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This manuscript explores the evolving roles of HR professionals amidst global megatrends and organizational transitions, focusing on the Italian context, which has experienced disruptive adoption of new forms of work such as remote and hybrid work. In this challenging scenario, our research aims to uncover if and how HR professionals are transforming their roles or maintaining the status quo in navigating organizational changes, dealing with the upcoming working scenario, and challenging conventional perceptions of HR practitioners.

The study employs the social-symbolic work lens, that contributes to a deeper understanding of how HR professionals work to construct organizational life, the identities of employees, and the societal norms and assumptions that provide the context for organizational action. This perspective highlights HR professionals’ personal efforts, consisting of the emotional labor entailed in steering organizational transformations and, eventually, maintenance in a context where remote work has become prevalent. Data was collected through 16 online focus groups involving 76 HR professionals from Italian organizations.

Our research offers two interrelated contributions to HR literature. First, we provide pieces of evidence on how HR practitioners act as agents of change in two emerging roles: the “Wannabe Hero” and the “Ordinary Hero”. This challenges the prevailing rhetorical discourse about the so-called HR business partner. Secondly, we delve into the persistent obstacles that hinder HR professionals from making a substantial impact in addressing radical changes. These findings will provide useful insights into effectively engaging HR practitioners as agents of change in organizational transformation, shedding light on praxis, structures, and their emotional work.

The paper analyzes HR professionals’ social-symbolic work, which offers an original contribution to the comprehension of the activities they carry on in practice and the emotions they have been experiencing. These influence both the way HR professionals play their role and the organizational and institutional environment.

The purpose of this paper is to investigate the phenomenon of the digital do-it-yourself (DiDIY) in the medical domain. In particular, the main contribution of the paper is the analysis and discussion of a questionnaire-based user study focused on 3D printing (3DP) technology, which was conducted among clinicians of one of the most important research hospital group in Lombardy, Italy.

A general reflection on the notion of knowledge artifacts (KAs) and on the use of 3DP in medicine is followed by the research questions and by a more detailed analysis of the specialist literature on the usage of 3DP technology for diagnostic, training and surgical planning activities for clinicians and patients. The questionnaire-based user study design is then emerging from the conceptual framework for DiDIY in healthcare. To help focus on the main actors and assets composing the 3DP innovation roles in healthcare, the authors model: the DiDIY-er as the main initiator of the practice innovation; the available technology allowing the envisioning of new practices; the specific activities gaining benefits from the innovative techniques introduced; and the knowledge community continuously supporting and evolving knowledge practices.

The authors discuss the results of the user study in the light of the four main components of our DiDIY framework and on the notion of KA. There are differences between high expertise, or senior, medical doctors (MDs) and relatively lower expertise MDs, or younger MDs, regarding the willing to acquire 3DP competences; those who have seen other colleagues using 3DP are significantly more in favor of 3DP adoption in medical practices, and those who wish to acquire 3DP competence and do-by-themselves are significantly more interested in the making of custom-made patient-specific tools, such as cutting guides and templates; there are many recurrent themes regarding how 3DP usage and application may improve medical practice. In each of the free-text questions, there were comments regarding the impact of 3DP on medical knowledge practices, such as surgical rehearsal, surgery, pathology comprehension, patient-physician communication and teaching.

The 3DP adoption in healthcare is seen favorably and advocated by most of the respondents. In this domain, 3DP objects can be considered KAs legitimately. They can support knowledgeable practices, promote knowledge sharing and circulation in the healthcare community, as well as contribute to their improvement by the introduction of a new DiDIY mindset in the everyday work of MDs.

This chapter aims to provide a contribution to the debate about the actual relevance and sustainability of holacracy as an organizational structure able to overcome the limitations of hierarchy. Based on the literature review of this topic, we developed a research framework to explore the organizational variables that allow, or encourage, the development of organizations according to the holonic model. We applied this framework to a case study of a fast-growing Italian system integrator and consulting company.

The outcomes of the empirical investigation show that the applied framework enables the explanation of the development of a holonic organization and they highlight that, to deal with such development, a central role is played by electronic human resource management (e-HRM), defined in terms of HRM processes, software platforms, and organizational culture.

This chapter aims to build a systematization of the current theoretical and empirical academic contributions on smart working (SW) in the organization studies domain and to examine which are the main paths that researchers are concerning themselves with, with specific attention being paid to the new meaning that the work itself has acquired in the model proposed by SW. Particular consideration is devoted to an analysis of the characteristics of the present debate on this construct and the meaning of SW, identifying two different – and contrasting – approaches: one considers it as a totally new concept; the other is notable for its continuity with previous arrangements such as telework. Further, some relevant concepts, strictly related to that of SW in working environments are considered. In the last part of the chapter, some key points for further research are proposed to create stimuli for discussion in the community of organization studies and HRM scholars and among practitioners, given from the perspective of deepening the change in progress, the relevance for which there is general consensus.