Includes bibliographical references and index.

List of Illustrations Foreword -- Part I OVERVIEW-- 1. Unlocking the IoT Potential in Manufacturing: an Organizational Analysis and Research Agenda -- Cristiano Ghiringhelli-Francesco Virili-- 1.1. Introduction -- 1.2. Background -- 1.3. Exploring the potential of IoT: from data to action, via decisions-- 1.4. Unlocking the potential of IoT: the organizational perspective -- 1.5. A suggested research agenda -- References -- 2. The Case of Corporate Entrepreneurship within Italian SMEs -- Federico Moretti-Stefano Denicolai-Aurelio Ravarini-- 2.1. Introduction -- 2.2. Literature review -- 2.2.1. Dimensions of corporate entrepreneurship -- 2.2.2. A competence-based framework -- 2.2.2.1. Individual factors for entrepreneurial development-- 2.2.2.2. Organizational factors: four entrepreneurial competencies-- 2.2.3. Human Resource Management (HRM) -- 2.2.3.1. HRM architecture -- 2.2.3.2. HRM practices -- 2.2.3.3. Incentive mechanisms -- 2.2.3.4. Organizational culture conducive to entrepreneurial development -- 2.3. Research design -- 2.4. Case studies description -- 2.4.1. FacilityLive -- 2.4.2. 7Pixel -- 2.5. Findings -- 2.5.1. FacilityLive -- 2.5.1.1. Intrapreneurship -- 2.5.1.2. Risk propensity and failure tolerance -- 2.5.1.3. HRM practices -- 2.5.1.3.1. Recruitment and selection -- 2.5.1.3.2. Retention mechanisms -- 2.5.1.3.3. Four models framework -- 2.5.2. 7Pixel -- 2.5.2.1. Intrapreneurship -- 2.5.2.2. HRM practices -- 2.5.2.2.1. Risk propensity and failure tolerance -- 2.5.2.2.2. Performance evaluation -- 2.5.2.2.3. Training and development -- 2.5.2.2.4. Four models framework -- 2.6. Discussion and conclusions -- References -- 3. HRM 4.0: the Digital Transformation of the HR Department -- Rita Bissola-Barbara Imperatori-- 3.1. Introduction -- 3.2. Work and Industry 4.0 -- 3.2.1. New spaces and time -- 3.2.2. New stakeholders -- 3.2.3. Big data analytics -- 3.3. HRM department and industry 4.0: the HR competences -- 3.3.1. New HR role: an old tale or a new chance? -- 3.4. HRM department, organization and industry 4.0: the design thinking approach -- 3.5. Conclusion -- References -- Part II PRACTICES-- 4. How Technology Has Redefined Human Resource Practices? Understanding the Use of Smart Working -- Stefano Forte-Pietro Previtali-Danila Scarozza-- 4.1. Introduction -- 4.2. Conceptualizing smart working -- 4.3. Method -- 4.4. The case study of the TIM Group: findings and discussion -- 4.5. Conclusions and limitations -- References -- 5. Work Autonomy, Control and Discretion in Industry 4.0 -- Roberto Albano-Ylenia Curzi-Tommaso Fabbri-- 5.1. Introduction -- 5.2. Digital Taylorism and Electronic Panopticon -- 5.3. Digital Taylorism and Electronic Panopticon: empirical evidence-- 5.4. An alternative approach: Living Labouring Capacity and Joint Regulation -- 5.5. Implications and future research directions -- References -- 6. Work Control and Surveillance in the Age of Digital -- Andrea Carugati-Aurlie Leclercq-Vandelannoitte-Joao Viera da Cunha-- 6.1. Introduction -- 6.2. Foundations for a dramaturgical model of control -- 6.2.1. Personal control -- 6.2.2. Bureaucratic control -- 6.2.3. Social control -- 6.3. A dramaturgical model of control -- 6.4. Conclusion -- References -- 7. The Future Role of Machine Learning in HR Development -- Roberto Bernazzani-Franca Cantoni-Mariacristina Piva-- 7.1. Introduction -- 7.2. Managerial decision making applied to performance measurement and potential evaluation -- 7.3. About machine learning -- 7.3.1. How machine learning works -- 7.3.2. Machine learning tools -- 7.4. Possible scenarios and critical considerations -- 7.5. Conclusions -- Acknowledgements -- References -- Part III LEVERAGES-- 8. Individual Versus Organizational Learning for Knowledge in Innovation 4.0 Era -- Paolino Fierro-Paola Briganti-Luisa Varriale-- 8.1. Introduction -- 8.2. Individual learning versus organizational learning in the traditional era -- 8.3. Organizational learning in the digital era -- 8.3.1. Organizational learning for innovation: applications and techniques -- 8.4. Organization learning for innovation: managerial implications and final remarks -- References -- 9. The Digital Transformation of Learning. Implications for Organizational Training -- Roberta Virtuani-Alessandro Bottazzi-- Introduction -- 9.1. Trends driving the change of organizations toward a digital transformation -- 9.2. The employee learning experience -- 9.3. The role of managers and company training -- 9.4. The value of different ways of learning for and at work -- 9.5. Digital workplace solutions supporting the learning process -- 9.6. Case study: How Cisco Services up-skilled 14,400 employees and transformed into a consultative, solutions-selling organization -- 9.7. Case study: Digital transformation of training in ENEL. From Training to Open Power Learning -- 9.8. Conclusion -- References -- 10. Social Media Strategy within Organizational Communication: Major Open Issues and Challenges -- Francesca Di Virgilio-Mnica Valderrama Santom-Alba Lpez Bols-- 10.1. Introduction -- 10.2. Social media definitions and research topics -- 10.3. Social media practice and user behaviour -- 10.4. Social media strategy within organizational communication -- 10.5. Social media security and the impact on the organizational communication: some scientific enquiries -- 10.5.1. Various attacks on social media -- 10.6. Future research directions -- 10.7. Conclusion -- References -- Part IV COMPETENCIES AND ROLES-- 11. Digital Revolution Equals Digital Competencies? What We Expect For Workers Competencies in Industry 4.0 -- Martina Gianecchini-Caterina Muzzi-Diego Campagnolo-- 11.1. Introduction -- 11.2. Industry 4.0: jobs, workers and skills -- 11.3. Implications for stakeholders -- 11.4. Conclusion -- References -- 12. Digitalization and HR Analytics: a Big Game for an HR Manager -- Tommaso Fabbri-Anna Chiara Scapolan-- 12.1. Introduction -- 12.2. The digitalization of the enterprise: an organizational perspective-- 12.3. The digitalization of HRM -- 12.4. The transformation of HRM in the digital enterprise -- 12.4.1. HR as a managerial function: the design of the digital workplace -- 12.4.2. HR as a set of practices: data-driven HRM -- 12.5. Implications for practice and research -- References -- 13. Industry 4.0 and the Emerging Challenges to Leadership -- Alessio Paris-Luca Giustiniano-- 13.1. Human dimensions of industry 4.0 -- 13.2. The robotic workforces deep learning -- 13.3. Non replaceable practices human leaders need to foster -- 13.4. Organizational ambidexterity -- 13.5. Conclusion -- Part V INSTITUTIONS-- 14. E-Learning Experiences in European Universities: a Multiple Case Study Analysis -- Davide Bizjak-Teresa Anna Rita Gentile-Ernesto De Nito-Paolo Canonico-- 14.1. Introduction -- 14.2. E-learning tools -- 14.3. Methodology -- 14.4. Case studies -- 14.4.1. Pilot-case: University of Naples Federico II (Italy) -- 14.4.2. Case Study 1: University of Dresden (Germany) -- 14.4.3. Case Study 2: Queens University Belfast (United Kingdom) -- 14.4.4. Case Study 3: University of Bologna (Italy) -- 14.5. Results and discussion -- 14.6. Conclusions -- References -- 15. Strategic DecisionMaking Process in RM Practicies: Data Analysis as Innovative Tool to Prevent Corruption -- Federico Ceschel-Alessandro Hinna-Alessandro Pastorelli-- 15.1. Introduction -- 15.2. Theoretical background -- 15.3. Research Methodology -- 15.4. Case study background -- 15.4.1. Regulatory background -- 15.4.2. The National Anti-corruption Plan and the standard ISO 31000:2010 -- 15.4.3. The state of implementation of anti-corruption strategy -- 15.4.4. The National Institute for insurance against Accident at Work -- 15.5. Empirical evidence of the case study -- 15.5.1. ARCO processes e ARCO risks -- 15.5.2. ARCO compliance -- 15.5.3. ARCO operational audit -- 15.5.4. ARCO transparency -- 15.6. ARCO Data Analysis -- 15.6.1. Predictive analytics -- 15.7. Conclusion -- References -- Authors.

Digitalization is changing the world of work. Technology is shifting the relationship between workers and machines and how work is organized; new skills are becoming increasingly relevant in the workplace where workers no longer work for a single company, in 9-to-5 jobs, five days a week. Industry 4.0, also known as the Fourth Industrial Revolution, is revolutionizing the way managers can design, control and improve their activities. While the nature of the tasks and the interdependences between individuals are changing, the impact of intelligent technologies is severely questioning the span of control of leaders and the effectiveness of their leadership styles. The authors sketch out the main changes occurring in the business landscape and identify the new expectations that organizations are formulating for leaders across several industries. In an age in which new leadership models are about to emerge, they describe how the relevant changes impact and shape the managerial arena. This book sets the stage for a new way of thinking on the nature of the relationship between HR and technology. It examines the influence of Industry 4.0 and Innovation 4.0, (i.e. the connection between physical and digital processes in industrial production, where human competencies and machine potential are strictly interconnected throughout the entire value chain), from a myriad of viewpoints: namely in terms of structures, practices, influences (learning, training and communication), competencies and roles. A chapter is also dedicated to the understanding of the impact of Innovation 4.0, in the context of European Universities through E-learning Experiences where a multiple-case study analysis is provided.

Also available in print format.