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This paper aims to propose an integrated framework for digital project-driven supply chains (PDSC) to address multiple objectives in Architecture, Engineering, Construction and, Operations and Maintenance (AECO) value chain. Additionally, the following sub-objectives were also to be addressed: to assess emerging themes of Fourth Industrial Revolution (4IR) technologies in AECO and to identify lacunae in existing project supply chains.

The research relies on qualitative approaches and mixed methodologies, for building theories based on domain expert interviews and questionnaire surveys administered on industry professionals. Hypothesis testing has been used to analyze data and identify significant 4IR technology applications and evolve a PDSC framework to address multiple objectives in the AECO context.

4IR technologies can completely revolutionize AECO supply chains and catapult the discipline into a completely new paradigm. The immense computing power unleashed can contribute to enhancing effectiveness in delivery. Technologies such as the Internet of Things, Internet of Services, Cloud Computing, Big Data, Smart Factory, 3 D-Printing, Cyber-Physical Systems or Embedded Systems, Augmented Reality, Virtual Reality and Robotics hold immense future potential. The study proposes an integrated framework to address the multiple objectives of improved project delivery, increased productivity and cost savings, activity monitoring, reporting and agility, better workflow processes and reduction of wastage.

The study offers ideas for complete integration of the AECO supply chain to deliver value to end customers. It, however, relies on opinions, perspectives and recollections of respondents, which is its limitation. Their opinion is expected to be influenced by their domain and project expertise.

In today’s global environment, information and data management is a meaningful intermediary in 4IR. It can be delivered with the aid of the cloud to collect, appraise and evaluate data efficiently; faster machine operations to manufacture quality goods at a lower cost; boost productivity; and competitiveness in AECO companies. Appropriate exchange of information and knowledge transfer will lead to innovation, effective communication in terms of frequency and quality of information; willingness to share information to improve overall performance; commitment to a common goal and mutual support; and continuous innovative effort.

This paper suggests fresh perspectives to integrated digital project-driven supply chains propelled by 4IR technologies, with a purpose to deliver multiple project objectives and end-customer value addition.

Mergers and acquisitions (M&) are increasingly becoming a strategy of choice for companies attempting to achieve and sustain competitive advantage. However, not all M&As are a success. In this paper, we examine the three main reasons highlighted in the literature as major causes of M&A failure (clashing corporate cultures, absence of clear communication, and employee involvement) in three Indian pharmaceutical companies, and we analyze the role played by the HR function in addressing them. Also, we discuss the importance of gaining the commitment and focus of the workforce during the acquisition process through employee involvement.

Change is a constant for all to deal with. The rise of the internet, growth of mobile and subsequent creation of ever greater volumes of data are all contributing to major societal changes that have been seen over the past two decades and is expected to continue. This paper is based upon presentations given at the 2015 RICS/SPR Cutting Edge conference and subsequent discussion including RICS Director Strategy Daniel Cook, Arup, Associate Josef Hargrave and Hometrack Research Director Richard Donnell. The paper aims to discuss these issues.

In addition to the Cutting Edge event, the discussion was based upon themes identified in RICS research undertaken between 2012 and 2014. This work identified the key trends related to technology in the land and built environment sector and proposes some areas where the implications will be felt as well as actions needed by the sector, professional bodies, firms and individuals to manage challenges and successfully take new opportunities. In-depth interviews for markets in UK, India and China have also been conducted. A number of events held have specifically looked at the impact of technology on the built and land professionals of the future. The authors have also reached out to SMEs, those from rural locations and different age groups to ensure the authors take a wide view. The approach has been: to be international, intergenerational and collaborative; consider views both from inside and outside of the surveying profession and create tangible outcomes and actions.

It is clear the built and natural environment professions need to work much more closely with the technology sector to partner, collaborate and build new skills that bring together people, place and technology within the context of professional advisory services. This will be vital as the author seeks to successfully integrate people, technology and place across cities and natural environments of the future.

Going forward, there is major change impacting from the rise of digital technology. There will also be major new opportunities from boosting productivity with new construction techniques to creating value from big data. One of the main areas of impact will be changes to job roles and business structures, requiring continuous learning and greater flexibility and adaptability.

This piece reflects and builds on key themes from our discussion. It also draws on many pieces of existing industry research this detail including the full report “Our changing world; let’s be ready” can be found at www.rics.org/changingworld

Drawing on the integrative perspective of the technology acceptance model (TAM) and theory of planned behaviour (TPB) and extending it further by examining the role of organisational facilitators and perceived HR effectiveness in this integrative perspective, we examine HR professionals’ AI-augmented HRM (HRM^(AI)) acceptance in this research.

The data (N=375) were collected from HR professionals working in different organisations in India. Structural equation modelling (SEM) was employed to analyse the data.

The results of the study suggest that along with organisational facilitator antecedents to the relevant components of both TAM and TPB, perceived HR effectiveness also enhanced the HRM^(AI) acceptance levels of HR professionals.

The research findings are expected to contribute to the understanding of the factors that influence the acceptance of AI-augmented HRM in organizations. The results may also help organisations to identify the facilitators that can enhance the adoption and implementation of AI-augmented HRM by HR professionals. Finally, the study provides a composite TAM-TPB theoretical framework that can guide future research on the acceptance of AI-augmented HRM.

To the best of our knowledge, this is one of the first attempts to factor in the effect of contextual factors (i.e. organisational facilitators and perceived HR effectiveness) in the TAM and TPB equations.

