Strategic HR Review: Volume 18 Issue 4

Let's stop talking about change

From operational excellence to organizational significance: setting the tempo for change

The paper aims to discuss the transformation of a multinational organization, Global Co, through the deployment of an operational excellence system at a time of turbulence and…

Change is not just analogue but a data-driven vicious circle

Change is no longer an event in HR. Competition is tougher than ever, and this battle for top talent is a vicious cycle that doesn't stop but reinvents itself all the time. The…

Changing the nature of organizational change

Although organizational change management has become a permanent practice, failure thrives at a rate of 50 per cent to 75 per cent and has done so for nearly 40 years. Executives…

Agility: the new response to dynamic change

The purpose of this paper is to offer an integrated framework for understanding agility. Agility has become an increasingly important capability in today’s changing business…

Closing the change management gap

Change has always been hard. But now, change is becoming a constant. Defining change – identifying the new strategy, business model or process the organization needs to retain…

Emerging human resource management practices in Industry 4.0

The study aims to offer a fresh perspective on best management practices to encourage innovation and learning in the firm to keep abreast with and adopt industry 4.0 advancements…

Breaking barriers in manufacturing

Managing an age-diverse workforce

Employee engagement - Sine qua non for organizations growth