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The purpose of the study is to explore a Doctorate in Business Administration (DBA) programme in the context of a small emerging Irish university as an enabler for future management practice development.

The research comprises a literature review and a single case study focused on a single DBA graduate of a DBA programme embedded in a new technological Irish university.

Findings indicate that the DBA supports a unique form of managerial learning supportive of the development of future management practice in graduates. Specifically, such managerial learning emerges from the embracement of differences by both faculty and students; guidance by faculty in opening students to uncertainty and unknowing and in supporting students towards becoming architects of socio-technical organisational change. Ultimately, the DBA graduate is not viewed as leaving the programme, with novel management practices that are time-bound, rather they are imbued with a learning potential supportive of continual management practice development into the future. Theoretically, the authors extend studies that indicate the potential of the DBA as a mechanism for management practice development, indicating the role of managerial learning in context.

The research is limited to a single case study of a DBA programme embedded in a new technological Irish university and draws from the perspective of one key informant graduate. Hence, future research into how managerial learning impacts new management practice development in the context of other universities is encouraged.

The central role of managerial learning promoted in the DBA within this new technological university indicates two practical implications of the research. First, both organisations and students considering DBA education as a means of developing future management practices are encouraged to contemplate such education through the lens of managerial learning. It is anticipated that such contemplation will improve preparedness. Second, business schools are encouraged to contemplate improving their programmes through the managerial learning lens, with such improvement activating potential in marketing the DBA to both students and organisations.

Theoretically the authors extend existing studies that indicate the potential of the DBA as a mechanism for management practice development. Specifically the role of contextual managerial learning is articulated, and is argued to support a management practice development capable of continual transformation.

Emphasizing the increasing role of talent management (TM) as a global phenomenon and a source of sustainable competitive advantage for organizations, this study aims to present a scoping review of empirical literature on TM, examining the transition of TM from a phenomenon-driven to a theory-driven field.

Using a scoping review, this study analyzed 200 empirical studies published between 2010 and 2023 on TM.

The results indicate that TM is extensively studied in nationally operated, large, private, engineering-led organizations in Anglo-Saxon countries. The study highlights the necessity for more empirical studies and statistically robust evidence to establish the effectiveness of TM.

This review intends to provide a vision and direction for future researchers, guiding TM towards becoming a theory-driven field characterized by widely accepted theoretical frameworks and research designs.

The findings of this study may not be generalizable to other types of organizations or cultural contexts, as it primarily focused on large private engineering-led organizations in Anglo-Saxon countries.

This paper offers a comprehensive view of the definitions, contextualization, conceptualization, frameworks, practices, processes and under-explored areas of TM, which are essential for its development as a discipline.

Talent management is conducted to maximize an organization's overall performance and efficiency which helps to serve as a competitive advantage. Human resource management is a concept which includes human-related activities, but talent management is a strategy which helps to get new talent, develop their skill sets and provide better employee engagement and experience to retain the top potential employees in an organization. Improvement in recruiting and retention of a workforce results from a well-executed talent acquisition approach. In the 21st century, employee retention has become a primary concern for the organizations specially with work from home and hybrid models.

The workforce for tomorrow is going to be very different from what it has been. Technology is transforming the way people work within organizations. The workplace is rapidly evolving in terms of people and processes and is going through a lot of technological changes. The terminologies such as automation, artificial intelligence, augmented reality and block chain technologies are slowly becoming part of the workplace and everyday activities of the organization.

The challenges are many and especially post-pandemic organizations are going through some major changes such as a mindset shift of employees to take up more remote working opportunities, building virtual teams, increase in the gig economy workers (contractual workers) and a diverse workforce which makes it even more challenging for the organization to manage and retain talent.

Addressing the urgent issue of climate change and its impact on society requires immediate attention and innovative solutions. This chapter explores research that examines previous studies about the strategies companies use in their human resources (HR) departments to lessen the impact of climate change and support good social results.

This section conducted a thorough search of academic literature to find relevant studies on the connection between HR strategies, addressing climate change, and social impact. The inclusion criteria for this research targeted empirical studies on the relationship between HR practices and environmental and social outcomes. It employed particular keywords such as well-known academic databases.

This review discusses the important influence of HR strategies in addressing climate change and promoting positive social effects in companies. It evaluates successful HR practices that specifically endorse environmental and social goals through a comprehensive analysis of academic studies. The results offer useful knowledge for HR professionals and business leaders looking to align their HR strategies with climate change.

