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This paper aims to analyze the adoption process of human resource information systems (HRIS) from a supply-side perspective emphasizing the practices of HRIS vendors and consultants. It aims to counterbalance the existing literature on HRIS, which has overwhelmingly studied HRIS adoption from the customer organization's viewpoint, hence systematically downplaying the active role of vendors and consultants in adoption processes.

The research has been conducted on the HRIS market of the Benelux (Belgium–The Netherlands–Luxemburg) from a constructionist and exploratory perspective. The structure and dynamics underlying the market are gradually unveiled through open interviews with HRIS vendors and consulting firms (n = 22).

The paper reveals how the social shaping of HR innovations takes place and identifies nine types of pressures exerted by HRIS vendors and consultants on customer organizations: assessing, advising, advertising, case-building, demonstrating, configuring, accompanying, sustaining and supporting. Taken together, these pressures demonstrate the systematic presence and active role of external actors throughout the adoption process of HRIS within firms.

It is suggested that further supply-side studies of innovation diffusion processes of HRIS should be conducted to complement the existing, demand-side literature. In this view, emphasis should be set on technology providers and their ongoing interactions with customer firms.

The analytical precedence given to supply-side actors allows to conceptualize HRIS adoption as the dynamic result of negotiations between three groups of actors (HRIS vendors, HRIS consultants and customer firms), hence resulting in a more comprehensive and holistic view of HRIS adoption processes.

Presents the results of a survey of the use of human resource information systems (HRIS) in smaller organizations, conducted in 1998. The survey enquires as to the nature of information stored electronically in three core areas: personnel, training and recruitment as well as the type of information analysis being undertaken. Significant relationships were found between the total number of people employed by the organization, and certain aspects of its information storage and manipulation. Smaller organizations were also found to be less likely to use HRIS, and HRIS was also used less frequently in training and recruitment. No sectoral differences were found. Similar to the results of IES/IPD surveys, and some academic work, it was found that HRIS are still being used to administrative ends rather than analytical ones.

Small and medium-sized enterprises (SMEs) are increasingly outsourcing human resource (HR) activities to outside labour market intermediaries. In this paper, the focus is on a specific type of labour market intermediary, the HR intermediary (HRI). The purpose of this paper is to describe and discuss SME outsourcing of HR services to membership-based HRIs, and potential problems and benefits that may arise in this process.

The empirical foundation comprises case studies of three Swedish HRIs and 12 of their SME clients. The data were collected through semi-structured interviews and a document study.

The findings show that social aspects such as trust, shared values, communication and commitment are crucial characteristics of the cooperation between HRIs and SMEs. These social aspects are a result of the owner/membership structure, and a distinguishing feature of the studied HRIs in comparison to other types of labour market intermediaries.

The results of the study underline the need for increased research related to the intermediary concept and its meanings in different contexts. There is also a need for more empirical research on HRIs, e.g. comparisons between different types of HRIs, and studies of the emergence of virtual intermediaries. Future studies should focus on the role of LMIs and HRIs in regional development processes.

Companies that interact with HRIs should reflect on the different pros and cons that this cooperation may result in, both in the short term and in the longer term.

The study provides an enhanced understanding regarding the relations between SMEs and HRIs, based on the two broad types of SMEs (with low/high internal HR skills) and two types of HRIs (with short/long-term orientation).

In this article, the area of interest is an emerging type of organisation called human resource intermediaries (HRIs), which focus on delivering human resource (HR) services to public sector organisations and private companies. The purpose of this article is, thus, to explore HRIs as deliverers of HR services. More specifically, the article will seek to analyse and discuss how employees in HRIs understand their role as providers of HR services to their clients and what characterises the HRIs' work and the nature of their assignments.

The empirical foundation of this article comprises a longitudinal case study of three Swedish HRI organisations. The data consist of interviews with 19 managers and consultants from the three HRIs.

The results indicate that HRIs want to take on a broad, strategic and proactive role in relation to their customers. However, due to external and internal constraints, such as the HRIs' internal work processes, the nature of their assignments and the client's HR competence level, the roles that HRIs play in practice tend to be more specific, operational and reactive.

An important challenge for HRIs is to avoid being overwhelmed by short‐term and reactive assignments that deliver value to their clients through the use of standard solutions. Long‐term relationships, the structures of ownership and membership, and the availability of unique networks can also prove to be valuable for clients.

This study explores HRIs as an emerging type of organisation within the area of human resources. Compared with HR consultants who specialise in handling specific HR‐related problems, HRIs target the entire flow of human resources in, within, and out of client organisations.

With the advent of technology and science, the business environment will keep changing very fast. Today, Information Technology (IT) is used in almost all business applications. The most important improvements are being realized at the management side since IT is fully supporting decision-making processes now. Human Resources Management (HRM) is being affected by IT such as web-based technologies and intelligent systems and these systems make HRM much more effective. Today’s HRM-related software do not deal with just payrolls, they also include recruiting and record-keeping, training and performance appraisal which have transitioned HRM from task-oriented to people-oriented. Today, Human Resources Information Systems (HRIS) and electronic HRM (e-HRM) are being utilized by many organizations all over the world and play a strategic role in decision-making processes for effective and efficient HRM. This study investigates the recent literature on HRIS, e-HRM and Decision Support Systems in HRM to identify the improvements and debates on contemporary Human Resources Management.

The purpose of this paper is to test some antecedents and outcomes of human resource information system (HRIS) use in Malaysia.

