The Future Role of Team Creativity and Individual Effectiveness in

Innovation Management and Leadership

N. Vinodh and A. K. Subramani

Saveetha School of Management, Saveetha Institute of Medical and Technical Sciences, Saveetha University,

Chennai, Tamil Nadu, India

Keywords: Creative Thinking, Leadership, Competitiveness, Risk, Strategy, Innovative Management.

Abstract: The study offers an examination of both personal and professional attributes that aid in the creation of the best

methods for resolving work-related issues. It also outlines leadership tactics that are based on inspiring

employees to act and think outside the box while also considering the team's overall creative output. The

inventions and character traits of persons who develop them and provide methods for putting them into

practice affect the success of contemporary communities. Innovations originate within individuals rather than

in businesses and corporations. The pursuit of methods to enhance management is highly pertinent. The

foundation of the operations of businesses aiming for success in a rapidly evolving business environment is

creativity and innovation. Certain prerequisites must be met for innovative activity: a well-thought-out plan

for the entire company, a welcoming environment, driven staff, and capable management. There are

established methods for overseeing an organization's creative growth. A growth in customer demand, a rise

in product quality, intense competition, and the organization's general sustainability are all influenced by the

relationship between a successful strategy and workers' inventiveness. Techniques for implementing projects

include theoretical (systematization, idealization, modeling) and practical observation, comparison).

Businesses are said to need to be very determined, risk-taking, broad-minded, and imaginative in order to

engage in innovative activities. Popular initiatives rely on the creative ideas of all the experts working on

them to be implemented successfully. Innovative solution implementation techniques are organized. The

prerequisites for cultivating creative thinking and inspiring inventive staff members are outlined.

1 INTRODUCTION

The twenty-first century is a period of constant

invention and transformation. These days, stability is

more likely to surprise than innovation. Furthermore,

the new is invariably linked to advancement and

forward motion(N. F. Al Mass,et.al., 2024). A single

or group of people's actions are what cause any

changes. However, the leader's and his team's actions

carry out the overall plan for the organization's growth

and are contingent upon the circumstances that give

rise to innovative and promising ideas. The necessity

of innovation was part of the general strategy and the

corporate creed of prosperous Indian enterprises. The

emphasis on quality, the price-quality ratio, and the

rejection of phony super profits are examples of

"market values" that have historically taken center

stage(H. Liu, et.al., 2024). Qualitatively novel

products and services that satisfy customer demands

were examples of innovations. The mechanism behind

these advancements indicates that the company's

overall market effect was influenced by consumer

demand. However, competition is the foundation of

success. Predicting market movements, being

prepared for modifications to current management

structures, and inspiring innovative staff members

who contribute to the creation of new innovations are

all critical. Studies conducted by psychologists the

revealed that most persons possess the traits required

to carry out creative endeavors(S. Aziz and N. A.

Rahim, 2023). The challenge lies in out how to

"translate the potential into the actual." External social

factors have the power to either foster or stifle

innovation, "kill it in the bud." Innovation-birthing

reefs are both psychological (the urge for inventive

activity and the environment for its realization) and

economic (material base).One important factor is the

fear of changes, such as the typical stereotype of

human life. Potential innovators must exercise

prudence because this dread instills anxieties and

638

Vinodh, N. and Subramani, A. K.

The Future Role of Team Creativity and Individual Effectiveness in Innovation Management and Leadership.

DOI: 10.5220/0013918100004919

Paper published under CC license (CC BY-NC-ND 4.0)

In Proceedings of the 1st International Conference on Research and Development in Information, Communication, and Computing Technologies (ICRDICCT‘25 2025) - Volume 4, pages

638-644

ISBN: 978-989-758-777-1

discourages daring, proactive acts. It has been

determined that the individual themselves is the

psychological obstacle to introducing something

novel. As a result, inventions originate within each of

us and are realized or not under the circumstances that

life presents. They are not formed in businesses and

corporations.

