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Drawing on the resource-based view (RBV) theory, the purpose of this paper is mainly to show how electronic human resource management (HRM), green employee empowerment, and human resource (HR) business partner role may influence green HRM practices.

A conceptual framework was proposed to test the direct effect of the three independent variables – and key HR factors – on green HRM. Self-administered questionnaire was adopted in a systematic collection of data from manufacturing and service organizations in Malaysia. The partial least squares method was used to test the conceptual framework of the study.

The empirical results demonstrate that green employee empowerment has a significant positive relationship with all dimensions of green HRM practices; the added value of HR business partner role is an important aspect in ensuring the successful implementation of green HRM practices; and surprisingly, electronic HRM was not significantly related with all dimensions of green HRM practices.

As revealed by searches of ISI Web of Knowledge and Scopus, there is no similar work which tested a similar framework based on evidence from an emerging economy. Based on RBV, it is possible to suggest that green employee empowerment and the role of HR as a Business Partner constitute unique resources when adopting green HRM practices.

The purpose of this paper is to investigate types, contexts and consequences of electronic HRM (e-HRM) configurations to get a deeper understanding of the reasons, kinds and success of different e-HRM types.

The paper uses a cross-sectional survey of senior HR persons and analyses data with exploratory methods, i.e. cluster analysis, classification tree analysis and analysis of variance.

The results show that actually three configurations of e-HRM – “non users”, “operational users” and “power users” – exist. These can be explained by a sparse, yet meaningful set of contextual variables. All three configurations markedly contribute to organisational success, whereas the “power user”-configuration exceeds the other configurations.

The employed e-HRM typology shows a precursory status and the empirical study is exploratory in nature. Thus, searching for a clearer theoretical foundation, improving the hypothesising of variables and undertaking further empirical studies to replicate the findings are necessary future steps.

Not always a maximum of electronic support seems to be indicated. Depending on the respective organisational context, even no electronic support, or else, a merely operational electronic support appears to be admissible; while, however, in larger and strategic-oriented organisations full electronic support outperforms other configurations.

–The paper focuses on different e-HRM types and gives some first insights into reasons, kinds and success of different configurations. This should lead to a refined understanding of e-HRM and evoke further research on the subject.

The purpose of this paper is to propose and test a model designed to realize employee and organizational performance gains in developing economies.

Data were collected through a survey involving 35 organizations using electronic human resource management (e-HRM) systems. A purposive sampling technique was employed. Regression analysis making use of Process macro in Statistical Package for the Social Sciences (SPSS) was used to analyze the data.

Despite its infancy in African countries, e-HRM use has a positive effect on employee and organizational performance. The organization-wide gains are enhanced through employee performance mediation.

Electronic-HRM use, complemented by human resource best practices that impact positively on individual performance, is likely to enhance organizational performance gains. Employee performance mediation effect is likely to further enhance the effect of e-HRM usage on organizational performance.

This study represents a first attempt to examine the role of employee performance as an intervening variable in the relationship between e-HRM use and organizational performance. The findings bring into attention the role of organizational members' performance in explaining organizational performance gains. The findings also result in a model that should lead to increased employee and organizational performance.

Due to government policies, accreditation demands, competition, digital India reforms and National Education Policy (NEP) 2020, the need for electronic human resource management (e-HRM) has increased considerably in the Indian higher education (HE) sector, but the literature has revealed that the adoption of e-HRM practices in Indian HE institutions (HEIs) is still in its embryonic stage; therefore, the purpose of the current qualitative study is to explore the challenges and facilitators of e-HRM adoption in the Indian HE sector through interpretative phenomenological analysis (IPA).

The present study incorporates IPA, to capture the personal lived experiences of the HR executives employed in the Indian HEIs. Using purposive sampling, semi-structured interviews were conducted with the HR executives employed in Indian universities and institutions to know the perspectives on the adoption of e-HRM practices in Indian HEIs.

The study identified two superordinate themes, namely, challenges and facilitators of e-HRM adoption in the Indian HE sector. The superordinate theme “challenges” comprises eight sub-themes. Further, the theme “facilitators” consists of six subthemes.

The study has implications for the stakeholders of the HE sector, i.e. HR practitioners, top executives of the HE sector, government and HE regulators and other stakeholders of the HE sector.

This study has given deep insights into the challenges and facilitators in the adoption of e-HRM practices in the Indian HE sector, and to the best of the authors’ knowledge, no study till date has filled this knowledge gap through qualitative exploration using IPA.

The disruptive human resource management (HRM) technologies are now considered a significant facilitator to change and benefit the entire HRM landscape. This view needs to be further verified by reviewing the knowledge on the subject in the empirical research landscape. Thus, the study's objectives were to find (1) the current knowledge and (2) the areas where empirical research is lacking in disruptive HRM technologies.

The article is a literature review that was followed by the systematic literature review and the preferred reporting items for systematic reviews and meta-analyses (PRISMA). The review considered 45 articles published during the 2008–2021 period extracted from the Scopus database, and bibliometric analysis was performed to achieve the research objectives.

The results found that scholarly attention has been given to electronic HRM (E-HRM) rather than the disruptive HRM technologies. The areas investigated include the determinants of intention, adoptions and use of E-HRM and the outcomes of E-HRM adoptions and use. These outcomes can be further divided into general outcomes and HRM outcomes.

The findings reveal gaps in E-HRM research and disruptive HRM technologies remain untapped in the empirical research landscape. Hence, the study findings provide some implications for future research and applications.

The study found empirically proven determinants of E-HRM intention, adoptions and use and E-HRM adoptions and use outcomes. These were found in the studies conducted during the 2008–2021 period.

