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Book part
Publication date: 9 August 2017

Abstract

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Electronic HRM in the Smart Era
Type: Book
ISBN: 978-1-78714-315-9

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Book part
Publication date: 25 October 2014

Huub J. M. Ruël and Robin Visser

In a globalized world where emerging markets are more important than ever, there is an increasing pressure on international businesses and governments to work together…

Abstract

Purpose

In a globalized world where emerging markets are more important than ever, there is an increasing pressure on international businesses and governments to work together. The set of facilities known as commercial diplomacy combines the interests of both by highlighting new markets and investment opportunities.

Methodology/approach

In this chapter, we present a literature review based on 56 relevant publications to assess what we currently know of this important activity.

Findings

The results indicate that research on commercial diplomacy consists of many subtopics, resulting in a patchy understanding of the topic as a whole.

Research limitations/implications

We discuss why integrative research focusing on the business–government relationship and the organization and the value of commercial diplomacy are needed from an international business perspective.

Details

Multinational Enterprises, Markets and Institutional Diversity
Type: Book
ISBN: 978-1-78441-421-4

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Book part
Publication date: 9 August 2017

Stefan Jooss and Ralf Burbach

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…

Abstract

Purpose

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.

Methodology/approach

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

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.

Practical and social implications

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.

Originality/value

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.

Details

Electronic HRM in the Smart Era
Type: Book
ISBN: 978-1-78714-315-9

Keywords

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Book part
Publication date: 9 August 2017

Johan Gregeby and Mårten Hugosson

This chapter addresses a lack of theory building in electronic-HRM (e-HRM) research and attempts to contribute with a (re-)conceptualisation of e-HRM as a nexus of…

Abstract

Purpose

This chapter addresses a lack of theory building in electronic-HRM (e-HRM) research and attempts to contribute with a (re-)conceptualisation of e-HRM as a nexus of practices and their material arrangements.

Methodology/approach

The work draws on theories from information systems research, science and technology studies, and sociology and organisation studies.

Findings

The (re-)conceptualisation indicates that future research should make further enquiries into the role of human agency and political processes in e-HRM.

Practical implications

As a methodological pathway a combination of ethnography and philosophical hermeneutics is proposed, enabling the achievement of a required pertinent sensibility in the study of social practices and human intentionality. Action research is also considered to be relevant for an engaged e-HRM scholarship.

Social implications

The social implication of this research is the advancement of theories that emphasise the importance of human agency, morality and materiality in organisational processes.

Originality/value of the chapter

The conceptualisation may thus facilitate research that reveal insights about involvement, reciprocity and power in e-HRM projects – knowledge that can direct the development of e-HRM project teams and thus facilitate strategic HRM.

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Book part
Publication date: 14 August 2014

Huub J. M. Ruël and Christina Lake

Talent is a critical factor for organizational success. Multinational corporations (MNCs) face the challenge of fierce competition for talent worldwide by increasing their…

Abstract

Purpose

Talent is a critical factor for organizational success. Multinational corporations (MNCs) face the challenge of fierce competition for talent worldwide by increasing their efforts in global talent management (GTM). To improve the strategic alignment of GTM, organizations increasingly incorporate information and communication technology (ICT) applications to support their GTM system. However, not every organization is successful at applying these new opportunities (e-GTM) and aligning them successfully with their organizational strategy. This chapter aims at conceptualizing the relationship between strategic GTM and strategic ICT in an aligned effort. It presents a conceptual framework that identifies four types of MNC approaches to e-GTM.

Design/Methodology/Approach

By means of a review of, both the GTM literature as well as the ICT literature, we connect the two concepts, GTM and ICT into e-GTM, into a framework along two axes: the extent to which MNCs apply GTM (ad hoc vs. strategic) and the scope of ICT in MNCs (operational vs. strategic).

Findings

Although the framework identifies four approaches to e-GTM in MNCs, the framework is less black and white than as presented. Companies can display e-GTM characteristics which place them in the gray areas in between each of the profiles. Additionally, we assume that achieving the alignment of strategic GTM and strategic ICT is an iterative process.

Research Limitations/Implications

Since strategic alignment is not static but continuously changing, it requires companies to reevaluate their current GTM practices and ICT applications constantly while scanning the external market for new developments in the field of GTM and ICT to ensure the innovative state of their system. Furthermore, we assume that MNCs from high-tech sectors are more successful in supporting their strategic GTM applications with suitable ICT applications than MNCs from low-tech sectors. The study presents a first step toward researching the relationship between strategic GTM and strategic ICT in MNCs. The proposed framework might be used as a foundation for further research studies.

Practical Implications

The framework presented in this chapter can help MNCs to address the issue of connecting GTM and ICT.

Originality/Value

The relationship between GTM and ICT have not been conceptualized before. Furthermore, the typology presented in this chapter, with four approaches to ICT-enabled GTM, is a new way of looking at the GTM–ICT relationship.

Details

Human Resource Management, Social Innovation and Technology
Type: Book
ISBN: 978-1-78441-130-5

Keywords

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Book part
Publication date: 9 August 2017

Richard D. Johnson and Kristina Diman

The purpose of this study was to develop and empirically examine a model of cloud-based human resource information systems (HRIS) adoption by small businesses based on the…

Abstract

Purpose

The purpose of this study was to develop and empirically examine a model of cloud-based human resource information systems (HRIS) adoption by small businesses based on the technology–organization–environment model (Tornatzky & Fleischer, 1990).