2 RELATED WORK

In order to successfully apply innovation, one must be

able to recognize its position and importance in the

production process as a whole. Innovation can

transform a condition that no longer meets the needs

of the present. These days, technology has a

significant influence on an organization's strategy,

which is ineffective without a commensurate change

in organizational and production structures. Here, the

organization's selected innovation approach and the

interdependence of subsequent structural changes are

crucial factors. Organization of innovation activities is

based on inevitable managerial changes. The total

level of innovation has increased as a result of these

improvements, both in respect to its prior level and to

competitors (Sharma,et.al., 2024). Any company that

wants to take its operations in a different direction

must alter its labor and management structure and

establish a new division that modifies the management

model to take innovations into consideration.

Selecting the best management style and approach for

a given situation is a crucial step in planning

innovative initiatives. There isn't a single, all-

encompassing organizational structure that works well

for implementing innovative activities. The following

are some of the factors that influence the choice of an

effective organizational model preparedness for

drastic changes long-term technological strategy of

the organization favorable environmental conditions

for the emergence of innovative ideas and availability

of a material base for their implementation ability to

respond to changes in the external environment state

of communications organizational climate as a

guarantee of a healthy working setting. The following

are the new organizational models of innovation

management creation of a departmental organization

that addresses every facet of innovative

activity(Zhang and S. Li,2022). The range of

capabilities for each department is defined; the level

of accountability within the organization's structure

and with regard to partners is established; and the

amount of work within innovative departments is

distributed. At the same time, it's critical to remember

the company's activity profile when organizing an

innovation activity (G. He and Y. Song ,2022). The

following are differentiated based on the

organizational foundation of innovation management

organizations with specialized structures

organizations with mixed structures and a distinct

service that interacts with all departments due to its

authority and competency organizations where

traditional departments handle innovation

management (R. S. Ali,et.al.,2023).

3 PROPOSED METHODOLOGY

The level of contact between all of the company's

production units determines how well innovation

management works (L. Gao,et.al.,2012). The overall

inventive impact of the activity is determined by

increasing the level of engagement from each of

them.In big businesses with their own production and

scientific foundation, the third type of innovation

management structure is the most logical and effective

(S. Menon,et.al.,2023). The use of "innovative"

structures, the division of projected development

services, the use of strategic market structures, and the

creation of horizontal management are thought to be

the most successful models of innovation

management. The selection of the best solution

determines how innovation management is

organized(K. K. Ramachandran, et.al.,2024). A

collection of intra-organizational units; unique sectors

for the development of new goods; and industrial units

that permit the fusion of routine and inventive

processes are the three categories into which

innovation development is separated in real-world

practice. Techniques for putting innovations into

practice .The world is changing for objective reasons,

many of which are beyond our control: climate

change, population growth and its corresponding

demands, the need for communication and movement

(migration), and the need to extend and enhance life

expectancy. Any organization cannot function well

over the long run in the ever-changing socioeconomic

landscape without making creative adjustments (N.

Govil, et.al.,2023). If external (natural) circumstances

necessitate such adjustments, the organization will

cease to exist if they are ignored. Techniques for

putting innovations into practice. Finding solutions to

enhance management that take into account social

dynamics is a pressing issue in the modern world(K.

Chandar, et.al.,2024). The challenge of developing

new and upgrading current management structures as

well as planning innovations is brought on by the

growing role of inventive activity in the management

process(Ali Rastgar,et.al.,2024). Knowledge of

The Future Role of Team Creativity and Individual Effectiveness in Innovation Management and Leadership

639

progressive development management theory and

methodology, as well as its creative application and

enrichment, is the methodological foundation of

management (De Silva,et.al.,2024).Scientific study

offers a variety of strategies and a categorization of

techniques for putting creative solutions into

practice.These are the most pertinent ones models of

problem-solving procedures and models of altering

the management system are the most important

models for overseeing an organization's growth (S.