顛覆性人力資源管理技術被認為是一個可改變、並幫助整個人力資源管理格局的重要誘導者; 這個看法、需透過檢核在實證研究範疇裡就有關議題的資料、才能作進一步的核實。因此，本研究擬了解 (1): 我們目前對有關議題的認知，以及 (2): 就顛覆性人力資源管理所進行的實證研究有哪些不足之處。

本文是一個文獻探討。研究人員採用系統文獻綜述研究法，以及系統綜述和 meta分析的首選報告項目。研究涵蓋45篇於2008年至2021年期間發表的學術文章; 這些文章均取自 Scopus資料庫。研究人員進行文獻計量分析，以達到研究的目標。

研究結果顯示、被研究探索的是電子化人力資源管理 (E-HRM) ，而不是顛覆性人力資源管理技術。被研究的範疇包括使用電子化人力資源管理的決定因素，以及使用後的結果。使用後的結果再細分為一般性的結果、和與人力資源管理有關的結果。

研究結果顯示、在實證研究的範疇裡，電子化人力資源管理和顛覆性人力資源管理技術的研究均存在未被探索的研究缺口。因此，研究結果為今後的研究和有關的應用提供了啟示。

本研究發現並確認經實證證明的使用電子化人力資源管理的決定因素，以及使用後的結果。研究結果乃基於檢核於2008年至2021年期間進行的學術研究而得來的。

顛覆性人力資源管理技術、系統文獻綜述、系統綜述和meta分析的首選報告項目 (PRISMA)

Disruptive technologies for human resource management (HRM) lack evidence about synthesizing its antecedents and outcomes in the empirical research landscape. This review study was conducted addressing two objectives: (1) to identify the themes of HRM technology empirically researched and (2) to develop a conceptual framework for the antecedents and outcomes of disruptive technologies for HRM.

This article was positioned as a literature review based on the systematic literature review (SLR) methodology. Seventeen articles published between 2000 and 2020 were included for the review from Scopus and LENS.ORG databases. The article screening, inclusion and analysis and findings reporting were based on the preferred reporting items for systematic reviews and meta-analyses (PRISMA).

In addressing the first objective, the review found that the electronic human resource management (E-HRM) intention and communication technology support impact E-HRM adoption, resulting in many outcomes. The outcomes include HRM service quality, organizational effectiveness, employee productivity and competitive advantage. In addressing the study's second objective, a conceptual framework was developed based on the gaps identified regarding the determinants and positive outcomes of disruptive technologies for HRM. Thus, the conceptual framework was presented from two perspectives. The perspectives were deduced with review results and theoretical grounds.

The findings related to the two objectives provide theoretical and practical implications. One significant practical implication is that action and work-based learning of managers and employees in organizations may suggest adopting disruptive technologies for HRM. Thus future studies can focus on them as determinants of adopting disruptive technologies for HRM to conduct empirical tests. Besides, the findings provide some other future research directions.

The study found empirically proven determinants of E-HRM intention and communication technology support impact E-HRM adoption, which results in many positive outcomes. These were synthesized based on the studies conducted during the period 2000–2020. This synthesis and theoretical grounding deduced a conceptual framework for determinants and outcomes of disruptive technologies for HRM.

The purpose of this paper is to present results from an empirical study at the a Telecommunication company in Jordan on the impact of electronic-human resource management (e-HRM) use on human resource management (HRM) effectiveness. Moreover, by applying the unified theory of acceptance and use of technology, the study seeks to examine the mediating effect of the intention to use e-HRM on the relationship between e-HRM determinants (i.e. performance expectancy, effort expectancy, and social influence) and e-HRM use. This study adds a major contribution to the e-HRM literature by empirically examining the effect of e-HRM use on HRM effectiveness at both the policy and practice levels.

Data were collected from employees working in Telecommunication company in Jordan about their perception towards the use of the e-HRM system and HRM effectiveness of policies and practices.

The findings provide support for the positive contribution of the use of e-HRM on HRM effectiveness at both the policy and practice levels. It also confirms mediating effects of user intention on the link between e-HRM determinants (both performance expectancy and social influence) and e-HRM use.

This study emphasises the relevance of e-HRM in increasing HRM effectiveness. limitations of the study include cross-sectional data and the difficulty to form generalisation from the research restricted to a single company.

This study represent a first attempt to examines the impact of e-HRM use on HRM effectiveness at both levels: policy and practice. It also reveals that relationship between e-HRM determinants and e-HRM use is mediated with e-HRM user intention.

The purpose of this paper was to develop a taxonomy of organizations based on business value (BV) underlying electronic human resource management (e-HRM) adoption motivations.

A taxonomy was developed using cluster analysis of the online case stories of 146 firms. Results were validated using discriminant analysis. Differences in organization and environmental characteristics across clusters were examined.

Seven meaningful and distinct clusters were uncovered showing asymmetry in the consideration of strategic BV underlying the motivations of e-HRM adoption. Statistical tests revealed that the seven clusters have high internal validity. Statistically significant differences in organizational conditions were found among clusters.

This research offers an empirically and conceptually grounded taxonomy of organizations that reveals strategic and nonstrategic BV that organizations actually put forward and the way they combine together to form different profiles. This research is based on secondary data, that is, data initially gathered for a distinct goal different from this research.

The developed taxonomy provides human resource (HR) managers, executives, researchers and consultants a useful way to describe and understand motivations underlying e-HRM adoption. The taxonomy may also facilitate valid and systematic assessment of e-HRM effectiveness.

This research moves the debate beyond normative arguments to a more analytic assessment of the actual practice of organizations regarding e-HRM adoption and expected BV.