Rethinking corporate social responsibility and human capital integrating digital transformation and Industry 4.0

Purpose The purpose of this paper is to study the relationships between human capital, digital transformation, corporate social responsibility (CSR) and Industry 4.0 to achieve higher performance. Design/methodology/approach The sample comprised 133 professionals in leadership roles, including directors of human resources, operations/production, CSR, technology and logistics, representing companies of varying sizes, ages and economic sectors. The collected data underwent a cleaning process, after which the partial least squares (PLS) structural equation modelling methodology was used, utilising the SmartPLS 4.0 software. Findings The results indicated a strong relationship between human capital with CSR and digital transformation, and of these two with the implementation of Industry 4.0 technologies as promoters of it. Contrary to what could be expected, Industry 4.0 does not generate higher performance. Practical implications This study posits that managers should give due consideration to the importance of initiating digital transformation and innovation processes, through Industry 4.0 technologies, from a human capital perspective. The judicious application of contemporary technologies is predicated on the premise that it will engender enhanced outcomes, particularly in the context of effective human capital management. Originality/value First, it is important that managers must focus on increasing the availability of human capital value and uniqueness in a company, since it has a direct and positive relationship with digital transformation, CSR and performance and green human capital in the organization. Second, focus is required on the implementation of Industry 4.0 technologies in companies, where their actual level of implementation has turned out to be low. Finally, managers must focus on creating a CSR culture in an organization.