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This study aims to shed light on how internships' features drive employability outcomes and answers the question of how internships that maximize the employability of interns can be designed. The study assumes that the duration of an internship, degree of formalization and the use of internship-specific motivational practices by companies are likely to influence interns' perceptions of employability.

A study among interns investigated the relationship between different internship features and interns' employability. Data on the duration of the internship, motivational practices specific to internships and the formalization of the internship process were collected from a large sample of 13,565 interns in 27 European countries from 15 to 35 years old.

The findings suggest that internship duration has a curvilinear effect on employability with increasing effects on employability at the beginning of the internship, followed by a decrease over time. In addition, the use of practices specifically designed to motivate interns also favors the interns' employability. Finally, formalization of the internship placement moderates the effect of motivational practices on employability.

By identifying key features of the internship experience – duration, formalization and motivational practices – the authors contribute to the theory related to the development of career resources and employability in young adults and show that these features significantly shape young adults' employability perceptions.

This paper aims to identify the success factors linked to human resources management during the lean production (LP) adoption process. A model of these factors and their interrelationships is also to be built to understand the sequence that leads to the cultural change required in lean production adoption.

A case study is carried out in selected same‐industry companies that are on the same level in the supply chain and have recently completed LP adoption. Twelve first‐tier production plants in the aeronautics industry were selected. Data were gathered from interviews with plant managers and the people in charge of LP in the plant. Data were analyzed using open and coaxial coding and triangulation both within cases and across cases.

The results highlight a number of success factors that depend on the phase of the LP adoption process. In the phase prior to adoption, the success factors are the incorporation of external change agents and the management averting inertia, whereas in the other phases of the adoption process five main factors were found: training, communication, rewards, job design and work organization.

The findings stress the importance of human resources being managed appropriately during LP adoption for LP to be accepted and adapted. There are a number of key aspects related to human resource management that should be taken into account during each of the phases that occur during the LP adoption process. Further developments include measuring the intensity of the relationships identified and combining qualitative and quantitative methodologies simultaneously to overcome problems with the limited generalization of the results.

Practitioners in charge of LP adoption must be mindful of the key human resource management‐related aspects before and during the LP adoption process and the guidelines to be followed in each of these aspects for the outcomes of LP to be achieved and maintained.

This paper contributes to research in the area of the role that people play in LP with a new line of research centered on the role of human resource management during the LP adoption process. Unlike prior research, this study analyzes the changes that take place in human resource management from the time the company makes the decision to adopt LP until it is implemented.

This paper provides an in‐depth study of the relationship between the company's training strategy and its learning capability. On a sample of 111 Spanish companies from the chemical industry, tests a set of hypotheses which link four different training strategies with the learning capability dimensions. The results obtained from the regression analyses clearly show that ongoing training, team‐based training and job rotation programmes have a positive influence on company learning capability. The present study presents evidence of how a specific human resources strategy (training strategy) influences the development of a strategic capability (organisational learning). Future studies should analyse the influence of training on performance, using organisational learning capability as a moderating variable. Additionally, the relationship between human resource management and learning should also be studied using a configurational approach. This would enable to take into account the synergic effect deriving from the joint use of complementary human resources strategies.

Achieving organizational-level outcomes through human resource practices (HRP) as the basis of nearly all organizational improvements has remained relatively unexplored, which requires more investigations. Therefore, the present study aimed to develop a framework to theorize how high-performance work systems (HPWS) can provide organizations with critical instruments for organizational learning (OL) creation that in turn leads to innovation performance (IP).

Survey-based, multisource research was designed to examine the proposed model, using the data collected from 154 pharmaceutical industry-related companies.

According to the study results, HPWS concentrating on enhancing practices of abilities, motivations and opportunities (AMO) were positively associated with OL, which could in turn improve IP. Moreover, innovation culture (IC) showed a significant moderating effect on the association between OL and IP.

The central originality of this research first is that HPWS acts as antecedents of OL capabilities contributing to firm-level IP; second, the relationship between OL and firm IP is contingent upon the level of IC in organizations.

The aim of this study is to offer valuable insights to businesses and facilitate better understanding on transformer-based models (TBMs), which are among the widely employed generative artificial intelligence (GAI) models, garnering substantial attention due to their ability to process and generate complex data.

Existing studies on TBMs tend to be limited in scope, either focusing on specific fields or being highly technical. To bridge this gap, this study conducts robust bibliometric analysis to explore the trends across journals, authors, affiliations, countries and research trajectories using science mapping techniques – co-citation, co-words and strategic diagram analysis.

Identified research gaps encompass the evolution of new closed and open-source TBMs; limited exploration across industries like education and disciplines like marketing; a lack of in-depth exploration on TBMs' adoption in the health sector; scarcity of research on TBMs' ethical considerations and potential TBMs' performance research in diverse applications, like image processing.

The study offers an updated TBMs landscape and proposes a theoretical framework for TBMs' adoption in organizations. Implications for managers and researchers along with suggested research questions to guide future investigations are provided.