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Introduction: In previous years, we can witness an upsurge in the usage of different digital tools by the different corporates worldwide. Instead, it can be witnessed during the time of Covid-19, where most of this affects the various human resource management (HRM) practices. It became essential for the industries worldwide to shift through digitalisation and so for HRM functions.

Purpose: Understanding the present situation of extensive usage of different digital tools, this chapter aims to discover and comprehend how successful the various organisations were in digitalisation and explain its outcomes. The main objective of this chapter is to explore the various factors influencing the success of digitalisation in human resources (HR) and measure its outcomes. To fulfil this aim, authors have focused on exploring the literature on a similar concept in the last decade (2011–2021).

Methodology: To conduct the study, the authors have approached a systematic study of bibliographic search with a motive to achieve the available works about HRM digitalisation. The list of different resources was primarily created using Google Scholar’s information. The acquired resources were then analysed and, based on certain pre-defined criteria, filtered.

Findings: The result of this study indicated that most of the previous studies focused on digitalisation outcomes, but very few studies have explored the dimension of understanding the success of digitalisation. Authors have categorised the factors among technological, organisational, and people factors. So further to understand these in-depth outcomes, both positive and negative outcomes have been understood.

Implications: Lastly, the authors have also tried to explore the suitable settings required for HRM digitalisation by studying empirical articles. This chapter will provide the overall view of the crucial factors for successful digitalisation in the domain of HRM and evaluate the outcomes. The study’s findings can be further utilised to conduct an in-depth study of the phenomenon and explore how the organisation can manage these factors during the implementation of HR digitalisation.

Introduction: Society has undergone rapid changes due to advancements in technology, addressed across all sectors. So, the current period is called the ‘Digital Era’. New technologies affect the organisation in several ways. Organisations can perform their functions more effectively by benefitting from the latest developments. E-human resources management (HRM) has emerged as a new concept due to the digital revolution. Various web-based tools have been used by HR professionals. New recruitments are being placed on employees regarding digital competence, problem-solving or human–machine communication.

Purpose: This study explores the factors necessary for the successful digitalisation of human resources. It will further discuss the consequences of the digitalisation of HR.

Methodology: An exploratory research design is used for the study. Papers published on information and communication technology (ICT) and higher education from Research Gate, Google Scholar and other resources have been reviewed to achieve the aim of this study. Factors affecting the successful digitalisation of HR include various technological and organisational aspects.

Findings and Originality: The findings further revealed that the digitalisation of human resources has both positive and negative consequences.

Although a need for innovative approaches to the strategic management of human resources (HR) has been identified, many firms continue to rely solely on their HR information systems instead of adapting to the digital consumer with innovative tools and digital HR management (d-HRM). This research aims to evaluate critically the degree of digital innovation of HR practices in the Irish hotel industry.

For this qualitative study, a total of 10 semi-structured interviews were conducted with key personnel at both corporate and property level HR in the two largest Irish hotel groups.

Findings show an overall lack of technological innovation and most of the principal HR activities are digitalised to a very limited extent. In addition, the perception of the degree of digitalisation varies significantly between the managers in both organisations.

In order to attract digital natives and to increase their competitiveness within the sector, Irish hotel corporations will need to invest significantly in innovation within their HR departments to capitalise on the strategic and operational advantages of d-HRM. Thus, a more strategic approach towards HR innovation is needed.

This chapter operationalises the concept of HR innovation in the context of the hotel industry; it analyses the key HR activities in hotel operations with regard to the extent to which they are digitalised; and it develops a model of HR digitalisation that can be applied to the hotel and other industries. This research, therefore, contributes to the existing body of knowledge on HR innovation with a specific focus on the hotel industry.

The purpose of this study is to explore the mechanism of digitalized transformation in organizations’ human resource management (HRM). This study summarizes three basic factors driving the digital transformation process in China: level of perception, level of application and speed of transformation.

This study analyzes the strategic transformation process of HRM in Haier, Hisense and Chambroad to explore the human resource digital transformation mechanism in Chinese enterprises.

The results of this study show that three HR value chain models can be constructed based on how well HRM deals with business: the efficiency-oriented HRM value chain, quasi-business-oriented HRM value chain and business-oriented HRM value chain. The basic factors – level of perception, level of application and speed of transformation – are observed in the entire HRM digital transformation process.

