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Human resource (HR) process research emerged as a response to questions about how (bundles of) HR practices related to organizational outcomes. The goal of HR process research is to explain variability in employee and organization outcomes by focusing on how HR practices are intended (adopted) by senior managers, the way that these HR practices are implemented and communicated by line managers, and how employees perceive, understand, and attribute these HR practices. In the first part of this chapter, we present a review of 20 years of HR process research from the start, to how it developed, and is now maturing. Within the body of HR process research, several different research theoretical streams have emerged, which are largely studied in isolation without benefiting from each other. Therefore, in the second part of this chapter, we draw on previous work to propose a staged process model in which we integrate the different research streams of HR process research, recognizing contingencies in the model. This leads us to an agenda for future research and practical implications in the final part of the chapter.

The purpose of the study was to detect trends in human resource management (HRM) research presented in journals during the 2000–2020 timeframe. The research question is: How are the interests of researchers changing in the field of HRM and which topics have gained popularity in recent years?

The approach adopted in this study was designed to overcome all the limitations specific to the systematic literature reviews and bibliometric studies presented in the Introduction. The full texts of papers were analyzed. The text-mining tools detected first clusters and then trends, moreover, which limited the impact of a researcher's bias. The approach applied is consistent with the general rules of systematic literature reviews.

The article makes a threefold contribution to academic knowledge. First, it uses modern methodology to gather and synthesize HRM research topics. The proposed approach was designed to allow early detection of nascent, non-obvious trends in research, which will help researchers address topics of high value for both theory and practice. Second, the results of our study highlight shifts in focus in HRM over the past 19 years. Third, the article suggests further directions of research.

In this study, the approach designed to overcome the limitations of using systematic literature review was presented. The analysis was done on the basis of the full text of the articles and the categories were discovered directly from the articles rather than predetermined. The study's findings may, however, potentially be limited by the following issues. First, the eligibility criteria included only papers indexed in the Scopus and WoS database and excluded conference proceedings, book chapters, and non-English papers. Second, only full-text articles were included in the study, which could narrow down the research area. As a consequence, important information regarding the research presented in the excluded documents is potentially lost. Third, most of the papers in our database were published in the International Journal of Human Resource Management, and therefore such trends as “challenges for international HRM” can be considered significant (long-lasting). Another – the fourth – limitation of the study is the lack of estimation of the proportion between searches in HRM journals and articles published in other journals. Future research may overcome the above-presented limitations. Although the authors used valuable techniques such as TF-IDF and HDBSCAN, the fifth limitation is that, after trends were discovered, it was necessary to evaluate and interpret them. That could have induced researchers' bias even if – as in this study – researchers from different areas of experience were involved. Finally, this study covers the 2000–2020 timeframe. Since HRM is a rapidly developing field, in a few years from now academics will probably begin to move into exciting new research areas. As a consequence, it might be worthwhile conducting similar analyses to those presented in this study and compare their results.

The present study provides an analysis of HRM journals with the aim of establishing trends in HRM research. It makes contributions to the field by providing a more comprehensive and objective review than analyses resulting from systematic literature reviews. It fills the gap in literature studies on HRM with a novel research approach – a methodology based on full-text mining and a big data toolset. As a consequence, this study can be considered as providing an adequate reflection of all the articles published in journals strictly devoted to HRM issues and which may serve as an important source of reference for both researchers and practitioners. This study can help them identify the core journals focused on HRM research as well as topics which are of particular interest and importance.

The purpose of this study is to analyze and map the terrain of human resource management (HRM) in higher education (HE) contexts, with the aim of uncovering potential gaps within the existing knowledge base.

This study employs a unique, in-depth bibliometric analysis of 945 publications from the Web of Science database over the past 40 years between 1981 and 2022.

Based on the bibliometric analysis, the authors retrospectively examined the dominant research themes in HRM within the HE sphere, tracing their evolution over time. Four central clusters emerged: the theoretical foundations of HRM, strategic HRM, organizational culture and human capital development. Furthermore, the authors pinpointed critical research gaps and proposed areas for future inquiry, such as the impact of HRM on productivity, leadership dynamics, sustainable growth development, international staffing strategies and knowledge transfer mechanisms.

This study demonstrates how academics can use bibliometric techniques to systemize literature, expose potential gaps and suggest fruitful lines of inquiry in the field of investigation. The findings of this study can also help improve the decision-making processes of managers and human resource professionals.

This study provides readers with a systematic understanding of the development of HRM in HE settings and presents forward-looking perspectives, highlighting future research possibilities. Moreover, it validates the significance of bibliometric analysis as an efficient technique for discovering gaps in the existing literature.

This work examines the intersection between traditional human resource management and the novel employment arrangements of the expanding gig economy. While there is a substantial multidisciplinary literature on the digital platform labor phenomenon, it has been largely centered on the experiences of gig workers. As digital labor platforms continue to grow and specialize, more managers, executives, and human resource practitioners will need to make decisions about whether and how to utilize gig workers. Here the authors explore and interrogate the unique features of human resource management (HRM) activities in the context of digital labor platforms. The authors discuss challenges and opportunities regarding (1) HRM in organizations that outsource labor needs to external labor platforms, (2) HRM functions within digital labor platform firms, and (3) HRM policies and practices for organizations that develop their own spin-off digital labor platform. To foster a more nuanced understanding of work in the gig economy, the authors identify common themes across these contexts, highlight knowledge gaps, offer recommendations for future research, and outline pathways for collecting empirical data on HRM in the gig economy.

The purpose of this study is to comprehensively review the human resource management (HRM) and employment relations (ERs) field and explore the knowledge map, knowledge evolution trends and paths and paradigm shifts within this field.