Vella and S. Shariah, 2024).

4 RESULT AND ANALYSIS

The original problem scenario was the main focus of

the decision-making process. These issues are

categorized according to the following criteria the

domains they pertain to (technical, economic, and

organizational) the type of impact they have on the

organizational system (strategic, operational, and

current)the degree of uniqueness standard and non-

standard the degree of clarity of the structure

including whether it is well or poorly described; the

degree of feasibility of a solution, such as

algorithmically solvable and not intractable (P.

Pandey,et.al.,2024).The steps listed in constitute a

universal framework for putting innovations into

practice universal mechanism for applying

innovations stage content organizing innovations

unfreezing creative breakthroughs.Performing

creative work freezing innovations that have been put

into practice.

Table 1: Leadership organization.

Innovation

S. No Employee Training

The many approaches to putting creative

changes into effect the coerced approach an

inflexible and compelled implementation It

entails implementing ideas quickly. Its

advantage is how quickly innovative

modifications may occur. The drawback is that

the parties concerned have shown strong

opposition to implementing innovation. The

method of ada

tation.

A progressive rollout of innovations Its use is

contingent upon the lack of urgency in

achieving an objective. This approach has the

benefit of little resistance to innovations; on the

other hand, the result's potential is delayed. The

approach to crisis management relevant in

situations where the organization's survival is in

jeopardy, innovations are seen as a means of

resolvin

articular issue.

The weak resistance is a benefit time constraints

and failure risk are disadvantages. The strategy

for managing resistance. A sophisticated fusion

of the adaptation method and the coercive

method. It is employed when advances must be

implemented immediately. The flexibility to

adjust to a particular circumstance is a benefit;

the intricacy of use is a drawback. The process

of implementing innovations partially

comparable to the adaptive approach the

application of creative elements in certain

artments, sections, and divisions

The process of implementing innovations in

parallel the concurrent use of innovations and

the earlier methods of work and technology. It

can select the best solution for the work style

using this way. Infrastructure, innovation scale,

and specialist training and retraining are all

critical to the successful adoption of

innovations. However, the organization's

overall lack of readiness for significant changes

and a lack of the required material resources are

linked to the challenges of implementing

innovations.

Employee opposition is a unique obstacle to

innovation.

Opposition to innovations.There are two

primary categories of explanations for

opposition to innovations:

Economic and financial fears of unemployment

fears of losing social standing fears of

innovations, changes in the demands and

circumstances of labor, and loss of money. One

economic element impeding innovation to

preserve stability, even if such stability is only

apparent, is the threat of unemployment

. For psychological and personal reasons. The

employee learns that his or her experience,

which has been gathered over many years of

arduous effort, is no longer worth as much

because of inventive advancements. At work,

the situation gets unclear. This is the reason

why workers over 50 are not excited about new

ideas. The socio-psychological basis of

resistance to innovations is confirmed by the

fact that skepticism about innovations is more

prevalent in countries with usually low levels of

economic development, while it can equally

exist in those with high levels

ICRDICCT‘25 2025 - INTERNATIONAL CONFERENCE ON RESEARCH AND DEVELOPMENT IN INFORMATION,

COMMUNICATION, AND COMPUTING TECHNOLOGIES

640

5 RESULTS & DISCUSSION

The function and demand for an organization's

operations in the social and professional spheres, as

well as the new demands of society, are reflected in

innovative organizational transformations. The Table

1 offering employees a clear image of the

innovations, the steps involved, the anticipated

outcome, details regarding staff placement, and pay is

crucial to preventing resistance to creative

improvements. Official management representatives

and unofficial leaders should encourage innovation.

Innovations can only be successfully adopted in a

favorable socio psychological environment.

Implementing innovations makes the organization's

unseen processes more visible and intensifies both the

team's positive and negative aspects of life.

