intelligence embraces fundamental principles of cooperation, coordination, and open communication. By embracing these principles, organisations can strengthen their ability to navigate the intricacies of the contemporary business environment while simultaneously enhancing diversity, performance, innovation, and efficiency. This paper adopts a narrative literature review methodology to underscore the significance of collaborative intelligence and collaborative talent management in tackling challenges and fostering a competitive advantage across diverse sectors. Furthermore, the paper critically analyses and disseminates various potential avenues for future research. Future researchers are encouraged to deepen the understanding of collaborative talent management by examining interdisciplinary barriers, digitalisation, leadership styles, performance measurement, and cross-sector collaboration. These research avenues hold the potential to advance the field of collaborative talent management and contribute to its continuous evolution. It underscores their importance and outlines future research opportunities, shedding light on the transformative potential of these concepts in fostering organisational success and competitive advantage using artificial intelligence and across various sectors.

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Section: Discussionmentioning

confidence: 93%

Retracted

2024

jes

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“…To manage the vision, understanding, courage, adaptability, rapidity and radicality (VUCA-RR) world of Industry 4.0, resilient leaders with agile management tools and techniques are highly effective. Research finds that Industry 4.0 and agile management present enormous opportunities to face the VUCA-RR world (Ahmed et al , 2022; Akkaya and Ahmed, 2022). Therefore, managers and leaders will need a pragmatic approach and systems to deal with change in their practice and turn it into opportunities.…”

Section: Introductionmentioning

confidence: 99%

Leadership perspectives on resilience capabilities for navigating disruption

Pai

Anand

Pazhoothundathil

et al. 2023

JABS

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Purpose The COVID-19 pandemic disrupted organizations, bringing in unforeseen situations and highlighting the need for organizational leaders to develop a capacity for resilience, i.e. the ability to recuperate, exhibit agility and rebound. Hence, this paper aims to explore leaders’ views on what resilience capabilities are needed to manage themselves, the team and the organization. Design/methodology/approach This qualitative research study uses an in-depth interview tool and adopts a reflexive thematic analysis. The capabilities approach and resilience theory framework were applied to view resilience capabilities. The sample comprises 19 middle and senior leaders, both men and women, from the information technology Industry in India. Findings This study unravelled different capabilities to manage individuals, teams and organizations. The three key themes of resilience capabilities observed were as follows: self-leadership capabilities – where leaders focussed on capabilities that developed themselves; people leadership capabilities – which focussed on leading people and the team; and organisation-focussed leadership capabilities – which focussed on the macro level. Originality/value The findings of the study benefit organizations, leaders, human resource professionals, talent management strategists and academic leadership scholars to identify, train, conceive and deliver resilience capabilities.

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Critical Knowledge in HR Development to Transfer from Industry 4.0 to Industry 5.0

Tuffaha

2024

Studies in Systems, Decision and Control

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VUCA-RR Toward Industry 5.0

Cited by 8 publications

References 10 publications

Retracted

Retracted

Leadership perspectives on resilience capabilities for navigating disruption

Critical Knowledge in HR Development to Transfer from Industry 4.0 to Industry 5.0

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