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This chapter discusses how the real options theory can be useful for understanding the adoption of human resources management (HRM) practices. The authors review how the real options theory has provided insights into the processes through which firms manage uncertainties involved in the adoption of HRM practices. The authors offer propositions for future HRM research from the real options perspective. The authors contend that analyzing HRM practice adoptions through the lens of real options theory can enhance our understanding of the mechanisms through which firms choose which HRM practices to adopt and how they adjust the timing, scale, and methods of investment in these practices. Specifically, the authors suggest that differences in information relevant to valuation of HRM options are the source of distinct choices of HRM options across firms. Finally, the authors propose advancing knowledge on HRM practice adoptions by using a portfolio of options approach, as well as considering factors like competitors, path dependence, and switching options.

This systematic literature review aims to explore the adoption, global acceptance and implementation of human resources (HR) analytics (HRA) by reviewing literature on the subject. HRA adoption can assist HR professionals in managing complex procedures and making strategic human resource management (SHRM) decisions more effectively. The study also aims to identify the applications of analytics in various disciplines of management.

The review is conducted using a domain-based structured literature review (SLR), emphasizing the diffusion of innovative thinking and the adoption process of HRA among early adopters. The philosophical stances are analyzed with the combination of research onion model and PRISMA protocol. Secondary data are gathered from published journals, books, case studies, conference proceedings, web pages and media stories as the primary source of information.

The study finds that skilled professionals and management assistance can significantly impact adoption intentions, enabling professionals to deal with analytics. The examples and analytical models provided by early adopters allow managers to manage complex processes and make SHRM decisions.

The study suggests that the lack of use of quantitative techniques is a key limitation and should be considered in future studies. Despite the rise in the number of research papers on HRA, its application in the workplace remains limited.

This research can assist managers in implementing HRA and help resolve complex and inefficient processes, making SHRM decisions.

This study adds to the existing body of knowledge on how HRA can aid a company's efficacy and performance and can be considered one of the first to link adoption and HRA.

The objective of this study is to analyse the integration of technology in Human Resources Management (HRM) with a special focus on Artificial Intelligence (AI), Machine Learning (ML), Internet of Things (IoT) and Big Data.

This study aims to contribute to the understanding of these trends by conducting a thorough bibliometric analysis using the Scopus database, encompassing research on HRM and Technology from 1991 to 2022. By employing citation analysis, co-citation analysis and co-word analysis, the study uncovers key patterns and trends in the field.

The findings indicate that AI, Big Data and ML are the focal points of research when exploring the intersection of Technology and HRM. These technologies offer promising prospects for enhancing Human Resource processes, such as Talent Acquisition, Performance Management and Employee Engagement.

In our study, we showcase the practical implications that offer guidance for HR researchers and professionals, enabling them to make informed decisions regarding the adoption and implementation of Information Technology.

This research can provide valuable insights to HR managers on the use of cutting-edge technology in HRM. It aims to enhance the manager’s awareness of how technology-enabled HRM can improve HR performance.

This study adds to the existing body of knowledge on how Modern Technology empowers HRM. It also proposes a conceptual framework for the use of Modern Technology along with Strategic Management and Knowledge Management to improve Human Resource Performance.

Innovation is critical for businesses to stay competitive in today's world, as it allows them to constantly look for new ways to differentiate their products or services from their competitors as well as improve cost-effectiveness. This study explore the role of strategic human resource practices in developing organizations' competitive capabilities-differentiation and cost-effectiveness, which, improves their innovation performance to create a competitive advantage.

The authors collected data from 387 employees from 25 knowledge-intensive information technology organizations in India through a questionnaire-based survey. After checking for biases, reliability and validity, the hypothesized relationships were tested by structural equational modeling using AMOS 26.

Strategic HR practices have a significant and positive effect on innovation performance and both competitive capabilities-differentiation and cost-effectiveness. While the differentiation capability had a strong positive effect on innovation performance, cost-effectiveness capability was not significantly related to innovation performance. The differentiation capability mediates the relationship between strategic HR practices and innovation performance link, whereas the cost-effectiveness capability did not have a mediating effect.