Innovations have the potential to exacerbate tensions

both horizontally and vertically and damage team

relationships. In the context of innovations, the

manager is fully accountable for the outcomes and

challenges of innovations and is seen as an

impersonal administrator enforcing his will. There is

an increase in criticism directed at the manager and

the overall circumstance. Individual efficacy in

invention. The quest for novel qualitative changes is

one way that innovativeness shows up. This personal

quality is fundamental to the process of coming up

with and putting into practice new ideas, for both

team members and leaders. It stimulates the person's

capacity for original thought. The capacity to come

up with concepts that will serve as the foundation for

breakthroughs is one way that creativity shows up.

Innovativeness is defined as the capacity to manage

novel situations and apply imaginative concepts,

necessitating the proficiency and output of the

individual at every stage. Not all people who are very

creative are also highly innovative. It is challenging

for creative thinkers to put other people's original

ideas into practice. When coming up with fresh

ideas, an organizer-innovator could not be creative.

Therefore, someone who is creative is not always

inventive, and vice versa. An effective organizer-

innovator can understand novel, unconventional

concepts with ease. It is his or her responsibility to

effectively oversee a creative team member's winning

concept and see it through to completion.

6 INNOVATION

CLASSIFICATION

Innovation in the senses the need to relish the sense

of danger, consciousness of the situation's

importance, and unconventional behavior Innovation

in cognition The need to learn new things, satiate

curiosity, look for patterns in everyday objects, and

comprehend intricate but underdeveloped scientific

fields natural inventiveness appears in daily life,

during work, and during active leisure.

Acknowledged innovation In particular acts based

on the circumstances and individual preference.

Personality categories based on the notion of

diffusion of innovations' degree of efficiency in

invention processes. They were ahead of the curve.

The type of inventor who anticipates something

novel, interprets it as meaningful, and is willing to

take chances. Adapting to the times. those who can

engage with advances yet are not risk-takers. Those

who arrive late those who came to the last-minute

realization that changes were necessary. Since the

"human factor" affects how quickly new ideas spread,

the theory of innovation diffusion.

The ability and potential of an organization to

develop and foster innovations is known as

organizational innovativeness. If the organization

adopts conservative stances, such potential might

never materialize. Numerous elements influence

organizational innovativeness, including the

existence of a creative leader, the individual traits of

experts, company values, and the team's

psychological environment.

7 INNOVATION AND

LEADERSHIP

An organization's innovative actions are greatly

influenced by the leadership phenomenon, which also

determines the dynamics and direction of the team's

efforts to solve work-related issues. When it comes to

innovative actions, there are two kinds of leadership.

These come in two varieties: transformational and

transactional. The majority of firms employ the old,

classic transactional style of leadership. The manager

who serves as the team's leader provides clear

instructions on what and how to do, supports or

reprimands subordinates, and enforces rules from

above. Work is still organized in the same way, and

employees carry out their duties as they have in the

past. Innovative development is sparked by

transformational leadership. The leader motivates

The Future Role of Team Creativity and Individual Effectiveness in Innovation Management and Leadership

641

staff to accomplish new goals and transforms the

organizational environment. Workers are influenced

by the leader's example and their perception of the

boundaries of potential change. In addition, the

leader's charm is also quite significant.

A leader needs to be driven, enthusiastic, and

show examples of intellectual innovation. It is the

responsibility of the leader to identify innovative

workers, foster the ideal environments for their

professional and personal growth, and offer tangible

rewards for their efforts. The team's elite should be

composed of regular innovators.The main goal of a

leader is to make positive progress along the route of

inventive development. There are numerous

leadership and management techniques that support

an organization's innovation and creativity. The

following tactics are acknowledged as the most

effective Promoting variety diverse viewpoints

generate innovative concepts. Leaders need to foster

an environment where everyone's viewpoint matters.

Offering materials for innovation and idea generation

to be successful, resources including time, money,

and technology are required. By assembling creative

teams, setting up creative labs, and offering training

to enhance staff members inventive skills, leaders

foster creativity and innovation. Acknowledging the

benefits of innovation.