This study provides theoretical and empirical insights for enterprises to explore the value of digital technology in HRM and facilitate the digital transformation of HRM.

With the pandemic and digital developments, digital transformation has begun in Human Resources Management (HRM). Applications such as robotic applications, information technology, IIoT, Industry 4.0 have led to a decrease in the need for human resources (HR) and an increase in the need for skilled workers. Along with this need, new-collar, digital-collar, cyber-collar, and metal-collar employee types have been added to the distinction between blue-collar and white-collar. To adapt to Industry 4.0 and to survive the pandemic process, businesses have also met the digitalization process very quickly and almost unpreparedly. In this context, the HRM of the businesses has started to experience digital transformation. With the digitalization of HR processes, digital conflicts have also emerged. Conflict management problems arising from digital transformation and the pandemic process, health problems, and cyber-attacks due to remote working have become one of the most important problems of the digital age. In this chapter, the issue of digital conflicts in HRM is discussed. In this context, first of all, the concept of digital conflict is included. Then, Industry 4.0, information technology and HR, the impact of information systems on digitalization and HR, digital transformation in HRM, opportunities, and threats arising from digitalization, and HR conflict management problems in the COVID-19 pandemic, collar change of employees during the pandemic, possible problems that may arise after the pandemic, future predictions, and strategic principles are mentioned.

The purpose of this paper is to investigate the impact of e-recruitment practices on e-recruitment outcomes in Russian companies.

This study uses the quantitative approach based on a survey of a sample encompassing 449 companies in Russia.

E-recruitment practices are positively related to e-recruitment outcomes. However, e-recruitment usage does not mediate the relationship between e-recruitment practices and e-recruitment outcomes.

The extent to which the findings of this research can be generalized is constrained by a single country and cross-sectional data.

The current study is the first to present the e-recruitment practices, including both internet-based ones and internal technology-enabled solutions, within the overall context of human resource management (HRM) digitalization in the companies and specific HRM outcomes.

The current era of the fourth industrial revolution has attracted significant research on the use of digital technologies in improving construction project delivery. However, less emphasis has been placed on how these digital tools will influence the management of the construction workforce. To this end, using a review of existing works, this chapter explores the fourth industrial revolution and its associated technologies that can positively impact the management of the construction workforce when implemented. Also, the possible challenges that might truncate the successful deployment of digital technologies for effective workforce management were explored. The chapter submitted that implementing workforce management-specific digital platforms and other digital technologies designed for project delivery can aid effective workforce management within construction organisations. Technologies such as cloud computing, the Internet of Things, big data analytics, robotics and automation, and artificial intelligence, among others, offer significant benefits to the effective workforce management of construction organisations. However, several challenges, such as resistance to change due to fear of job loss, cost of investment in digital tools, organisational structure and culture, must be carefully considered as they might affect the successful use of digital tools and by extension, impact the success of workforce management in the organisations.

The COVID-19 pandemic has challenged supply chains (SCs) around the globe unprecedentedly. This study aims to gain insights on the impacts of the pandemic on SCs and their management under consideration of different regional contexts on a global scale.

A Delphi study collects the expertise of global SC academics on the SC vulnerabilities and the measures for responding to disruptions, improving resilience, and restoring operations. Data from three polls are systematically analyzed by content, frequency, and cluster analysis.

The study identifies and ranks ten major issues related to SC vulnerabilities and management strategies for specific SC processes and geographical regions. Detected differences among the considered geographical regions point towards particular challenges and call for specific measures to integrate regional contingencies into SC management. In a regional comparison, China and Iran as well as Africa clearly stand out, but also Europe/North America, India/Pakistan, and Brazil show geographical particularities.

The responses are collected against the COVID-19 pandemic, while the findings show differences among the regions thereby arguing for taking regional contingencies into account in managing SCs.

SC resilience is a core aim, which was emphasized by the COVID-19 pandemic. The findings provide insights and challenges that managers would have to meet in the different regions covered.

This paper contributes to existing knowledge on SC risks and SC resilience in context to extreme situations. Given that events, such as the COVID-19 pandemic, will become more frequent in the future due to climate change and geopolitical tensions, insights into how to manage SCs under extreme conditions and into regional differences are crucial.