The Structural Topic Model in combination with Word2vec is proposed and applied in this work. First, this paper detects and interprets the research topics by reviewing 23,786 papers from 29 important journals in this field from 1990 to 2021. Then, this research explores popularity trends by aggregating topic proportions from a temporal perspective. Finally, this work explores the research topic evolution from the semantic perspective.

This paper obtains the following findings: (1) Sixteen research topics are identified, which provide the basic research overview of the whole field. (2) The changes in topic popularity over time map the tendency for employee benefits to be valued. (3) The evolutionary trajectories of temporal local topics are provided, which reflect the mechanisms of the paradigm and ideological migration and fusion.

This work adopts state-of-the-art textual as well as semantic mining techniques to establish a comprehensive knowledge map for HRM and ER research. Furthermore, these results uniquely demonstrate the pluralistic ideological orientation at the social level is gradually integrated into more micro levels, such as enterprises and individuals. These are the contents that were mentioned from previous studies by scholars, but not meticulously verified and interpreted.

With today's increasing globalization and associated growing demand for talented supply chain managers, human resource management (HRM) in supply chain management (SCM) has emerged as a top priority for firms. However, a thorough analysis of HRM issues in SCM research has not been made so far. To address this gap this paper provides a systematic and comprehensive literature review. The purpose of this paper is threefold: to analyze HRM/SCM issues published in leading SCM journals, to identify different HRM research streams in the SCM literature and to propose areas for future research.

This paper employs a systematic literature review methodology. The selected journal articles are categorized on the basis of an analytical framework that contains seven HRM/SCM research streams derived from the extant literature.

The systematic literature review indicates a growing focus on HRM/SCM issues in recent years, a trend that is predicted to continue. Additionally, the study findings show that research has primarily emphasized certain popular categories while other crucial ones lack analysis.

This paper presents a structured overview of 109 peer-reviewed articles published in leading academic journals from 1998 to 2014. The review structures extant HRM/SCM literature and highlights its critical importance in SCM research. Topical gaps in the literature are identified as areas for future research.

The purpose of this perspective article is to identify the developmental trajectory of human resource management (HRM) research in the Mainland China as well as the major research gaps to be filled in the future. In particular, the paper focuses on the current challenges as well as the emerging research trends by reviewing the literature in HRM research in the Mainland China.

The paper takes a geocentric perspective of HRM theory development to analyze the status quo as well as the emerging trends of the future HRM research in the Mainland China.

HRM research in the Mainland China exhibited an obvious tendency of adopting an etic approach at the early stage of research, but displaying an emerging trend toward an emic approach at a later stage. However, the current HRM research in the Mainland China, including both etic and the emic approaches, falls seriously short of meeting the high-quality standards of the international academic community.

Through analyzing the status quo of HRM research in the Mainland China, the paper identified an emerging trend toward an integration of both etic and emic approaches in which the two approaches constitute a yin-yang duality as a unity-in-opposites toward a geocentric HRM research framework with a holistic, dynamic and duality etic-emic balance.

This study aims to draw upon research from strategic human resource management (HRM) and strategic management to examine how HRM demands influence the likelihood that chief executive officers (CEOs) will staff top management with a human resource (HR) executive.

The theory and hypotheses developed in this study are tested on a sample of US initial public offering firms from the calendar year 2007, using logistic regression.

The results of hypothesis tests suggest that HR executive presence in top management is positively related to the HRM demands faced by a CEO stemming from product/service innovation strategies, the number of HRs employed by the firm and CEO’s financial orientation.

The results of this study may not generalize to other settings. This study does not simultaneously consider the role of other structural forms which may increase or reduce the degree of HRM demands faced by the CEO. This study extends prior research on executive job demands by expanding the understanding of factors which give rise to HRM sources of executive job demands. Study results suggest that CEOs with financial orientations are more likely to staff their top management teams with an HR executive, which suggests that in the face of executive job demands stemming from a particular functional area, CEOs delegate responsibility for that function to another member of top management. This finding suggests that CEOs can, and in fact do, recognize the limitations engendered by their experiences and that when confronted with a specific type of executive job demand that does not align with their expertise, they take steps to address their individual limitations by appointing others that are more capable of addressing the particular source of executive job demand.

Study results suggest that product/service innovation strategies, CEO’s financial background and the number of HRs employed by the firm increase the likelihood of HR functional representation in top management.

The theory and results of this study extend the focus of extant research on factors giving rise to HRM’s functional representation in top management. Although prior research has emphasized the role of ownership characteristics and risk preferences in the adoption of this structural form, this study examines the role of CEO HRM demands. This approach allows for the integration of the upper echelons theory with the strategic HRM literature and provides an empirical examination of CEO job demands arising from the HRM function.

The purpose of this paper is to provide a review of the strategic human resources management (HRM) literature from the points of view of both general management and hospitality and tourism.

The paper provides a critical, qualitative and comparative review of the strategic HRM research literature in the fields of general management and hospitality and tourism, providing insights into emerging research trends and pointing to the gaps in the literature.

The results of the review showed six streams of research from the hospitality and tourism literature: human capital and firm performance, high-performance HRM practices and performance, international/global issues and strategic HRM, individual HRM practices and performance, qualitative reviews of the hospitality and tourism HRM literature and country-specific strategic HRM. This review also points to the gaps between the two bodies of literature and gives recommendations for future research.

The current conceptual model provides a useful framework for examining how strategic HRM practices impact firm performance through macro (organizational) and micro (individual) levels. The current review illustrates the important role that frontline managers have in delivering HRM practices.

This review provides a conceptual model for future research and practical implications.