Team members' innovative contributions should

be rewarded and acknowledged by managers and

leaders, who should also highlight their

accomplishments to inspire them to work more. The

organization's ideals and objectives should be

reflected in rewards and recognition. Workplace

example for the team as a whole, leaders must be

willing to take chances, set an example of desired

conduct, and view setbacks as opportunities for

improvement.A creative approach of thinking

Practical action always comes after thought.

Innovative thinking generates novel, unconventional,

and non-existing concepts. It's a creative process of

coming up with concepts and looking for fresh ways

to tackle issues that need answers.

The ability to integrate intelligence and social

skills in a unique way to extract the precise

information that will lead to the desired solution from

the information field is the foundation of innovative

thinking (N. Govil, et.al.,2023).If a business's team is

led by a leader who thinks creatively and has

proactive, creative people, then the organization is on

an innovative path. The following characteristics are

implied by an innovative way of thinking developed

critical thinking innate curiosity originality

sociability, willingness to share ideas respect for

others' viewpoints, a healthy attitude toward criticism

determination and willpower observation, ability to

conduct thorough analysis individuality, a unique

perspective on commonplace phenomena.

Innovative thinking enables you to generate the

best ideas that can outperform all earlier and

implemented ones identify original solutions in the

social, professional, and personal domains engage

others (friends, family, and coworkers) in your field

of endeavor raise your level of competence by

continuously learning new things and observing and

analyzing innovations value teamwork and combine

the efforts of many into one big one.

These days, the capacity to think creatively is

highly valued in the job market. The creative process

holds a significant position in innovative thought. The

foundation of innovation is creativity integrated into

work procedures. The development of flexibility in

thinking, the invention of new ideas, the pursuit of

new solutions, and enhanced teamwork are all greatly

aided by specific activities designed to foster creative

abilities and inventive thinking. Like brilliance in any

industry, the capacity for innovation is frequently

inherited. However, one may cultivate the ability to

think creatively.

By using a certain algorithm, one can cultivate

creative and imaginative thinking. Prepare, gather the

relevant data regarding the issue, and create a number

of potential solutions. After taking into account the

apparent solution, come up with additional, less time-

consuming, but more effective solutions. Compile a

list of the best concepts. Compile the ideas into a

separate list.Test the outcome to see if anything can

be altered. Through a variety of exercises utilizing

specific strategies, people of all ages can cultivate

their capacity for innovative thinking. The online tool

"TRIZ in Practice" is one of these methods. It has the

greatest algorithms for resolving creative issues in all

aspect of life.

The Table 2 develop your creative skills and learn

how to use innovative algorithms to tackle problems

that call for intricate and unconventional solutions

using this program. Start with the basics if you want

to understand how to develop and apply innovations

in your life. Take in a range of information and gather

inspiration anywhere. in various social media

platforms or blogs.

ICRDICCT‘25 2025 - INTERNATIONAL CONFERENCE ON RESEARCH AND DEVELOPMENT IN INFORMATION,

COMMUNICATION, AND COMPUTING TECHNOLOGIES

642

Table 2: Creative skill Management.

Innovation

S. No Tea

Leadershi

Modify the way you absorb

content by utilizing several media

formats, such as text, audio,

video, e-books, and infographics.

Pay attention to the market trends

that are now and will emerge in

the future. Stay abreast of fashion

trends, comprehend the workings

of the field you are interested in,

and identify the sources of

advances

Try everything you've never tried

before and create something new every

day. Think and act creatively, alter your

working approach, and take your job

into consideration from several angles;

defy convention and standard operating

procedures; be fearless in failing and

growing from your mistake and

overcome this obstacle by being

innovative.

When engaging in original creation, consider the

following what would happen if I made this change.

