Index
HRM 4.0 For Human-Centered Organizations
ISBN: 978-1-78973-536-9, eISBN: 978-1-78973-535-2
ISSN: 1877-6361
Publication date: 11 November 2019
This content is currently only available as a PDF
Citation
(2019), "Index", HRM 4.0 For Human-Centered Organizations (Advanced Series in Management, Vol. 23), Emerald Publishing Limited, Leeds, pp. 241-246. https://doi.org/10.1108/S1877-636120190000023017
Publisher
:Emerald Publishing Limited
Copyright © 2020 Emerald Publishing Limited
INDEX
Affective commitment
, 163–164
Airbnb
, 9–12
Artificial Intelligence (AI)
, 201–202
AI enhanced e-HRM
, 22
Big data
, 201–202
Bitcoin
, 117–118
Blockchain
, 117–118
business applications of
, 128–131
DLT applications
, 128–129
in financial exchanges
, 129
global logistics or supply chain tracking
, 129
registration of real estate titles or land property records
, 128–129
for HRM purposes
, 118
creating identity registry
, 130–131
credential verification
, 129
diffusion of innovations (DOI) theory
, 124–127, 125–128
employee assistance programs
, 130
incident logging and reporting
, 129–130
investments in
, 129
optimistic view
, 131–132
pessimistic view
, 131
working of
, 119–124
cryptographic security
, 120–121
decentralization
, 119
energy consumption of network
, 122, 123
immutability
, 121–122
inefficiencies
, 122–124
tampering, effect of
, 121
time required to add blocks to network
, 123
transparency
, 119–120
BMW
, 10–12
Business Analytics (BA) Capabilities in HRM
, 142
explorative single case study
, 147–148
Analytical Practices and Processes BA Capability Area
, 152
case organization
, 148
Culture BA Capability Area
, 154
enablers and mechanisms
, 155
Governance BA Capability Area
, 151
HR Analytics initiatives
, 149–156
People BA Capability Area
, 153
Technology BA Capability Area
, 150
theoretical background
, 142–147
clusters of BA Capability areas
, 143
enablers and mechanisms of synergy
, 145–146
strategic benefits and transactional benefits
, 147
as sub systems within an organization
, 147
synergistic interactions, effects of
, 143–145
synergistic outcomes
, 146–147
systems theory perspective
, 143
Chamber of Commerce (KvK)
, 3–4
Communicative bubble
, 12, 15
Confederation of Netherlands industry and employers (VNO-NCW)
, 3–4
Crypto-currencies
, 117–118
Cybersecurity
, 9–10
Deliveroo
, 81–82
Diffusion of innovations (DOI)
, 118, 124–127, 125–128
Digital business strategy theory
, 25
Digital HRM
, 101
Digitalization
, 43
benefits of
, 99–100
HR professionals and
, 44
organization’s perspective
, 43
of work processes
theoretical framework and hypotheses
, 163–165
Digitalized talent management, HRM’s role in
, 100
Digital technologies
, 162
Digital transformation
, 201–202
Digital workplaces
, 164–165
Digitization of work practices
, 21–22
Digitized
, 8–9, 12–13
Distributed ledger technology (DLT)
, 117–118
Dutch employers’ organization for the technology industry (FME)
, 3–4
Dynamic capabilities theory (DCT)
, 22–26
e-Compensation
, 213
E-leadership
, 207–208
Electronic human resource management (eHRM)
, 82–83, 101, 201–202
cloud-based
, 101
competitive positioning of TM IT in
, 101
framework for categorizing
, 83–84
impact on “human variable” within organizations, study of
methodology and research question
, 206
role of social media
, 206–213
relational
, 83–84
social
, 84–86
study of role in organizational structures
case study. See Reply S.p.A.