This study provides practical insights to HR and knowledge managers to focus on development of human capital and invest in hiring, training, development, strategic performance management practices to enhance employees' knowledge behaviors, which, stimulates innovation performance.

The paper adds to the strategic HRM paradigm by clarifying the underlying process of how strategic HR practices leads to higher innovation. It affirms the vitality of choosing appropriate competitive capabilities, and supporting organizational factor for business's success. It fills an important research gap by providing original empirical evidence from knowledge intensive information technology organizations in the emerging economy of India.

The optimization of product innovation performance (PIP) is paramount to achieving sustained profitability in the face of current organizational challenges. In this study, as researchers, the authors investigate within the context of Saudi Arabian manufacturing firms’ entrepreneurial orientation (EO) direct impact on PIP and its indirect influence mediated by strategic human resource management (SHRM) and technology capability (TC).

This co-relational study used cross-sectional data. The authors collected the data from the manufacturing firms’ top management team, chief executive officers and other staff members, including human resource (HR) managers and chief information officers. This study’s conclusions are based on 307 cases.

Using SmartPLS4, this study’s findings demonstrate that EO exerts a positive and significant impact on SHRM, PIP and TC. SHRM has a positive and significant effect on PIP. In addition, TC is a positive and significant predictor of SHRM but not PIP. Turning to the mediating impacts, SHRM plays a positive mediating role between TC and PIP and a negative role between EO and PIP. Finally, TC reinforces the negative connections between EO and PIP.

This study's insights offer valuable guidance to firms and policymakers. They underscore the importance of investing in TC to reinforce SHRM and drive innovation. Moreover, these findings emphasize the need for firms to adopt a dynamic approach that comprises continuous monitoring, adaptation and tailored HR strategies supported by performance metrics. This proactive stance ensures that innovation remains a consistent and impactful element of their long-term strategy.

This study stands out by addressing existing gaps through its innovative integration of EO, SHRM, TC and PIP within a unified framework. It does so within the specific context of Saudi Arabian manufacturing firms and provides a unique and contextually relevant perspective that contributes to the knowledge body of the area.

Through a resource-based theoretical lens, we elucidate conditions under which family business culture (FBC) amplifies the positive effects of high-performance work systems (HPWS) intensity and exacerbates the negative effects of low human capital uniqueness (HCU) on firm performance. By doing so, we answer the call for more research on the conditions under which FBC influences firm outcomes.

The present study sampled 226 small business owners across the USA, who provided their responses to online survey questions. Hypotheses were assessed via path analysis in MPlus 8.8, using maximum likelihood estimation.

FBC, HPWS intensity and HCU were positively associated with firm performance. Further, the HPWS intensity – firm performance and HCU – firm performance links were moderated by FBC. Specifically, increased levels of HPWS intensity were associated with greater firm performance when FBC was high, and firms with low levels of HCU tended to have particularly decreased levels of firm performance when FBC was low.

Consistent with the resource-based view, firms' unique resources and competitive advantage may be tied to the extent to which they have an established FBC. High levels of FBC, which are characterized by shared values, loyalty, proud involvement and care toward the organization, can play a significant role in enhancing organizational performance. Family business leaders should prioritize cultivating an enhanced FBC alongside investments in HPWS and unique human capital.

This study contributes to understanding the theoretical underpinnings of FBC and its relationship with firm performance by examining FBC’s interaction with HPWS intensity and HCU. We highlight FBC as a valuable intangible resource that can enhance or diminish the effectiveness of other strategic resources in family firms, further extending the application of resource-based view theory in family business research.

Artificial intelligence (AI) can enhance human resource resiliency (HRR) by providing the insights and resources needed to adapt to unexpected changes and disruptions. Therefore, the present research attempts to develop a framework for future researchers to gain insights into the actions of AI to enable HRR.

The present study used a systematic literature review, bibliometric analysis, and network analysis followed by content analysis. In doing so, we reviewed the literature to explore the present state of research in AI and HRR. A total of 98 articles were included, extracted from the Scopus database in the selected field of research.

