A Documentary Review on Private School Human Resource Management During Disruption Era

This preliminary study aimed to identify attributes for observed and latent variables. A documentary review was employed to investigate the attributes for latent variables, namely technological integration, disruptive leadership, and organizational transformation while the observed variable was human resource management during the disruption era. The findings revealed that there are six attributes for human resource management during the disruption era, four attributes for technological integration, five attributes for disruptive leadership, and four attributes for organizational transformation. All these variables and their attributes are going to investigate using structural equation modeling in order to explore relations between observed and latent variables.

Organizational transformation in crisis: learning from emergent patterns of knowing and organizing

PurposeComplex crises affect tightly coupled systems making them highly unpredictable. This paper aims to determine how organizations learn from their crisis experience shaping their knowledge and transformation trajectory toward and beyond survival. A theoretical framework integrating organizational learning (OL) and knowledge management in organizational transformation (OT) in complex crises is presented.Design/methodology/approachThis conceptual paper presents a systematic literature review on OT in crisis from 2000 to 2021. To achieve integration, the authors searched for studies on OT, knowledge management and OL, each paired with a crisis.FindingsCrises highlight the emergent and decentered nature of knowing and organizing. This study suggests that OT is achieved through various changes in organizational knowledge. Different learning modes enable the transformation of knowledge in a crisis: contextual or situated learning, strategic and collective integration.Research limitations/implicationsThe authors' pandemic experience may have influenced the analysis. This paper does not account for new types of learning emerging due to the influence of digital technologies.Practical implicationsOrganizations may hasten renewal through distributed crisis management facilitated by contextual and strategic learning and collective integration.Originality/valueThis study categorizes learning, based on its function in crisis management, into three types: contextual learning for creative problem-solving, strategic learning for leadership and direction and collective integration to evaluate their crisis journey. Through this classification, this study sheds light on the types of knowledge needed to manage crises effectively, showing that organizations can leverage their crises by transforming and innovating themselves in this turbulent period.

Leveraging digital technologies for information technology-enabled healthcare transformation at SingHealth

Singapore Health Services, or SingHealth in short, is Singapore's largest public health organisation. SingHealth was established in the year 2000 with ‘the aim to deliver consistently high-quality care that is appropriate and accessible to patients'. Since its inception, SingHealth has introduced numerous digital innovations to strengthen its business model and healthcare delivery. These include investments in mobile applications such as HealthBuddy and MyCare, which are widely used by patients in Singapore to manage their medical appointments, order their medication and monitor their health, which can all be done remotely. With the Covid-19 pandemic, SingHealth introduced Swabot which helped carry out automated nasal swabs at Covid-19 testing sites;Doctor Covid, which is a chatbot hosted on Telegram, an online messaging application that helps to improve care for Covid-19 patients in community care settings;and an AI-based tool called the Community-Acquired Pneumonia and Covid-19 AI Predictive Engine, which can determine the severity of pneumonia in Covid-19 patients based on chest x-ray images. SingHealth's investments in information systems and technologies have enabled SingHealth to improve its operations, provide better healthcare delivery to patients, better manage doctors' and nurses' workload, and address the various challenges posed by the Covid-19 pandemic. This case examines how digital technologies revolutionised SingHealth's workflows and processes, resulting in better quality healthcare for patients, and will be helpful for healthcare organisations looking to leverage on technology and health informatics for optimum healthcare delivery.

COVID-19 Induced New Workplace HR Practices: Practitioners' Perspectives from India

The purpose of this article is to provide a first-hand account of how human resources (HR) practitioners from India are revisiting their traditional perceptions of managing HR in the wake of the Coronavirus disease (COVID-19) pandemic. This study applies an in-depth interview method to probe the mindset of 13 top-level HR practitioners from India. The time duration of each interview ranged between 45 minutes and 1 hour. The data generated from the qualitative interviews are analysed through latent thematic analysis. The findings throw light on how HR managers in India are rethinking their traditional practices to adjust to the new normal. The themes point to a shift towards a virtual organizational structure, with emphasis given to developing virtual empathy and virtual team building. There is also the resonance of being more future-ready for the potential recurrence of such types of economically disruptive shock events. There is more willingness to hire gig workers and freelancers now given the increased risk of overstaffing in the post-pandemic market. This study provides practitioners with a lot of validity about the way forward in the new world of work-from-home and virtual employment contracts. This is a novel exploration of what some of the senior HR practitioners from India are doing to counter the challenge of the COVID-19 pandemic-induced workplace disruption. © 2023 XLRI Jamshedpur, School of Business Management & Human Resources.

