Human Capital Management and Industry 4.0

Kucharčíková, Alžběta; Mičiak, Martin; Bartošová, Aneta; Budzeľová, Monika; Bugajová, Simona; Maslíková, Alžbeta; Pisoňová, Simona

doi:10.1051/shsconf/20219001010

Cited by 12 publications

(8 citation statements)

References 19 publications

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“…The existing workforce will be adapted to the change resources. In addition, this situation will allow employees to become more socially satisfied and less stressed individuals within the organization (Göktas ¸& Çetinceli, 2017, p. 721;Kırılmaz, 2020;Kucharcikova et al, 2021;Negiz et al, 2011, p. 213;Rafique et al, 2021). In this context, researchers emphasize that organizations should be aware of this change and transformation and adapt their human resources practices to this digital transformation.…”

Section: Resultsmentioning

confidence: 99%

“…It is among the prominent findings in the literature that human resources employees can allocate more quality time to issues such as strategic human resources, career planning, employee engagement, and this contributes positively to the productivity of human resources employees, as routine work is digitalized with the effect of digitalization in human resources. In addition, this situation will allow employees to become more socially satisfied and less stressed individuals within the organization (Göktaş & Çetinceli, 2017, p. 721; Kırılmaz, 2020; Kucharcikova et al, 2021; Negiz et al, 2011, p. 213; Rafique et al, 2021). In this context, researchers emphasize that organizations should be aware of this change and transformation and adapt their human resources practices to this digital transformation.…”

Section: Resultsmentioning

confidence: 99%

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Industry 4.0 and sustainable business models: An intercontinental sample

Kılıç,

Atilla

2023

Bus Strat Env

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In the rapidly evolving contemporary business landscape, the Industry 4.0 revolution has emerged as an immense and transformative force, fundamentally reshaping industries and presenting significant challenges to prevailing business models. As technology components continued to evolve in response to this revolution, it became increasingly evident that understanding the multifaceted implications of these changes for organizational sustainability is of paramount importance. The overarching goal of this research was to elucidate the intricate interplay between Industry 4.0 technologies and organizational sustainability. To achieve this objective, we conducted a comprehensive exploration of real‐world instances where companies boldly embraced Industry 4.0 technologies, subjecting their specific practices and processes to thorough examination. This methodological approach yielded a wealth of invaluable insights into the practical implications of Industry 4.0 on organizational sustainability, effectively bridging the gap between theory and practice. This research underscores the urgent need to provide businesses and decision‐makers with insights of paramount significance. The findings of the study aim to serve as a guiding compass for organizations, offering clarity on potential benefits and challenges associated with Industry 4.0 adoption. Notably, within the scope study, the utilization of semi‐structured interview technique added a unique dimension, enabling in‐depth insights. Interviews were conducted with individuals from diverse nations across different continents, thoughtfully selected based on predefined criteria, setting this research apart in terms of both the sample's size and the remarkable diversity within the participant profile. This diversity enriched the research findings by encompassing various perspectives and experiences, significantly enhancing the depth and breadth of the study's insights.

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Section: Resultsmentioning

confidence: 99%

Section: Resultsmentioning

confidence: 99%

Industry 4.0 and sustainable business models: An intercontinental sample

Kılıç,

Atilla

2023

Bus Strat Env

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“…Similarly to other production inputs, human capital also needs to be managed, and with the intention of strengthening the competitiveness, new ways in which its effectiveness can be enhanced need to be sought after. This is what human capital management is focused on (D'Angelo M., 2019; Kucharčíková A., 2021).…”

Section: Human Potential and Human Capital Conceptualizationmentioning

confidence: 97%

Human capital development: organizational culture context

Shavkun

Dybchinska

2022

Management and Entrepreneurship: Trends of Development

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In the conditions of the knowledge economy, the most important source of competitive advantages of the organization is human capital. The human capital development is based on the relevant management culture to provide proper material and technical prerequisites for motivating both high activity culture standards and productive performance. Hence efficient organizational culture of modern business environment affects almost all aspects of the organization activities and is a must for human capital formation.The need to understand the role of organizational culture as an effective strategic tool in the management of organizational processes in the modern business environment actualizes the topic of this study and determines the goal -to analyze the significance of organizational culture in transforming human potential into human capital as a social resource that makes efficient production and innovation possible.The specified goal presupposes the setting of a number of tasks to identify the essence of such concepts as "corporate culture", "human capital" and "human potential" and to analyze their interdependence in the process of functioning and development of modern business organizations.Methodology. General scientific methods are used to substantiate the theoretical positions and reasoning of the conclusions. The system method allows to consider the nature and instrumental role of organizational culture for the manager to transform the human potential into the human capital of the organization.The results of the study indicate the complex nature of the organizational culture phenomenon as a factor in the developing and managing human capital: on the one hand, it is a tool for transforming human potential into the human capital of the organization, on the other hand, it is an integral attribute of human capital itself.

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“…The originality of the ideas that people are able to bring differentiates products or services from the competition. Supporting and using creativity in the company is a great challenge for managers at all levels (Kucharcikova et al, 2021).…”

Section: Introductionmentioning

confidence: 99%

The Values Supporting the Creativity of Employees

2022

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In Industry 4.0 completely new production worlds are emerging, where robots are becoming a key element and where common human skill activities and thinking are commonly surpassed. The growing degree of automation and the interconnection of the digital and the real-world create an environment that requires a set of interdisciplinary skills. For the sustainability of enterprises in this environment, human creativity acquires an irreplaceable role. The aim is to compare the application of selected values in corporate culture, which creates a space for increasing the creativity of employees from the perspective of different sizes of enterprises. The research sample consists of 1,716 companies of the Czech and Slovakia that participated in the questionnaire survey. The results of the independent T-test confirmed significant differences in the applied values between the countries being compared. Differences in terms of business size have been further explored through the ANOVA test and the Tukey HSD test. The results subsequently confirmed that the values: work meaningfulness, passion for work, and trust are applied more significantly to microenterprises in both the countries, creating an environment that supports creativity.

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Human Capital Management and Industry 4.0

Cited by 12 publications

References 19 publications

Industry 4.0 and sustainable business models: An intercontinental sample

Industry 4.0 and sustainable business models: An intercontinental sample

Human capital development: organizational culture context

The Values Supporting the Creativity of Employees

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