The authors found that AI or AI-associated techniques help deliver various HRR-oriented outcomes, such as enhancing employee competency, performance management and risk management; enhancing leadership competencies and employee well-being measures; and developing effective compensation and reward management.

The present research has certain implications, such as increasing the HR team's proficiency, addressing the problem of job loss and how to fix it, improving working conditions and improving decision-making in HR.

The present research explores the role of AI in HRR following the COVID-19 pandemic, which has not been explored extensively.

Given the rising complexities around organizational resilience, this study identifies and explains the critical enablers of developing organizational resilience (OR). It offers logical reasoning into the interactions and interdependencies among the identified elements with the help of a hierarchical model of the antecedents of OR.

This paper deployed a mixed methodology research design. Firstly, critical enablers of OR are identified from the literature review. Second, contextual relationships and interactions between the enablers are examined using modified total interpretive structural modeling to derive a hierarchical model among the antecedents that characterize OR. Lastly, a survey study including industry experts is used to statistically verify the model links.

Developing resilience lies at the intersection of organization science and strategic management, involving the interaction of factors within an organization’s strategic behaviors, organizational practices, and people processes. The study identifies twelve antecedents of OR. The resultant interpretive hierarchical model helped decipher internal relationships among the antecedents. The proposed model helps determine how organizations move through different phases (before, during, and after) of turbulences and how organizational resilience helps overcome negative spirals.

This research is original and refreshing in its attempt to necessitate resilience as a processual characteristic needed to survive, thrive, and transform amidst business tensions. The hierarchical model of antecedents garners a better understanding of how their interactions and interdependencies help organizations enhance their capacity to adapt and build resilience in organizational systems and processes. It answers questions of “what,” “how,” and “why” relevant to theory building in OR.

In the pursuit of competitive advantage, an increasing number of firms are adopting open innovation (OI) strategies. However, previous studies have often overlooked the role of strategic human resource management (SHRM) in promoting OI. This study aims to fill this gap by examining how SHRM impacts OI through the mediating factors of intellectual capital (IC) and supply chain integration (SCI). This research sheds light on the critical interplay between SHRM, IC and SCI in driving OI success. The findings underscore the importance of adopting a comprehensive and integrated approach to OI that encompasses both resources and dynamic capabilities.

By integrating resource-based view with the dynamic capability perspective, the hypotheses were tested with a survey sample of 136 Chinese manufacture firms using hierarchical regression and bootstrap method.

The results show that SHRM has a positive effect on OI, and both IC and SCI are partial mediators of the relationship between SHRM and OI. In addition, the chain mediation effect of “SHRM-IC-SCI-OI” has further been verified.

This study uncovers the “black box” between SHRM and OI, and responds to the call for strengthening research on the relationship between SHRM and OI. The study indicates that firms should implement HR practices, including extensive training, team reward and internal promotion to promote the implementation of OI strategy.

Does the simultaneous vertical and horizontal alignment of HR systems positively impact innovation? The authors use the “innovation value chain” model to explore the interplay between the central strategic human resource management concepts of vertical and horizontal fit of HR systems and their role in positively impacting product innovation management.

The authors use the findings from a case study of a large multinational organization in the high-tech sector for the present study. In the first phase, the authors analyse responses to 20 qualitative interviews with senior business and HR executives at the organization using the grounded theory approach. In the second phase, the authors analysed six years of performance ratings and salary data for 4,500–5,500 employees.

Phase 1 of the study established the importance of innovation management as a strategic priority and the role of vertical and horizontal fit of HR systems and practices in positively impacting innovation management. Phase 2 reinforced the findings from Phase 1 by demonstrating the vertical and horizontal fit of the performance and compensation management processes towards furthering innovation management. Our study findings suggest that both forms of fit boost innovation management and interact to reinforce each other mutually, magnifying their respective positive effects towards improving innovation management.

While past studies have generally focused on the isolated role of either the HR system or that of a bundle of HR practices on innovation, the present study empirically demonstrates the simultaneous role of vertical and horizontal fit of HR systems and practices in furthering innovation management. The authors use interviews with senior executives and objective performance and salary data to provide the first experimental evidence of the mechanism of the interplay between the two forms of fit.