PurposeRemote work (RW) literature is a megatrend in HRM literature, and the COVID-19 pandemic has highlighted the importance of RW as a concept and an organisational practice. Given the large number of papers being published on remote work, there is a need for a critical review of the extant literature using bibliometric analysis. This paper examines the literature on remote working to identify the factors crucial for managing a remote workforce. This study uses the complex adaptive systems theory as a foundation to build a framework that organisations can use to manage their remote workforce, focusing on three outcomes: employee engagement, collaboration and organisational agility.Design/methodology/approachBibliometric analysis was conducted on the research published in Scopus journal in the area of remote work, followed by critical literature analysis.FindingsThe bibliometric analysis identified five clusters that reflect five organisational factors which the management can align to achieve the desired outcomes of engagement, collaboration and agility: technology orientation, leadership, HRM practices, external processes and organisational culture. The present findings have important implications for managing the remote workforce.Originality/valueThe five factors were mapped to propose a conceptual model on engaging individual employees, fostering team collaboration and building organisational agility while working remotely. We also propose an application model for using technology to achieve the outcomes of engagement, collaboration and agility in the organisation. Practitioners could use this framework to focus on the factors that can create a conducive environment to improve work efficiency in a remote workforce.

PurposeThis paper aims to organize the existing empirical research on women entrepreneurs (WEs) in India, highlight the research areas that have not received attention and present opportunities for future research.Design/methodology/approachA systematic literature review (SLR) was performed on 74 scholarly articles focusing on WEs in India and published between 1993 and 2020. This review is structured around the 4W framework used in previous SLRs. The review is directed by the following foci: what do we know about academic research on WEs in India? How were these studies conducted? Where were these studies conducted? Why should academicians and practitioners consider WE research?FindingsThe authors arrived at four main themes underlying the empirical research on WEs: success factors for WEs, challenges faced by WEs, factors that attract and motivate WEs and performance measures for WEs. While challenges and success factors have received attention from researchers, there is a distinct lack of papers on factors that attract or motivate WE and performance measures. The main gaps identified were a lack of theoretical basis in studies, reliance on interview and survey-based methodology and a lack of context-specific studies.Research limitations/implicationsThe findings of this review are limited to WEs operating in India. Only Scopus-indexed journals listed in the Australian Business Dean's Council Journal Quality List (ABDC JQL) were included in the final SLR list.Originality/valueThis is one of the first studies to use a systematic approach to provide a detailed account of the state of the literature on women's entrepreneurship research in India.

The use of non-standard workers in organisations has taken different forms in the last two decades. The recent development in this segment is the use of workers through technology-mediated platforms known as gig workers. Over the years, there has been an increase in use of gig workers in India as well as abroad for several reasons, like the changing nature of work, availability of technology and work preferences. We start the article by examining reasons for the rise of gig work, followed by an explanation of various types of gig platforms, their characteristics and examples in the Indian as well as global context. We elaborate on some of the risks and challenges faced by Indian companies as they deploy non-standard workers through different online platforms. At the end, we offer some recommendations to the HR fraternity.

Purpose This study aims to examine the effect of strategic human resource management (SHRM) practices on two learning outcomes, learning orientation and learning competence, which past research has seldom examined in the UAE context. SHRM practices consisted of four factors, namely, talent acquisition, learning and development, performance appraisal and developmental pay. Design/methodology/approach Primary data was collected from 285 employees from retail outlets operating in Dubai. Partial least squares regression analysis using the tool, SmartPLS, was used to empirically validate the measurement model and test the structural model. Findings Findings reveal that SHRM practices talent acquisition, learning and development and developmental pay have a positive association with learning orientation, and learning and development and performance appraisal have a positive association with learning competence of employees. The path coefficient and total effects signify that learning orientation acts as a conduit to pass on the effect of the SHRM practices to learning competence. Research limitations/implications The sample considered for the study was from the retail industry. Furthermore, to generalize the findings of this research, cross-national studies should be conducted across various sectors and organizations. Originality/value To the best of the authors’ knowledge, this research study is the first of its kind in retail firms in Dubai (UAE) to empirically test the association of SHRM practices with learning outcomes. Retail outlets can implement SHRM practices to improve learning orientation and learning competence in a highly dynamic operating environment such as retail industry.