A shock to the system: entrepreneurial ecosystem resilience and adaptation in a global pandemic

PurposeThis exploratory study uses a punctuated equilibrium paradigm (PEP) framework to examine the impact and adaptation of an entrepreneurial ecosystem (EE) to the COVID-19 pandemic at the organizational and ecosystem level. The aim is to provide guidance to EEs on ways to adapt to future external shocks.Design/methodology/approachAs this study is exploratory in nature, the authors use a sequential mixed method whereby a qualitative method is used first to identify emergent themes from in-depth interviews with EE members, followed by a quantitative method (survey) based on those themes across a broader cross section of EE members.FindingsEntrepreneurial ecosystem's geographical advantages have declined during the pandemic as EE firms adapted to this external shock by developing more digitally distributed organizations.Research limitations/implicationsBased on the findings, the authors propose an emerging model of EEs that extends the traditional clustering model focused on geography to account for more digitally distributed entrepreneurial clusters. However, the results, based on an in-depth study of one ecosystem, may not be fully generalizable to all EEs.Practical implicationsGiven the widespread pandemic impact, the findings may be instructive to EEs and organizations in EEs that aim to become more resilient in the face of potential future external shocks.Social implicationsAs part of the qualitative interview process the interviewees were asked what they would change in San Francisco Bay Area if they had a magic wand right now. They discussed a variety of inspiring ideas, but the most frequently mentioned was their wish to change the focus of business to solve societal problems with a global citizen mindset (e.g. recycling energy, climate change, income inequality, access to education and funding, inequity, wealth gaps, housing crisis and homelessness) to make the world a better place. Additionally, the pandemic exposed some inequality in work conditions across demographics. As firms reorganize to increase resiliency, attention to these issues should be addressed.Originality/valueThis study is unique in applying the PEP to EEs to deepen our understanding about how an EE evolves during periods of sudden external shocks.

Global Inclusion, Diversity, Belonging, Equity, and Access - GIDBEA The Architecture of A New Different

The article asserts the need for organizations to adopt intentional and transformative Global Inclusion, Diversity, Belonging, Equity, and Access (GIDBEA) practices, to ensure their future readiness. The research developed reaffirms the benefits of GIDBEA strategies in identifying gap areas and navigating crises, by providing insights on how to successfully embed a ‘new different’ GIDBEA strategy into organizational frameworks. By drawing trends across the 2020-2021 COVID-19 pandemic and other previous health and economic crises, it is indicated what is described as the “normality of disruption” and the need to move away from the idea of a ‘new normal’ to a new different. The new different acknowledges that the ‘normal’ or the status quo was often challenging for many. The impact and importance of the disruptions that individuals, communities, nations, etc., all have and will face together, is also recognized. The new different emphasizes organizational transformation through co-creation, sustainability, adaptivity, resilience, and design thinking. By implementing a design thinking model, GIDBEA proactively engages mistakes while promoting innovation through dissent and disruption. As a result, disruptions are not considered episodic crises but as recurring, expected, and presenting opportunities. Furthermore, it is argued that GIDBEA expertise is essential for remaining agile, innovative, and providing strategic organizational architecture to prepare and innovate for these disruptions. However, it is necessary to consider that GIDBEA practice can be limited due to the failure of organizations and leaders to frame it as an asset and develop strategic plans to leverage it in the same way they do other critical functional business units. Therefore, unless prioritized and conducted intentionally, GIDBEA work will not achieve its promised bonuses and transformative potential. The article offers readers insights and tools to assess existing GIDBEA within their organization. Using metaphors of “construction” and “architecture,” it illustrates how reimaging organizational architectures and constructing initiatives focused on GIDBEA are fundamental to resiliency, organizational sustainability, and the ability to thrive through shifting landscapes.