research method
, 68–69
research questions
, 68
talent management information technology (TM IT) development
, 102
appropriation and alignment approaches
, 103–105, 111
context at PSF
, 106–111
conversationalist role
, 109, 111
justifier role
, 109
limitations
, 113
qualitative case study of
, 105–107
role of human resource (HR) managers
, 102–103
social constructionist view
, 103–105
Employees’ digital behaviors–organizational dynamics relationship, analysis of
data collection
, 165–166
digital work behaviors, defining
, 167
discussion
, 170–173
employees’ characteristics and attitudes
, 166
findings and correlations
, 168, 169–170
research design
, 165–168
theoretical framework and hypotheses
, 163–165
Ethereum
, 119
E-Training
, 212
Evidence-based HRM
, 162
Fiverr
, 81–82, 85–86, 93–94
Fourth industrial revolution
, 2, 14–15, 16–17
Gig platforms
, 82
Gig workers
, 81–82
Gig work services, study of
, 81–82
findings
association between type of task and eHRM offerings
, 94
onboarding training
, 93–94
platform providers and relational eHRM resources
, 90–91
relational eHRM function
, 91–92
relationship between parties
, 91
relationship duration
, 91, 92–93
social eHRM function
, 92–94
future research
, 94–95
limitations of study
, 94
literature review and framework development
, 83–87
research design
, 88–90
platform provider sample and characteristics
, 89
research questions
, 87–88
types of work interactions
, 86–87
use of eHRM
, 83
See also Social eHRM
HelloTech
, 93
Holacracy
, 64
as an organizational structure
, 65
McHugh and Wheeler’s holonic network
, 65
in the context of alternative ways of deconstructing hierarchy
, 66, 67
current state of research
, 66–68
pro- and con-
, 67–68
Holonic enterprise
, 63–64
Holonic model
, 64
foundational references of
, 65–66
Agile Manifesto, principles of
, 65–66
distributed decision-making process
, 66
Holonic systems
, 63–64
HR Analytics
, 141–142
importance of
, 142
HR and line managers
, 44–45
study of reciprocal role of
content analysis of perceived opportunities and risks
, 54
control variables
, 49
correlation analysis
, 52
future research
, 58
HR professional perspectives of HR devolution
, 49, 55–58
measures
, 47–50
participants and procedures
, 46–47, 48
progress in HR devolution
, 55–56
qualitative analysis
, 53–55
quantitative analysis
, 50–52
regression analysis
, 53
transformational e-HRM and
, 34–35
HR devolution
, 42, 44–46
effects on HR professionals
, 44–45
HR digital transformation and
, 45–46
HR managers’ perceptions of
, 44–45
HR professional perspectives of
, 55–58
impact of
, 45–46
line managers’ perception of
, 44–45
relationship between e-HRM adoption and
, 45
HR information technology
, 101
HRM 4.0
, 42
HR professionals
, 42
role played by
, 42
HR transformation
, 21–22
Humanistic management (HuM)
, 202–205, 213–214
people’s involvement in organizations
, 205
principles related to HR
, 204
value-based management and leadership
, 205
Human resource information systems (HRIS)
, 101, 162
Industrial revolution, definition of
, 14–15
Industry 4.0
, 2–3, 8, 15, 16–17, 43–44
as policy-driven innovation discourse
, 15
smart industry vs
, 16
Integrated value chain theory
, 23–26
Internet-based platforms, use of
, 81–82
Internet-of-Things
, 201–202
Job design
, 208–210
Leadership
, 207–208
The Netherlands organization for applied scientific research (TNO)
, 3–4
Normative commitment
, 163–164
Open social eHRM
, 85
Optimization
, 10–12
Organizational behavior and performance, predictors of
, 163–164
Organizational citizenship
, 163–164
Organizational commitment
, 163–164
Organizational culture
, 206–207
Organizational embeddedness
, 163–165
Organizational identification
, 163–164
People Management multidimensional scale
, 49
Personal Learning Environment
, 212–213
Person-organization fit (P-O fit)
, 163–164, 204–205
Porter’s value chain model
, 23, 36
Relational eHRM
, 83–84
attributes for task workers
, 84
Reply S.p.A.