What will occur if I am unable to resolve the

issue.What occurs if I'm headed in the wrong

direction. If I were going to utilize it in 10 years, what

would I change about it. If I had limitless money, how

would I spend it.Depending on their line of work and

way of thinking, each individual from regular

employees to leaders in an organization must create

their own strategy for innovation.Like any other

ability, innovative thinking requires ongoing

development. The organization and its owner can both

gain from an innovative way of thinking .

8 CONCLUSIONS

The able to draw the following conclusions from our

examination of leadership and problem-solving in the

planning of an organization's creative activities.

There are many different models of inventive

processes that are still applicable today, ranging from

a network of intricate coupled system interactions to a

traditional linear series of events. Organizational

innovativeness is the ongoing pursuit of novel

approaches to enhance the company's innovative

climate and capabilities, which aids in fostering the

development of fresh, creative ideas and igniting

inventive activity. The observe the individual

effectiveness of each team member in the innovative

development of the organization by using suggested

models of personality type classification based on

effectiveness of manifestation in innovative activities.

This can create a team that views innovation as a

fundamental aspect of professional activity.

The determined the fundamental traits of an

individual's inventive thinking and put forth an

algorithm for the growth of an original, creative way

of thinking. Understanding the socio-psychological

aspects of innovation resistance and how to effectively

employ them in management will lower the risks

associated with innovations within the company.

Effective management and leadership techniques

that foster innovation and unconventional methods for

resolving production issues, assembling creative

teams, and setting up creative labs have been found.

Finding employees who can become effective leaders

and organizers and who can come up with original

ideas for team promotion is the goal of the suggested

analysis of personal effectiveness in innovative

activities. This will increase the organization's

competitiveness and sustainability.

REFERENCES

N. F. AlMass, A. Arbab, H. M. A. Deeb and A. Shatat,

"Leadership Styles and Their Relationship to Job

Performance: Evidence from Bahrain," 2024

International Conference on Decision Aid Sciences and

Applications (DASA), Manama, Bahrain, 2024, pp. 1-4,

doi: 10.1109/DASA63652.2024.10836541.

H. Liu, Y. F. Chin and Y. Ma, "Unraveling the

Experimental Effects of Machine Learning Based

Leadership and Administration on Microsystems

Technology," 2024 International Conference on

Advances in Computing, Communication and Applied

Informatics (ACCAI), Chennai, India, 2024, pp. 1-6,

doi: 10.1109/ACCAI61061.2024.10602397.

S. Aziz and N. A. Rahim, "A Review of Ambidextrous

Leadership in Technology Start-Ups: Insights and

Directions," 2023 IEEE Technology & Engineering

Management Conference - Asia Pacific (TEMSCON-

ASPAC), Bengaluru, India, 2023, pp. 1-8, doi:

10.1109/TEMSCON-ASPAC59527.2023.10531350.

A. Sharma, T. R. Barik, D. Daniel and U. Khatari,

"Bibliometric Examination of Spiritual Leadership

Trends in Contemporary Organizations," 2024 IEEE

International Students' Conference on Electrical,

Electronics and Computer Science (SCEECS), Bhopal,

The Future Role of Team Creativity and Individual Effectiveness in Innovation Management and Leadership

643

India, 2024, pp. 1-6, doi:10.1109/SCEECS61402.202

4.10482122.

C. Zhang and S. Li, "Impact of Transformational

Leadership and Big Data Analytics Capability on

Supply Chain Innovativeness," 2022 International

Conference on Computer Network, Electronic and

Automation (ICCNEA), Xi'an, China, 2022, pp. 36-39,

doi: 10.1109/ICCNEA57056.2022.00019.

G. He and Y. Song, "Leadership in Community

Organizations: Comparison of the Performance of

Multilayer Network Centrality Algorithms," 2024

International Conference on Interactive Intelligent

Systems and Techniques (IIST), Bhubaneswar, India,

2024, pp. 774-777, doi: 10.1109 /IIST625 26.2024.000

04.