Methodology/approach

This study utilized a survey of 41 small- to medium-sized enterprises in the northeastern United States to examine what HR functions were being supported by cloud-based HRIS and the relationship between three technology factors, three organizational factors, and three environmental factors, and their relationship with the adoption of cloud-based HRIS.

Findings

Findings indicated that small businesses are most likely to implement cloud-based HRIS to support day-to-day HR operations. In addition, the findings indicated that top management support (positive), vendor support (positive), and anticipated growth (negative) were each related to organizational adoption of cloud-based HRIS.

Implications

The study illustrates how the adoption of a cloud-based HRIS is motivated by different factors than those underlying the adoption of other types of information systems. Executives and small business owners will need to adapt their strategy when considering cloud-based HRIS compared to other types of systems.

Social implications

Given that small- to medium-sized organizations are the backbone of most global economies, findings from this study can help support society by helping these businesses better understand how to best consider the factors that will support the implementation of cloud-based HRIS.

Originality/value of the chapter

This chapter represents one of the first to empirically validate a model of the factors affecting adoption of cloud-based HRIS by small businesses.

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Abstract

Details

Human Resource Management, Social Innovation and Technology
Type: Book
ISBN: 978-1-78441-130-5

To view the access options for this content please click here
Book part
Publication date: 9 August 2017

Kathleen McDonald, Sandra Fisher and Catherine E. Connelly

As e-HRM systems move into the ‘smart’ technology realm, expectations and capabilities for both the automational and informational features of e-HRM systems are…

Abstract

Purpose

As e-HRM systems move into the ‘smart’ technology realm, expectations and capabilities for both the automational and informational features of e-HRM systems are increasing. This chapter uses the well-established DeLone and McLean (D&M) model from the information systems literature to analyze how a smart workforce management system can create value for an organization.

Methodology/approach

The chapter is based on an exploratory case study conducted with a North American industrial products firm. We review three systems-level predictors of success from the D&M model (system quality, information quality, and service quality) and evaluate the company’s systems on these attributes.

Findings

The company’s e-HRM systems fall short on the information quality dimension, which limits potential for overall system success related to smart workforce management.

Research limitations/implications

The e-HRM literature focuses on individual-level factors of system success, while the D&M model uses more macro factors. Blending these may help researchers and practitioners develop a more complete view of e-HRM systems. Conclusions from this chapter are limited due to the use of a single, exploratory case study.

Practical implications

Companies must pay attention to all three predictors of system quality when developing smart workforce management systems. In particular, implementation of a data governance program could help companies improve information quality of their systems.

Originality/value

This chapter adds to the literature on smart workforce management by using a model from the information systems literature and a practical example to explore how such a system could add value.

Details

Electronic HRM in the Smart Era
Type: Book
ISBN: 978-1-78714-315-9

Keywords

To view the access options for this content please click here
Book part
Publication date: 9 August 2017

Arnela Ceric

Little is known about actual organisational experiences and challenges with using e-HRM. The focus of this chapter is on the challenges that Australian HR professionals…

Abstract

Purpose

Little is known about actual organisational experiences and challenges with using e-HRM. The focus of this chapter is on the challenges that Australian HR professionals face in using e-HRM and achieving e-HRM outputs.

Methodology

Data were collected through semi-structured interviews with five HR professionals in different Australian organisations. Content analysis was applied to analyse the transcribed interviews.

Findings

Potential of e-HRM to bring efficiency, access to HR data, reporting, as well as contributions to the overall business strategy are thwarted by three groups of e-HRM challenges that HR professionals experience: e-HRM technical issues, HR issues, and e-HRM development issues.

Research limitations/implications

Findings are based on the five interviews with HR professionals in Australian organisations only. Line managers, employees, and managers from other business functions as well as small businesses have not been included in the research sample.

Practical implications

By addressing the e-HRM challenges, HR professionals can achieve e-HRM benefits and enhance their contribution to the overall business.

Originality/value

A major contribution is to show that the HRM literature barely considers the e-HRM challenges facing HR professionals. Another contribution is to provide an understanding of e-HRM challenges in the Australian context.

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Book part
Publication date: 9 August 2017

Ineke van Kruining

This chapter aims to clarify the future of the HR profession in the digital age by translating and extrapolating results of recent studies in a creative way. The main…

Abstract

Purpose

This chapter aims to clarify the future of the HR profession in the digital age by translating and extrapolating results of recent studies in a creative way. The main question is ‘What will be the effects of digitization on the HRM profession?’

Methodology/approach

The methodological approach is threefold. A theoretical concept of digital impact on the HRM profession is constructed based on a task-based analysis of the Ulrich roles. Second, in two sessions HRM Professionals reflect on the main question and give assessments. Third, a secondary analysis is carried out on the HRM practice monitor and five hypotheses are tested (primary role of HR, time spent in an activity cluster, typification of the HRM department).

Findings

The outcomes give no clear and unequivocal picture yet. Although the theoretical concept, actual research, professional literature and consulted professionals indicate that the HRM profession is already or will soon get more strategic due to digitization, the secondary analysis of the HRM practice monitor does not confirm that tendency.

Research limitations/implications

The limitations of this research comprise flaws in the HRM practice monitor, the questionable web instrument and the lack of a clear and broadly accepted definition of digitization. Follow-up research seems to be very worthwhile and has a lot of possible starting points.

Practical implications

This research offers a new way of looking at the HRM profession in transition by combining the Ulrich model with a task-based analysis. Furthermore the evidence is based on 4 years (2012–2015) of data collection.

Details

Electronic HRM in the Smart Era
Type: Book
ISBN: 978-1-78714-315-9

Keywords

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