A research model based on a questionnaire gleaned from the literature was used to collect data through a purposive sampling technique, whereby only those companies in Penang, Malaysia which are using HRIS were targeted. The data collected were analyzed using structural equation modelling technique with the use of partial least squares approach.

Results show that four out of the five antecedents are significant predictors of extent of use and that extent of use is significantly related to all five outcome variables. This paper provides further evidence on the appropriateness of using Roger's innovation attributes to measure different dimensions of attitude towards extent of HRIS use and Remenyi's and Zuboff's IT framework to measure the outcomes from the extent of HRIS use.

First, this study cannot be generalized to all other individuals as the respondents are confined to HR professional employees in local services companies and multinational companies. Therefore, the results cannot be generalized to individuals working in other industries. Second, the study's is carried out using a particular type of technological innovation, which is the HRIS system in this case. As such, the research needs to be replicated to examine the robustness of the findings across a wider range of technologies solution and samples.

The findings suggest that information technology (IT) appears to serve as an empowering function for HR professionals, providing a medium in which HR professionals can provide increased value in their work. The paper will help organizations in the implementation or deployment of new information technology products, systems or processes. Organization can now ensure a smoother implementation plan by addressing the attributes of the innovation that will most likely concern its employees.

This paper adds to the existing literature of HRIS antecedents and outcomes in a developing country setting. Although there has been some research on the same issue, the number is very small in comparison to the literature appearing from the developed countries.

The purpose of this paper is to investigate conditions for a human resource information system (HRIS) to impact organizational competitiveness. Particularly, the author proposes that an HRIS is a key factor in building dynamic capabilities through fostering codification and dissemination of path‐dependent processes and assuring that the firm is able to repeat its successes.

Drawing on the resource‐based view (and its extension), the author theorizes about the relationship between HRIS specificity and firm competitiveness.

It is proposed that in‐house developed or highly‐customized HRIS are the key to building dynamic capabilities necessary for firm competitiveness.

By considering the HRIS as a vehicle for the unique and inimitable organizational processes, the author extends the traditional definition of management information systems. However, such an extension is doable within certain limitations. First, the assumption must be maintained that an HRIS can reflect unique routines and processes, and second, it must be recognized that path‐dependent routines may diminish organizational flexibility necessary for competitiveness in a changing environment.

It is important for organizations to recognize that favorable conditions are necessary for employees to generate value. A potential favorable condition can be the HRIS that meets employee expectations and disseminates unique managerial knowledge.

The paper bridges diverse literature to highlight the role of HRIS in firm competitiveness. A new construct is proposed – HRIS specificity – to guide future research in the empirical examination of the proposed relationships and the dynamic capability paradigm.

To empirically study the direct and mediating relationships between blockchain technology adoption strategy (BCTAS), electronic supply chain management diffusion (eSCMD), entrepreneurial orientation (EO) and human resources information system (HRIS) in Egyptian banks. This paper aims to connect the dots and show the relationships linking these related constructs after the emergence of this breakthrough blockchain technology.

The authors have undertaken a thematic review of relevant multidisciplinary business management literature and then developed a conceptual model. This model was examined through adopting a mixed-methods approach, through which 300 quantitative questionnaires were filled by information technology (IT) staff at 12 banks in Egypt utilising a snowball sample. Besides, 20 qualitative interviews were carried out with international and Egyptian blockchain experts for exploratory and explanatory purposes. The suggested hypotheses were tested using structural equation modelling.

The results revealed that EO affects positively and significantly BCTAS and HRIS. BCTAS affects positively and significantly both HRIS and eSCMD. Concerning the linkage between external/supply chain and internal/organisational information diffusion, HRIS has a positive and significant effect on eSCMD. The direct EO–eSCMD relationship is not supported. Yet, indirectly, BCTAS mediates significantly EO–eSCMD and EO–HRIS relationships. Further, HRIS mediates significantly the indirect BCTAS–eSCMD relationship.

The findings of this research shed light on the benefits and challenges of adopting BCTAS within emerging markets in general and Egyptian banking in specific, which can support an effective and efficient decision-making process undertaken by strategic and functional banking managers with EO in similar emerging economies.

Conceptually and empirically, it is the first article that investigated direct and mediating EO–BCTAS–HRIS–eSCMD relationships in a promising banking industry of an emerging market. It solved an interdisciplinary research puzzle by piecing together the relevant contemporary literature on production, operations and SC management, entrepreneurship, HR management and strategic technology adoption.

The purpose of this paper is to discuss the contribution of a global IT service provider's Human Resources Information System (HRIS) to staff retention in emerging markets. This includes a comparison of the relevant issues and implications derived from a study investigating six developing countries. The author of this paper concludes that the functionality of global HR systems should be supplemented with local adaptions in order to achieve the best support for staff retention management.

The theoretical framework for this paper is based on HR literature concerning staff retention and on the framework proposed by Martinsons for human resources management applications of knowledge‐based systems. The argument is illustrated by quotes from 16 semi‐structured expert interviews with Accenture HR executives and managers in Argentina, Brazil, China, India, Latvia and Slovakia.

HRISs contribute positively to staff retention for global IT service providers in emerging markets. Especially important in minimizing turnover is the support they can provide for the allocation of employees to international engagements, including scheduling and training. Culture and local labor market differences do of course influence the HR functionalities needed. This paper provides insight into the factors that necessitate local adaptions to a global HRIS.

This paper addresses the differences and similarities in a global IT service provider's staff retention management and the contribution of its HRIS – including global functionality and local adaptions – towards this goal in six developing countries.