Smart HRM 4.0 practices for organizational performance: the role of dynamic capabilities

Rajasshrie Pillai · Kailash B. L. Srivastava

30 citations0/0 files storedBenchmarking An International Journal

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AI and HR Technologies Human Resource and Talent Management Employer Branding and e-HRM

Abstract

Purpose The study explores the factors affecting the use of smart human resource management 4.0 (SHRM 4.0) practices and its effect on dynamic capabilities and, consequently, on organizational performance. Design/methodology/approach The authors used socio-technical and dynamic capabilities theory to propose the notable research model. The authors explored the factors driving the use of SHRM 4.0 practices and their contribution to organizational performance through the development of dynamic capabilities. The authors collected data from 383 senior HR managers using a structured questionnaire, and PLS-SEM was used to analyze the data. Findings The results show that socio-technical factors such as top management support, HR readiness, competitive pressure, technology readiness and perceived usefulness influence the use of SHRM 4.0 practices, whereas security and privacy concerns negatively influence them. Furthermore, the authors also found the use of SHRM 4.0 practices influencing the dynamic capacities (build (learning), integration and reconfiguration) and, subsequently, its impact on organizational performance. Originality/value Its novelty lies in developing a model using dynamic capabilities and socio-technical theory to explore how SHRM 4.0 practices influence organizational performance through dynamic capabilities. This study extends the literature on SHRM 4.0 practices, HR technology use, HR and dynamic capabilities by contributing to socio-technical theory and dynamic capabilities and expanding the scope of these theories in the area of HRM. It provides crucial insights into HR and top managers to benchmark SHRM 4.0 practices for improved organizational performance.

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References

1981Evaluating Structural Equation Models with Unobservable Variables and Measurement Error 1989Perceived Usefulness, Perceived Ease of Use, and User Acceptance of Information Technology 1991Firm Resources and Sustained Competitive Advantage 2014A new criterion for assessing discriminant validity in variance-based structural equation modeling 1997Dynamic capabilities and strategic management 2000Dynamic capabilities: what are they?1977Estimating Nonresponse Bias in Mail Surveys 2007Assimilation of Enterprise Systems: The Effect of Institutional Pressures and the Mediating Role of Top Management1

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