This study proposes that in uncertain and turbulent times, such as COVID-19, businesses must constantly upgrade organizational capabilities.
Authors
Sachin Kumar Mangla, Full Professor and Director, Research Center for Digital Circular Economy for Sustainable Development Goals (DCE-SDG), Jindal Global Business School, O.P. Jindal Global University, Haryana, India.
Anjali Bansal, Indian Institute of Management Lucknow, IIML Campus, Prabandh Nagar, Mubarakpur, Lucknow 226013, Uttar Pradesh, India.
Tanvi Panchal, Gujarat Technological University, MICA Ahmedabad, India.
Fauzia Jabeen, College of Business, Abu Dhabi University, Abu Dhabi, UAE.
Gurmeet Singh, School of Business & Management, The University of the South Pacific, Suva, Fiji.
Summary
Surviving in a digitally disrupted world required organizations to continuously innovate and digitally transform their work practices, especially HR processes. Scholarly failure to define and conceptualize the construct of human resource digital transformation (HRDT) suggests the lack of an integrated approach to understanding HRDT as a discipline.
This study presents an overarching and integrated conceptual framework of HRDT, grounded in robust qualitative research, to describe factors in successfully implementing HRDT. Drawing insights from 20 senior HR professionals in multinational organizations, this study defines HRDT as a multidimensional construct resulting from successful integration of digital and individual factors into the innovation capability of organizations.
Expanding the dynamic-capabilities perspective, this study proposes that in uncertain and turbulent times, such as COVID-19, businesses must constantly upgrade organizational capabilities, manifested in the innovation capability with enablers such as- digital infrastructure, architecture, and individual capability and creativity. This research further elaborates on HRDT indicators.
Published in: Journal of Business Research
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