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The research examines the role of Smart HRM 4.0 in developing dynamic capabilities and its impact on human resources and organizational performance.

The authors used a grounded theory approach and conducted interviews of 39 senior HR managers from IT, ITeS, consulting, services and E-commerce companies through a semi-structured questionnaire. The authors analyzed the interview data with NVivo 8.0 to identify the themes related to the dynamic capabilities to Smart 4.0 HR practices.

The study provides a conceptual framework for organizational performance using dynamic capabilities built due to Smart HRM 4.0 practices. Organizations use Smart HRM 4.0 to develop dynamic capabilities: building learning and knowledge sharing capability and integration, reconfiguration capabilities. Further, the dynamic capabilities contribute to HR and organizational performance.

This study divulges the role of Smart HRM 4.0 practices in developing dynamic capabilities in Indian firms. The study provides an appealing insight into the structural link between Smart HRM 4.0 and dynamic capabilities, which are yet to be explored. This study extends the Smart HRM 4.0 and dynamic capabilities concepts for senior HR professionals and contributes to human resource management and organizational performance literature.

HR shared service centers (SSCs) have been claimed to innovate human resource management service delivery by centralizing resources and decentralizing control and, in doing so, create value for other business units. In response, to explain the value of HR shared services for the business units served, the purpose of this paper is to test hypotheses on the joint influence of HR SSC operational and dynamic capabilities and of control mechanism usage by the business units.

A survey methodology was applied to collect data among business unit representatives from 91 business units in 19 Dutch organizations. The data were analyzed using structural equation modeling in AMOS.

This study found that the use of formal control mechanisms (e.g. contracts, service-level agreements) relates negatively with HR shared service value, but that this relationship becomes positive once mediated by informal control mechanisms (e.g. trust and shared language) and operational HR capabilities. Furthermore, it shows that the dynamic capabilities of HR SSCs relate positively to HR shared service value for the business units, but only because of their effect on operational capabilities.

Whereas previous studies into HR SSCs have examined the two antecedents independently, this study shows how organizational control and capabilities interrelate in explaining the value of HR shared services.

An increased understanding of the capabilities needed for HR Analytics and how to build synergies from these capabilities is of practical and academic importance. Using the lens of Systems Theory, an explorative case study is performed in a multinational food distribution company that is building its HR Analytics Capabilities. In this study, the synergistic enablers and mechanisms have been examined in practice for the domain of HR Analytics and the BA Capabilities involved (clustered into Technology, Governance, Analytic Practices and Processes, People and Culture). Examples of (in)compatibilities, integration efforts, mechanisms and synergistic outcomes are given from the case organization. This study provides insights on how in practice the interaction between BA Capabilities can lead to synergistic relationships and synergistic outcomes and through what mechanisms and enablers this is being facilitated. The study contributes to HR Analytics and IS literature in terms of the use of synergistic enablers and mechanisms in practice.

Within the manufacturing sector, small- and medium-sized enterprises (SMEs) face specific challenges with regard to their strategic HRM capabilities. In this context, an emerging issue for both researchers and practitioners regards HR information systems (HRIS), i.e. the deployment of strategic IT capabilities to enable the firm’s high-performance work system (HPWS) capabilities and thus improve the performance of its HR function. The purpose of this paper is to address this issue by using a capability-based mediation perspective to study the strategic alignment of HR and IT.

A survey study of 206 manufacturing SMEs was realized and the data thus obtained was analyzed through structural equation modeling.

Results confirm that the HRIS capabilities of SMEs influence the performance of the HR function through their strategic alignment with the HPWS capabilities of these enterprises.

The results suggest that the manufacturing SMEs most active in developing their HRIS capabilities while developing their HPWS capabilities are most likely to develop a competitive advantage through the improved performance of their HR function. This is especially important in a time when firms of all sizes across the globe are waging a “war for talent,” and are enabled to do so by their strategic use of IT.

The results of the study constitute a valid basis for prediction and prescription with regards to the strategic alignment of human and IT resources.

The purpose of this paper is to provide an integrated group decision support system (GDSS) that will select the appropriate human resource (HR) capabilities for a firm by using existing decision algorithms and information technology (IT) software systems.

The proposed GDSS is constructed by taking advantage of the characteristics of some existing analytical and mathematical methods, including electronic focus groups, value chain, HR scorecard, synergy analysis, gap analysis, analytic hierarchy process based on genetic algorithms (GA‐AHP), similarity measures, fuzzy set theory, and fuzzy mathematics programming. A case study is performed to test and evaluate the performance and usability of the GDSS and to identify whether or not it achieved its designed purpose.

The results show that the proposed GDSS can create a flexible and user‐friendly environment that aids managers and other relevant staff members in evaluating all relevant factors in selecting a firm's HR capabilities.

HR capabilities have a significant effect on business performance in the long term. However, not every firm can easily develop suitable HR capability strategies due to lacking of the adapted support tool. The proposed GDSS is proposed to provide a complete procedure to support managers using a strategy‐oriented perspective to decide the right HR capability to be developed. As the result of using the proposed GDSS, tasks are simplified and the time for HR capability analysis can be significantly reduced.

Few studies have discussed the application of IT to the selection of HR capabilities in facilitating managers in the strategic formulation process. This paper particularly focuses on the question of how firms can actually identify HR capabilities. Thus, the model‐developing nature‐oriented support system is provided for managers in solving such decision‐making problems.

The main purpose of this paper is to examine the nature and impact of human resource capabilities and involvement on the firm's performance in the SME sector.