, 69
dynamics of holonic system
, 75
factors enabling holonic model
, 73–75
HRM process
, 74
information system
, 73
organizational culture
, 74–75
success factor of
, 76
organizational structure
, 70–71
coordination and control mechanisms in network
, 71–73
individual coaching and talent development
, 72–73
relationship among nodes
, 72
relationship between center and nodes
, 71
Replyers
, 72
sub-teams
, 73
Reshoring
, 10–12
Resource-based view (RBV)
, 22–23, 141–143, 222
SAP
, 99–100
Security
, 9–10
Self-determination theory (SDT)
, 82–83
Self-organization
, 63–64
Slack
, 85–86
Smart contracts
, 119
Smart HR department and HRM practices
, 43–44
Smart industry
, 2–3
categories
, 12–13
current developments
, 12–13
Dutch report on
, 3–4
expected impacts
, 10–12
experts’ perspective
, 5–12
industry 4.0 vs
, 16
as means to communicate sense of importance
, 12
in the Netherlands
, 3–4
notions of alerting industry and competitiveness
, 12
opportunities
, 8–9
as a platform for expressing technology-based developmental streams
, 12–13
preconditions
, 9–10
representation of
, 13–14
as a response to industry 4.0
, 8
value of
, 16
Smart industry, defining
findings
, 5–12
developed codes and categories pertaining
, 11
wording/phrasing and supporting quotes
, 6–7
implications for practice and academia
, 17–18
methodology
data analysis
, 5
participants and procedure
, 4–5
results and limitations
, 16–17
Smart working (SW)
, 177–178, 179
research papers, analysis of
, 180–190
conclusions and future perspectives
, 196–197
definitions of SW
, 192–195
distribution of publications
, 190, 191
final list of selected papers
, 188–189
frequency of contributions
, 182, 184
general indications
, 190–191
limitations of research
, 196
most active countries in SW literature
, 183, 185–186
principal and recurring themes related to SW
, 195–196
results
, 190–196
typology of papers
, 181, 184, 191
Social eHRM
, 84–86
dimensions
openness
, 85
stratification
, 85
framework for
, 85
internal
, 85–86
open
, 85
specialized
, 85
use of social media
, 85–86
Social media platforms
, 201–202
HR practices and
, 215, 224–225
learning and training
, 212
performance appraisal and compensation
, 213
recruitment and selection
, 210, 211
humanistic management and
, 207–208, 214
job design and
, 208–210
for recruitment purposes in SMEs
case selection
, 227–228
data collection and data analysis procedures
, 228–229
findings and discussion
, 230–234
HR in SMEs context
, 225–226
implications and limitations of study
, 234–235
research method
, 226–227
social media capabilities evaluation
, 232–234
theoretical and empirical background
, 223–226
use of social media
, 231–232
role in spreading organizational culture
, 207
Society for Human Resources Management (SHRM)
, 118
Specialized social eHRM
, 85
Standardization
, 9–10
Strategic e-HRM activities
, 33–34
Strategic management
, 222
Talent identification
, 102
role of HR managers
, 110–111
Talent management information technology (TM IT)
, 99–100, 101–102
at PSF, role of HR managers
, 107–111
Technological innovations
, 99–100
Technology acceptance model (TAM)
, 22–23
Technology Readiness Index
, 47, 48
Transformational e-HRM
, 22–23
competitive advantage
, 25
contribution to sustaining business performance, study of
configuration
, 33–35
consequences
, 35
contexts
, 30–33
data analysis
, 29
data collection
, 29
developing of model linking e-HRM to performance
, 35–36
findings
, 29–36
HR and Line managers and
, 34–35
improved HRM strategic orientation
, 35, 36
interpretative phenomenological analysis (IPA)
, 28–29
“power user” e-HRM configuration
, 34
data/information management approach of
, 28
decentralization and delegation of strategic managerial decision-making
, 23–24
exploratory models
, 26–28
context/contextual factors
, 27
human capital management approach of
, 27
integrated HR system
, 25
integration of organization’s value chain activities
, 24–25
back-end enterprise-wide information system (EIS)
, 24–25
customer relationship management (CRM) system
, 24–25
enterprise resource planning system
, 24–25
product/service design management (PDM) system
, 24–25
supply-chain management (SCM) system
, 24–25
IT context/contextual factors
, 27
as a performance management system (PMS)
, 27–28
strategic use of
, 28
theoretical foundation for
, 23–29
Transformative e-systems
, 23–24
Transformative HRM
, 22–23
Uber
, 10–12
Uber app
, 85
Upwork
, 81–82
Value proposition
, 10–12
Virtual HRM
, 101
Virtual organizations
, 64
WorkMarket
, 81–82, 85–86
Yammer
, 85–86
YourMechanic
, 93
Zappo
, 66
- Prelims
- Smart Industry or Smart Bubbles? A Critical Analysis of Its Perceived Value
- An Analysis of the Contribution of e-HRM to Sustaining Business Performance
- HR Devolution in the Digital Era: What Should We Expect?
- Lost in Holacracy? The Possible Role of e-HRM in Dealing with the Deconstruction of Hierarchy
- Use of Relational eHRM Tools in Gig Worker Platforms
- The Human–Technology Interface in Talent Management and the Implications for HRM
- Blockchains 2019 in e-HRM: Hit or Hype?
- Building Synergies with HR Analytics Capabilities
- HR Analytics in the Digital Workplace: Exploring the Relationship between Attitudes and Tracked Work Behaviors
- Themes and Trends in Smart Working Research: A Systematic Analysis of Academic Contributions
- Social Media in HRM: A Humanistic Management Perspective
- Exploration of Social Media Capabilities for Recruitment in SMEs: A Multiple Case Study
- Index