The application of Information Technology to Human Resource Management (e-HRM) is believed to be a mature practice within organizations that facilitates strategic transformation of the HR function and keeps it business-oriented. However, a number of scholars have begun to question the appropriateness of this deterministic view of e-HRM as leading to strategic organizational outcomes, suggesting that e-HRM may better be interpreted as the result of strategic decision-making. In this paper, a contingent theoretical perspective was brought to bear on exploring factors that may determine the adoption of e-HRM, with a specific focus on strategic HRM. Logistic regression was applied to data from a sample of N=168 Italian organizations in order to test the effect of the organizational and HRM contexts on the adoption of three different kinds of e-HRM: operational, relational and transformational. The findings suggest that the decision to adopt operational and relational e-HRM is mainly affected by organizational factors and is not related to strategic HRM. However, there appears to be a greater link between strategic HRM and transformational e-HRM, given that choosing to introduce this type of e-HRM is associated with a priori emphasis on the strategic role of the HR function as well as a specific focus on external strategy and organizational repositioning. Practical implications and future research directions are discussed.

Lazazzara, A., Ghiringhelli, C. (2016). Strategic HRM and e-HRM Adoption: an Empirical Study. Intervento presentato a: ICTO 2016: Information and Communication Technologies in Organizations and Society - March 3-4, Paris, France.

Strategic HRM and e-HRM Adoption: an Empirical Study

LAZAZZARA, ALESSANDRA
;
GHIRINGHELLI, CRISTIANO
Secondo
2016

Abstract

The application of Information Technology to Human Resource Management (e-HRM) is believed to be a mature practice within organizations that facilitates strategic transformation of the HR function and keeps it business-oriented. However, a number of scholars have begun to question the appropriateness of this deterministic view of e-HRM as leading to strategic organizational outcomes, suggesting that e-HRM may better be interpreted as the result of strategic decision-making. In this paper, a contingent theoretical perspective was brought to bear on exploring factors that may determine the adoption of e-HRM, with a specific focus on strategic HRM. Logistic regression was applied to data from a sample of N=168 Italian organizations in order to test the effect of the organizational and HRM contexts on the adoption of three different kinds of e-HRM: operational, relational and transformational. The findings suggest that the decision to adopt operational and relational e-HRM is mainly affected by organizational factors and is not related to strategic HRM. However, there appears to be a greater link between strategic HRM and transformational e-HRM, given that choosing to introduce this type of e-HRM is associated with a priori emphasis on the strategic role of the HR function as well as a specific focus on external strategy and organizational repositioning. Practical implications and future research directions are discussed.
No
paper
strategic HRM, e-HRM, organizational context, logistic regression, Cranet
English
ICTO 2016: Information and Communication Technologies in Organizations and Society - March 3-4
Lazazzara, A., Ghiringhelli, C. (2016). Strategic HRM and e-HRM Adoption: an Empirical Study. Intervento presentato a: ICTO 2016: Information and Communication Technologies in Organizations and Society - March 3-4, Paris, France.
Lazazzara, A; Ghiringhelli, C
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Utilizza questo identificativo per citare o creare un link a questo documento: https://hdl.handle.net/10281/134965
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