This research is based on an empirical survey of Chief Executive Officers (CEOs) and their perception of the HR involvement in strategy development in high tech SMEs operating in the electronics industry in the UK. Postal questionnaire is the main data collection instrument for this research. A combination of qualitative and quantitative approaches has been employed for data analysis.

The important conclusion reached is that increasing the core competencies of the firm, in particular in HR, is the key element to the success of the firm. Moreover, it is posed that the growing involvement of the HR in the development and implementation of business strategy will lead to the increased effectiveness of the organisation and the industry as a whole. Finally, the competitive advantage a firm enjoys can come from the distinctive capabilities which provide it with a core competence in HR.

The present study is concerned solely with small and medium‐sized enterprises in the electrical and electronic manufacturing sector in the UK. A further comparative international‐wide study is recommended.

In order to increase firm performance and to benefit from HR capabilities, it is recommended that practitioners and SME CEOs increase the involvement of their HR specialists in the processes of strategic management in their firms.

The principal contribution of this first‐time study has been the attempt to explore the CEO's perceptions of HR, its capabilities and its degree of strategic involvement as significant determining factors to ensure competitive advantages for the firm in a highly changing market.

The study explores the factors affecting the use of smart human resource management 4.0 (SHRM 4.0) practices and its effect on dynamic capabilities and, consequently, on organizational performance.

The authors used socio-technical and dynamic capabilities theory to propose the notable research model. The authors explored the factors driving the use of SHRM 4.0 practices and their contribution to organizational performance through the development of dynamic capabilities. The authors collected data from 383 senior HR managers using a structured questionnaire, and PLS-SEM was used to analyze the data.

The results show that socio-technical factors such as top management support, HR readiness, competitive pressure, technology readiness and perceived usefulness influence the use of SHRM 4.0 practices, whereas security and privacy concerns negatively influence them. Furthermore, the authors also found the use of SHRM 4.0 practices influencing the dynamic capacities (build (learning), integration and reconfiguration) and, subsequently, its impact on organizational performance.

Its novelty lies in developing a model using dynamic capabilities and socio-technical theory to explore how SHRM 4.0 practices influence organizational performance through dynamic capabilities. This study extends the literature on SHRM 4.0 practices, HR technology use, HR and dynamic capabilities by contributing to socio-technical theory and dynamic capabilities and expanding the scope of these theories in the area of HRM. It provides crucial insights into HR and top managers to benchmark SHRM 4.0 practices for improved organizational performance.

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

This research paper draws lessons from firms in Portugal to understand how HR practices and organizational culture impact the construction of an organization's innovative capability. It was revealed that the combination of four cultural traits – namely mission, consistency, adaptability, and involvement – has marked direct impacts on innovative capability promotion. Furthermore, these traits positively facilitate HR practice implementation. Specifically innovation-focused HR practices were found to boost innovative capability by fifty percent more than generic HR practices alone. Yet it remains crucial for HR practitioners to concentrate on both generic and specifically innovation-focused HR practices when designing and building their HR systems.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

This paper investigates how a firm's human resource capability can affect the deployment and effectiveness of corporate mergers and acquisitions strategy.

Mergers and acquisitions (M&A) is treated as a long‐term strategic orientation based on human resource advantage rather than a tactic to pursue short‐term goals. Using a sample of 267 US banking firms, the main and interaction effects of M&A intensity, HR capability, and in‐state propensity on four firm performance measures were examined.

The findings confirm that banking M&A could be very effective when the firm had high HR capability. Evidence was also found that HR capability had a direct impact on firm performance. Although in‐state M&A strategy was in general superior to out‐of‐state M&A strategy, a firm with excellent HR capability might narrow the performance difference between in‐state and out‐of‐state M&A.

An obvious drawback of using this sample of banking firms is that it raises questions about the generalizability of these findings to smaller financial firms and firms in other industries. This study considers firms having at least one M&A over a three‐year period, so we should not generalize our findings to those firms preferring to use internal growth strategies or greenfield start‐ups.

The main message of this paper is that human resource capability is critical for M&A strategy to be effective.

By extending previous investigations which showed that M&A strategy and HR capacity should be independently treated, this study highlights the critical role of internal HR capability in performance implications of M&A strategy.

This paper aims to deepen the extant theoretical and empirical knowledge on the mechanisms by which organizational culture and HR practices interact to promote innovative capability in organizations.

The data for this study were collected from a sample of 75 companies in two phases. First, the HR managers of those companies responded to a survey that measures organizational culture, HR practices and innovative capability. Second, we obtained additional data from department managers of 36 of those 75 companies. The research model and hypotheses were tested using structured equation modeling (SEM).

The results indicate that cultural traits have direct and significant effects on promoting innovative capability and that they have also a strong effect on the effectiveness of implemented HR practices, the latter having a mediation role. The importance of considering both generic and specific (innovation focused) HR practices to obtain a synergistic effect in the promotion of innovation was also demonstrated.

The data were collected using a questionnaire at a single point in time, and thus, not allowing cause–effect inferences.

The results of this study provide evidence for HRM professionals interested in designing a system of HR practices that contributes to enhance organizational innovative capability.

This study advances our understanding of the mechanisms through which HR practices have an incremental effect over organizational culture on organizations' innovative capability, specifically offering a list of innovation-targeted practices. Moreover, it suggests that decision-makers will benefit from combining a range of generic and innovation-focused HR practices, which will display greater effect when embedded on highly effective culture contexts.