This narrative review presents a multi-stakeholder ethical framework for AI-augmented HRM, based on extant research in the domains of ethical HRM and ethical AI. More specifically, the authors identify critical ethical issues pertaining to AI-augmented HRM functions and suggest ethical principles to address these issues by identifying the relevant stakeholders based on the responsibility ethics approach.

This paper follows a narrative review approach by first identifying various ethical/codes/issues/dilemmas discussed in HRM and AI. The authors next discuss ethical issues concerning AI-augmented HRM, drawing from recent literature. Finally, the authors propose ethical principles for AI-augmented HRM and stakeholders responsible for managing those issues.

The paper summarises key findings of extant research in the ethical HRM and AI domain and provides a multi-stakeholder ethical framework for AI-augmented HRM functions.

This research's value lies in conceptualising a multi-stakeholder ethical framework for AI-augmented HRM functions comprising 11 ethical principles. The research also identifies the class of stakeholders responsible for identified ethical principles. The research also presents future research directions based on the proposed model.

Creating high quality, liveable urban settings that facilitate a transition to lower carbon living and work environments is central to achieving more sustainable cities and communities. For over two decades, city builders and planners have advocated compact growth to facilitate these transformations. The impact of the COVID-19 pandemic has heralded a conceptual shift in debates on urban density, mobility and accessibility with the idea of the ‘15-minute city’ (Moreno, 2016) gaining increased prominence and traction among policymakers. Popularised by Mayor Anne Hidalgo of Paris, proximity and accessibility, together with density, underpin an ideal that privileges the relocalisation of work, home and leisure activities. Broadly described, the concept centres on the (re)development of urban neighbourhoods where basic services – access to public transport, grocery, social and healthcare, leisure and amenity – can be provided within a 10-, 15- or 20-minute walk or cycle from home. Since the publication of the National Planning Framework in 2018, more compact urban growth has become a core principle underpinning spatial planning at a range of scales in Ireland and the development of low-carbon and vibrant urban centres is now a key objective of Irish policymakers. The Southern Regional Assembly has been promoting the ‘10-minute town’ ideal through its Regional Spatial and Economic Strategy (RPO 176) and pilot projects in 3 medium sized towns (Carlow, Tralee and Ennis). However, scaling up the concept to accommodate the region's larger cities is relatively unexplored. As the smallest of the three cities in the southern region, and with significant redevelopment potential at the heart of the urban core, Waterford is in a dynamic position to accommodate the 15-minute concept. Furthermore, Waterford's more recent population growth suggests the need to cement the 15-minute city concept as a baseline for the design of the city as it develops and evolves in both new and emerging neighbourhoods. This chapter examines the potential and challenges of embracing the 15-minute city concept in Waterford as a way to meet the objectives set out in the National Planning Framework, Regional Spatial and Economic Strategy and by Waterford City Council, and discusses lessons for the Irish context more broadly. The chapter concludes that while the framework conditions for success appear to be largely in place, whether the governance and political system at the metropolitan and local levels is courageous enough to embrace and harness these opportunities remains to be seen.

The purpose of this study is to investigate the relationship between psychological climate and employee performance, in the Indian environment, in order to understand better the conditions that foster high levels of in‐role and extra‐role performance.

Based on a literature review, the paper includes organizational citizenship behaviour (OCB) and job satisfaction as mediating variables. Further, it uses data obtained from 357 managerial employees in the manufacturing and service sectors in India to analyze the relationships.

The results support the hypotheses that an individual's perception of the psychological climate in the organization has a significant positive impact on his/her willingness to engage in OCBs, as well as on his/her job satisfaction levels. Further, OCB and job satisfaction levels have a significant impact on individuals' performance.

The present study relies exclusively on cross‐sectional data, limiting the ability to generalize beyond a point. Further, a significant majority of the respondents were male, again limiting generalizability.

The findings suggest that Indian organizations need to pay attention to employee perceptions of the work environment, and that human resource strategies should go beyond establishing policies and procedures to fostering a employee‐friendly work environment that promotes both in‐role and extra‐role performance.

This study emphasizes the importance of both in‐role and extra‐role performance in the Indian context. Further, given India's rise on the world economic scene, the findings suggest that organizations wishing to sustain their competitiveness and growth levels need to pay attention to their employees' perceptions and beliefs.

The purpose of this paper is to examine the relationship between psychological climate, and transformational leadership, with employee performance. The paper builds on relevant research in this area, and extends such research to the Indian context.

Data were gathered from 357 participants in Indian organizations, who responded to questions regarding their work environment and perceived supervisory support. The respondents' demographic data were treated as control variables.

As predicted, it was found that organizational psychological climate, and transformational leadership, predicted job satisfaction. Job satisfaction, in turn, predicted employee performance, a composite measure of in‐role and extra‐role performance.

All data were collected from the participants at one point of time – as such, causality cannot be inferred, and the results may be subject to common method bias.

From a practical perspective, the results emphasize the need for organizations to create a positive climate, where employees can feel valued. Next, the results suggest the need for managers to adopt a transformational style of leadership over the transactional style, so that employees may learn and grow with the organization. Together, these shall result in increased employee satisfaction which shall ultimately lead to higher levels of employee performance.

While there are numerous theoretical pieces exploring the antecedents of employees' performance, the number of empirical studies relating cross‐level variables using structural equation modeling is limited. Moreover, this is the first known study to examine the variables in the Indian context, which continues to gain importance on the world economic scene.