Abstract
Organizations find themselves at a pivotal crossroads in an era propelled by the sweeping tide of digital transformation, where the wake of the COVID-19 pandemic has reshaped the global landscape. Within these novel contexts, the imperative to cultivate Learning Organizations (LOs) has emerged as a beacon of adaptability and progress. Creating Learning Organizations Through Digital Transformation weaves the fabric of LOs within the digital tapestry, where minds perpetually expand, and learning begets learning. This journey hinges on the synergy of knowledge and digital prowess, as LOs harness data and digital content with finesse. From immersive learning to artificial intelligence, these technological frontiers reshape learning, spurring change. Unveiling the core concepts, implementations, and global impacts of LOs, this book is a compass for academics, researchers, and practitioners. It deciphers people capacities, digital contents, learning technologies, and evaluation, nurturing the symbiotic relationship between learning and transformation. Creating Learning Organizations Through Digital Transformation is the scholarly guidepost in a swiftly evolving landscape. It beckons to those attuned to academia and those shaping real-world organizations, resonating with the pursuit of knowledge in an era of unceasing change. © 2024 by IGI Global. All rights reserved.

Abstract
Professional training presents a significant challenge for organizations, particularly in captivating and engaging employees in these learning initiatives. With the ever-evolving landscape of workplace education, various learning modes have emerged within organizations, and e-learning stands out as a prominent choice. This increasingly cost-effective and adaptable solution has revolutionized training by facilitating numerous learning activities, including the seamless integration of educational games driven by cutting-edge technologies. However, incorporating serious games into educational and professional settings introduces its own set of challenges, particularly in quantifying their tangible impact on learning and assessing their adaptability across diverse contexts. Organizations require a consistent framework to guide best practices in implementing e-learning combined with serious games in professional training. The primary objective of this research is to bridge this gap. Rooted in the methodology of Design Science Research, it aims to provide a comprehensive framework for creating and assessing adaptive serious games that achieve desired learning and engagement outcomes. The overarching goal is to enhance the teaching-learning process in professional training, ultimately elevating student engagement and boosting learning outcomes to new heights. The proposal is grounded in a review of literature, expert insights, and user experiences with Serious Games in professional training, considering learning outcomes and forms of adaptation as essential characteristics for developing or evaluating Serious Games. The result is a framework designed to guide learners toward improved learning outcomes and increased engagement. The proposal underwent evaluation through triangulation, involving focus groups and expert interviews. Additionally, it was utilized in the development and assessment of a Serious Game, offering new insights and application suggestions. This experiment provided an evaluation of the framework based on real courses. In summary, this investigation contributes to the development of evidence-based approaches for the effective use of Serious Games in professional training.

Abstract
Human resources play a crucial role in the success of small- and medium-sized enterprises (SMEs), and in today’s competitive recruitment landscape, leveraging technology can be instrumental in enhancing these processes. Organizations and HR departments increasingly adopt artificial intelligence solutions to streamline recruitment and selection procedures. By doing so, SMEs can improve operational efficiency while enabling human resource (HR) specialists to focus on crucial tasks, enhancing candidate experience throughout the recruitment process. However, adopting artificial intelligence (AI) in recruitment remains limited among SMEs. We can attribute this to various factors, including a need for more capacity among SME managers to evaluate and leverage AI’s potential and concerns related to costs and risks associated with its implementation. Given that SMEs constitute 90% of businesses and contribute over 50% of global employment, it is crucial to address this issue and research ways to enhance recruitment processes specifically tailored for SMEs. Our research aims to explore the benefits, challenges, and necessary organizational resources for SMEs to adopt AI effectively in recruitment processes. © The Author(s), under exclusive license to Springer Nature Singapore Pte Ltd. 2024.

Abstract
Digital transformation has been one of the main trends in organizations in recent years, and digital literacy is a critical factor in the success of this transformation. Digital transformation involves the use of digital technologies to improve an organization’s processes, products, and services. For this transformation to be successful, it is necessary for employees to have knowledge of and skills in digital technologies. Digital literacy allows employees to understand technologies and their applications, know how to use them efficiently and safely, evaluate and select the most appropriate digital tools for each task, and be prepared to deal with problems and challenges that arise in the digital environment. Thus, this study is relevant because it seeks to understand how digital literacy can impact Digital Transformation in organizations and, through the construction of an explanatory model, allows the identification of variables that influence this relationship by developing strategies to improve the digital literacy of employees in organizations.

Abstract
Business Process Automation has been gaining increasing importance in the management of companies and organizations since it reduces the time needed to carry out routine tasks, freeing employees for other, more creative and exciting things. It can be applied in the most varied business areas. Organizations from any sector of activity can also adopt it. Given these benefits, the granted success in transforming business processes would be expected. However, automation initiatives still fail. Adopting this technology can raise social, technological, ethical, methodical, and organizational issues. These facts have triggered the necessity for a summary that could extract more information about how to implement Business Process Automation (BPA), attending to the administrative processes, especially when applied in Small and Medium-sized Enterprises (SMEs). This study aims not only to review the available literature on how to implement BPA but also to typify the processes that can be automated, which technologies or tools exist for making that change, and influence factors in the procedure of BPA. We have covered more than 300 research papers published between 2016 and 2023 in reputable scientific data sources like Scopus, Web of Science/Clarivate, and ScienceDirect/Elsevier. The review revealed some paths for BPA, with some common steps. In addition, some common process characteristics fundamental to automation are exposed, as well as factors that are critical to an organization for successful automation. The results indicate that BPA is an established area in Business Process Management related to technologies/tools like Robotic Process Automation (RPA) or Cognitive-Robotic Process Automation (C-RPA), Workflow Management Systems (WfMS), Enterprise Resource Planning (ERP), and Blockchain. As far as we observed, this Systematic Literature Review (SLR) is a unique study that covers all the environmental variables for applying automation in business processes.

Abstract
The speed and scale of technological change are raising concerns about the extent to which new technologies will radically transform workplaces. Competition for the best talent is being intensified, and talent management requires new approaches and innovative strategies for developing talent based on corporate culture and its unique properties. By implementing and adopting technology in Human Resources Management (HRM), organizations create a digital employee lifecycle that spans from the initial Hiring Process to encompassing areas such as Performance Management, Learning and Development until the Offboarding, shaping a Talent Management journey. Despite the implementation of technologies being a continuous practice observed in numerous organizations, there are still challenges. The HRM technological market has become massive, and concerns arise about adopting these technologies' costs, practicality, and purpose. Because of that, designing strategies for implementing technologies in HRM, specifically in talent management, is hard to overview. In this context, this document aims to present the necessity and significance in developing a framework that aggregates the implementation process of technologies in talent management supported by Design Science Research (DSR). The holistic perspective of the forthcoming framework consolidates insights into business challenges and their correlation with technology selection, technological capabilities, implementation procedures, as well as anticipated metrics and their impact.