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Happy and Engaged Workforce in Industry 4.0: A New Concept of Digital Tool for HR Based on Theoretical and Practical Trends
16 references·3 citing·52 second hop
Happy and Engaged Workforce in Industry 4.0: A New Concept of Digital Tool for HR Based on Theoretical and Practical Trends (2023)Happy and Engaged Workforce in Industry 4…The Great Resignation: the great knowledge exodus or the onset of the Great Knowledge Revolution? 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Inverse transparency as a digital leadership concept (2020)More self-organization, more …HOW DIGITALIZATION CHANGES THE WORKPLACE (2019)HOW DIGITALIZATION CHANGES TH…Role of demands-resources in work engagement and burnout in different career stages (2018)Role of demands-resources in …Engaging employees in (at least partly) disengaged companies. Results of an interview survey within about 500 German corporations on the growing importance of digital engagement via internal social media (2017)Engaging employees in (at lea…Engagement strategies in a digital multigenerational world: insights from multinational companies on unlocking the potential of Human Capital 4.0 (2025)Engagement strategies in a di…The Influence of Mobile Information Systems Implementation on Enhancing Human Resource Performance Skills: An Applied Study in a Small Organization (2024)The Influence of Mobile Infor…A technology-based framework to foster the lean human resource 4.0 and prevent the great resignation: The talent management lift (2024)A technology-based framework …The theory of planned behavior (1991)Common method biases in behavioral research: A critical review of the literature and recommended remedies. 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References

  • 2021The PRISMA 2020 statement: An updated guideline for reporting systematic reviews11,672 cited
  • 2020The PRISMA 2020 statement: an updated guideline for reporting systematic reviews8,068 cited
  • 2021The impact of automation and artificial intelligence on worker well-being307 cited
  • 2022Remote working and digital transformation during the COVID-19 pandemic: Economic–financial impacts and psychological drivers for employees227 cited
  • 2020What is the future of work? A science mapping analysis207 cited
  • 2021The role of human resource practices in the implementation of digital transformation202 cited
  • 2020The Promotion of Technology Acceptance and Work Engagement in Industry 4.0: From Personal Resources to Information and Training178 cited
  • 2021The Influence of Internal Marketing and Job Satisfaction on Task Performance and Counterproductive Work Behavior in an Emerging Market during the COVID-19 Pandemic169 cited
  • 2022The Great Resignation: the great knowledge exodus or the onset of the Great Knowledge Revolution?152 cited
  • 2021How Are Techno-Stressors Associated with Mental Health and Work Outcomes? A Systematic Review of Occupational Exposure to Information and Communication Technologies within the Technostress Model151 cited
  • 2021Digital transformation of business model in manufacturing companies: challenges and research agenda148 cited
  • 2020The effects of a gamified human resource management system on job satisfaction and engagement137 cited
  • 2018

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Role of demands-resources in work engagement and burnout in different career stages
133 cited
  • 2019HOW DIGITALIZATION CHANGES THE WORKPLACE106 cited
  • 2020More self-organization, more control—or even both? Inverse transparency as a digital leadership concept103 cited
  • 2017Engaging employees in (at least partly) disengaged companies. Results of an interview survey within about 500 German corporations on the growing importance of digital engagement via internal social media90 cited
  • Cited by

    • 2024The Influence of Mobile Information Systems Implementation on Enhancing Human Resource Performance Skills: An Applied Study in a Small Organization45 cited
    • 2024A technology-based framework to foster the lean human resource 4.0 and prevent the great resignation: The talent management lift43 cited
    • 2025Engagement strategies in a digital multigenerational world: insights from multinational companies on unlocking the potential of Human Capital 4.027 cited