R. S. Ali, B. Rianto, T. Sriwidadi and H. Prabowo, "How

Do Transformational Leadership and The Work

Environment Affects Employee Retention?," 2023 8th

International Conference on Business and Industrial

Research (ICBIR), Bangkok, Thailand, 2023, pp. 1056-

1061, doi: 10.1109/ICBIR57571.2023.10 14769 5 .

L. Gao, R. Qu, K. Shi and J. Lu, "Transactional Leadership

and Employee Creativity: The mediation role of Career

Satisfaction," 2012 International Conference on

Information Management, Innovation Management

and Industrial Engineering, Sanya,

China, 2012, pp. 133-136, doi: 10.1109/ICIII.2012.63

39796.

S. Menon, J. Yadav and A. Chopra, "A Perspective on

Leadership and innovation in a Knowledge-based

economy- Shaping the sustainable workplace," 2023

International Conference on Computational

Intelligence and Knowledge Economy (ICCIKE),

Dubai, United Arab Emirates, 2023, pp. 281-286, doi:

10.1109/ICCIKE58312.2023.10131802.

K. K. Ramachandran, S. Takhar, M. K. Jha, J. D. Patel, N.

Randhawa and M. Lourens, "Revolutionising Industries

and Empowering Human Potential with Artificial

Intelligence Tools and Applications," 2024

International Conference on Trends in Quantum

Computing and Emerging Business Technologies,

Pune, India, 2024, pp. 1-6, doi: 10.1109/TQCEBT

59414.2024.10545285.

N. Govil, N. Batra, D. Thakral, S. Garg and S. Jain,

"Analysis of Information Technology Outsourcing

Services as Future Scope in Indian IT Industries," 2023

2nd International Conference on Applied Artificial

Intelligence and Computing (ICAAIC), Salem, India,

2023, pp. 757-760, doi:

10.1109/ICAAIC56838.2023.10140406.

K. Chandar, V. J and C. K, "Comparative Analysis of Soft

Computing Algorithms for Predicting Employee

Turnover in IT Industry," 2024 3rd International

Conference on Automation, Computing and Renewable

Systems (ICACRS), Pudukkottai, India, 2024, pp. 1643-

1647, doi: 10.110 9/ICACRS 62842.2 024.10841707.

A. Ali Rastgar, M. Basouli and B. Kolahi, "Digital Human

Resource Management: A Mix Method to Identifying

Technical Components," 2024 10th International

Conference on Web Research (ICWR), Tehran, Iran,

Islamic Republic of, 2024, pp. 255-262, doi:

10.1109/ICWR61162.2024.10533367.

D. De Silva, H. Huijser, S. Cunningham and N. Press,

"Essential Professional Skills and Competencies for

Future Information Technology Graduates: Meeting IT

Industry Demands," 2024 International Conference on

Engineering Management of Communication and

Technology (EMCTECH), Vienna, Austria, 2024, pp. 1-

8, doi: 10.1109/EMCTECH63049.2024.10741786.

S. Vella and S. Shariah, "All You Need is Knowledge,

Experience and Tools: A Framework for Integrating

Digital Labour With White Collar Work," 2024 4th

Interdisciplinary Conference on Electrics and

Computer (INTCEC), Chicago, IL, USA, 2024, pp. 1-7,

doi: 10.1109/INTCEC61833.2024.10602875.

P. Pandey, A. Pandey, A. Srivastava, S. Naqvi, S. Bisht and

N. Mahajan, "Intelligent HR Systems in Global

Organizations: Embracing Industry 4.0 for a Smart

Future," 2024 International Conference on Signal

Processing and Advance Research in Computing

(SPARC), LUCKNOW, India, 2024, pp. 1-6, doi:

10.1109/SPARC61891.2024.10829147.

ICRDICCT‘25 2025 - INTERNATIONAL CONFERENCE ON RESEARCH AND DEVELOPMENT IN INFORMATION,

COMMUNICATION, AND COMPUTING TECHNOLOGIES

644