Organizations are continuously pushed to be more competitive, with a broader strategic planning framework that deals with sustainable dilemmas and creates new demands for inclusion. This study aims to investigate the relationship between environmental responsibility and workforce retention, as well as the role of environmental responsibility in strategic planning. The findings of this research will contribute to a greater understanding of how social responsibility can improve employee retention and lead to a more efficient and effective outcome. Using a quantitative method, we surveyed n = 311 respondents and conducted a bibliometric analysis using the Web of Science and ScienceDirect databases to gather relevant information on the topic. The findings of this study will provide insights into how social responsibility can improve employee retention and enhance organizational efficiency and effectiveness. The results address the value of implementing environmental guidelines in strategic planning, the contribution of top management, and pro-environmental policies with the intention to apply them, and encourage the sharing of knowledge and best practices.

The purpose of this study is to determine how leaders are overcoming remote work and team management challenges while navigating the pandemic context that we are now facing. The relevance of this research is based on the approach to leadership theory, articulating them with the remote work and teams management theories. To formulate the research problem, we considered two analytical dimensions, remote leadership and the competencies anchored, which help to understand how nowadays leaders adapt to remote-work throughout the Covid-19 pandemic. A qualitative method was applied, and interviews by questionnaire were conducted to obtain 40 responses. As teams suddenly were pushed into remote work settings, valuable opportunities have arisen to learn more about: (1) which are the most used and intuitive digital tools, (2) which are the main challenges faced by leaders, (3) what their teams expect from them when facing a crisis. The results show that remote leadership is crucial while moving forward to Society 5.0 as technology becomes more and more present in our lives (Fukuda, 2020), the existence of three dimensions that need work while promoting work-life balance, and developing the right soft skills to help teams. The main goal of this study is centered on the research of relevant leadership competencies, practices, and techniques that can contribute to overcoming the challenges that may arise in remote team settings and contribute to the body of knowledge on the subject of Covid-19. The findings point out the belief or disbelieve of remote work efficacy, the new role of managers and the continuous use of technology for the development of their daily work, and the renovation of skills to have better performance.

Background: Managers worldwide are dealing with an organisational paradigm never seen before due to the coronavirus pandemic, which motivated them to seek more solutions for their business operations continuity. Considering this scenario, one of the solutions was to transform analogue processes into digital to reduce the pressure organisations are going through and surpass a pandemic stage with a beginning that does not have an end in sight. These constraints have led stakeholders to rethink operations continuity processes, the physical distance and emotional distress in their workers, and the look for technology that meets the organisation's needs. Aims: Throughout this article, we aim to investigate how the pandemic crisis-affected digital transformation in organisations on three main pillars: Technology, processes, and human capital. Methods: As a methodology, we proceeded with systemic literature review principles with an approach to bibliometric analysis to study how the pandemic crisis has affected digital transformation in organisations. Implications: Our study contributes to the body of knowledge about the pandemic effects of digital transformation in organisations and practices by giving companies insights on how to surpass digitalisation obstacles and keep prospering both during and after the crisis. Results: Abandoning old strategies and rebuilding the organisation, the remote work inclusion, and managers leaving old strategies.

Digital transformation and remote work continue to reshape the nature of work, yet the implications for salaries and promotions in SMEs continue to be poorly understood. This study investigates how reward allocation mediates the relationship between remote work and employee attitudes, addressing the organizational challenges of aligning human resource practices with digitalization work models in the European context based on the social exchange theory and data collected from n = 615 participants, primarily from SMEs, which were analyzed using PLS-SEM software and WarpPLS 7.0. The findings reveal that remote work not only strengthens workers’ engagement and satisfaction but also channels their efforts toward achieving outcomes and reward allocation, reducing the reliance on physical presence and visibility. Digital transformation enables SMEs to adopt more flexible and fairer HR practices, with remote work also contributing to organizational resilience, employee agility, and competitiveness. This research advances the theoretical understanding of HRM in the context of digital transformation, offering SMEs a guide to building a suitable reward system that promotes both individual well-being and sustainability.

The COVID-19 crisis has fundamentally transformed the way we live our lives and how organizations work. The business sector needed to understand what is the better approach to continue their activity, this leads to formulating and forecasting different scenarios associated with the impact of the pandemic on its suppliers, customers, and employees. This paper aims to investigate possible scenarios in small businesses in a post- pandemic era and how small businesses are preparing for the return of their activity maintenance. In addition, a theoretical contribution throughout dynamic capabilities perspective. An exploratory study with in-depth inquiries based on a quantitative methodology with small business owners as a sample identifying possible scenarios and what is the future direction of small businesses. Also, a bibliometric analysis was applied and focused on scenario planning, strategy, post-pandemic, and dynamic capabilities. Indexed journals were used to validate the study and VOSviewer software to perform a keyword analysis on co-occurrence and counting. A scenario planning framework for small businesses gives an understanding of what could be the possible outlines for the organization and acquire a better comprehension of what strategies can be used as a supplement to surpass the recent crisis. For last, the conceptualization of the theme relates to dynamic capabilities, scenarios, and the behaviour of small businesses.