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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 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.

This study explores expatriates’ perceptions of the support they receive during crises as they transition to remote work, examining the factors that help them adapt and succeed in these conditions.

Using an inductive approach, we conducted 20 semi-structured interviews with expatriates in eleven countries and applied reflexive thematic analysis to explore expatriates’ perceptions of organisational and social support during the transition to remote work.

When expatriates transition to remote work as a consequence of a crisis, four factors are crucial for their successful transition and should be actively reinforced by organisations: (1) Awareness of tension between belonging and isolation and uncertainty, (2) Feeling supported, (3) Maintaining a positive approach and (4) JAVA/coffee connections.

Comparative research should follow up on these findings in the post-pandemic world to examine the sustainability of the four factors. Future research should also focus on more homogeneous expatriate groups.

Raising awareness of these factors and providing structured family-level support is crucial for effective assistance.

Our contribution expands the literature on perceived organisational support, traditionally focused on employees, by emphasising the importance of considering support at the family level.

The purpose of this study is to examine the importance of big data analytics capability (BDAC), knowledge management (KM), corporate sustainability strategy (CSS) and sustainability design (SD) variables that affect the innovation performance (IP) of companies in the information technology (IT) sector. Taking these variables into consideration, the authors aim to highlight the key factors necessary for the sustainability and success of companies in the IT sector.

As a result of this research, a model was developed and a quantitative analysis technique was adopted. By applying PLS- structural equation modeling, the data were analyzed in the SmartPLS 4.0 program and focused on the population of companies in the IT sector. Middle and senior managers working in these companies were reached. The main reason for choosing this sector is that the variables in the research model are very important in the IT sector.

The analysis results are supported by the hypotheses that BDAC, information management, CSS and SD have positive effects on the IP of companies in the IT sector.

In terms of research limitations, data was collected by survey method from companies operating in the IT sector in Istanbul, ensuring that participation was voluntary. Because Istanbul is the most developed city in Turkey, and hence where IT companies are located, the sample population consists of companies in this city. It is recommended that future research should develop the research model, taking this limited situation into account and contributing to the literature by collecting data from companies in different sectors by using the comparison method.

To benefit from the potential of big data, it can be predicted that companies in the IT sector should strengthen their infrastructure, increase their performance by better managing their knowledge and experience, realize innovations by achieving sustainability goals and create an environmentally friendly image by increasing the sustainability of their products/services and thus become a company that gains an innovative competitive advantage. Considering these variables collectively can help companies in the IT sector to be more efficient and sustainable.

Because the studies in the literature do not have sufficient empirical findings in examining the relationships between variables, companies are offered a limited perspective on how they should approach big data initiatives. Therefore, in addition to research conducted in different sectors and different types of companies, examining the impact of BDAC as independent variables and sustainability and KM as mediator variables in companies in the IT sector will contribute to the theory.

There are many studies examining the relationship between BDAC and information management. However, examining the mediation variable effect of sustainability, which is one of the three goals of businesses, together with these variables, is important in terms of contributing to the literature. Because we are in the age of digitalization, companies are now renewing and developing strategies for the future. We can see data science, innovation, information and sustainability as the most important concepts of these strategies. Therefore, this study uses original research that can be referenced for both academics and companies.