The findings of this chapter can benefit a diverse audience such as scholars who deal with human resource management, knowledge management and organizational innovation, HR personnel, business stakeholders and the employees.

This review offers a novel viewpoint by exploring the less-studied area of HR's potential to drive positive environmental and social changes. While past research has acknowledged HR's significance, this review goes further by analysing the specific HR approaches that have been successful in tackling climate change and enhancing social welfare.

The purpose of this literature review is, first, to understand how employees with disabilities in the context of COVID-19 have been studied under the talent management (TM) approach; second, to explore what we know about the predictors and outcomes that have been linked to TM practices in that area; and third, to identify gaps in our understanding and provide insights for future research.

This paper presents a systematic literature review (SLR) based on 38 academic sources published in high-impact indexes from 2020 to 2023.

The existing research shows COVID-19 as a crucial context that led organizations to more precarious and segmented TM practices, which had negative consequences for employees with disabilities, both at the individual level (reduced satisfaction and income, and increased health issues) and the organizational level (increased unemployment, turnover and discrimination as well as declining performance and productivity).

This paper provides essential contributions to the field of TM in the relatively unexplored context of employees with disabilities since the emergence of COVID-19. Our literature review suggests there is significant room for developing and implementing adjusted TM strategies and practices to foster effective inclusiveness, accommodations and supportive work environments for employees with disabilities. From this evidence, a number of key avenues for future research and key implications for academics and practitioners are provided.

The purpose of this paper is to provide a critical perspective on how the COVID-19 crisis shaped inclusive leadership behaviors of global business leaders.

Using quantitative and qualitative methods, the authors analyzed 240 CEO statements in 120 multinational enterprises from six countries (France, India, Japan, South Korea, UK, USA), pre- and mid-COVID-19.

Results show that CEO emphasis on inclusive leadership increased during the pandemic. More substantively, the authors identify three key behaviors of inclusive leadership – fidelity, calmness and collective resilience.

The authors provide empirical evidence of inclusive leadership behaviors by global business leaders. In doing so, the authors integrate inclusive leadership into societally engaged international business research.

The organizational role of diversity management officers (DMO) is intertwined with the human resource (HR) profession and practices. Nonetheless, DMO ideologies, perspectives and challenges from the perspective of strategic human resource partnership have not been adequately addressed. This study aimed to explore the strategic role of DMOs using the comprehensive scholarly research on strategic HR partnerships. We suggest that DMOs’ limited success in promoting diversity may be due to a lack of strategic positioning of their role.

In-depth, semi-structured interviews with 22 DMOs and HR practitioners were used to examine their day-to-day activities and interactions between their diversity-management and HR roles.

The findings indicate that DMOs direct their attention to diversity initiatives that address the personal needs and challenges of socially diverse employees and their managers. Thus, most DMOs operate on an administrative rather than a more strategic and transformational level, which also reflects their organization’s perspective on diversity.

The study was conducted using a medium-sized sample of practitioners in the Israeli business sector. This study focused on practitioners’ descriptions of their daily roles and did not include other organizational stakeholders, such as managers and employees.

According to the findings, the DMO role lacks strategic positioning. To better implement and promote diversity initiatives, DMOs should increase their strategic influence. Based on the strategic HR framework, we suggest four distinct roles that will enhance DMOs’ strategic positioning. We recommend practical improvements in DMOs’ practices and academic education, as well as training for practitioners.

This study adds to the scholarly understanding of DMOs and suggests a strategic framework for implementing organizational diversity.

The expatriation literature (a substantial domain of the International HRM literature) has not paid sufficient attention to the phenomenon of work engagement, which is essential for expatriate success. Equally, research on work engagement in Organizational Behavior, although extensive and mature, has neglected the context of expatriation. Our study bridges the two literature streams to examine the antecedents of expatriates’ work engagement within the distinct context of international assignments.

Through e-interviews with 27 Nordic assigned expatriates in 16 host countries, we delineate and organize antecedents of assigned expatriates’ work engagement in a framework.

We identify two clusters of antecedents – general and specific – characteristic of expatriate settings (e.g. distance to headquarters, pride in being chosen, culture, fewer distractions, success in a foreign context, adjustment, location, and language). We decompose each cluster into contextual and job-related antecedents leading to absorption, dedication, and vigor as three components of work engagement. We depict and organize the relationships in a framework.

Our qualitative study connects two bodies of literature that have remained largely independent of each other. In doing this, we contribute to the expatriate literature by presenting a comprehensive picture of antecedents to work engagement and the engagement literature by exploring engagement in a new occupational work setting, namely international assignments.