Talent Value Creation during Digital Transformation: A Inductive Model of HR Reengineering

Hsiu-Hua Hu; Yaozong Zhu

doi:10.30564/jbar.v4i4.3703

Talent Value Creation during Digital Transformation: A Inductive Model of HR Reengineering

Hsiu-Hua Hu (Department of International Business, School of Management, Ming Chuan University, Shihlin District, Taipei, Taiwan, China)
Yaozong Zhu (Department of Business and Administration, School of Management, Ming Chuan University, Shihlin District, Taipei, Taiwan, China)

Article ID: 3703

Abstract

In this study, we are to explore (1) features of HR reengineering, (2) the impact of business digitalization strategies on digital transformation and HR engineering, (3) the impact of business digitalization strategies and HR reengineering on talent value creation, and present the results of a qualitative study that offers insight into 42 “thought units”, which were “categorizing” into four dimensions corresponding to our research questions: (1) plan, (2) do, (3) check, and (4) action. The “check” dimension corresponds to the four key features of HR reengineering related to business digitalization strategy, and how to create talent value when a company successfully implements business-led digital transformation, HR reengineering, and talent value creation, including (1) talent planning, (2) talent introduction, (3) talent adjustment, and (4) talent development.

Keywords

Talent value creation; Digital transformation; HR reengineering; Qualitative study

Full Text:

PDF

References

[1] Ayesha, N., Babak, A., Narciso, C., & Chew, E. (2018). Digital transformation & digital Business strategy in electronic commerce - The role of organizational capabilities. Journal of Theoretical and Applied Electronic Commerce Research, 13(2), I-VIII.

[2] Svahn, F., Mathiassen, L., & Lindgren, R. (2017). Embracing digital innovation in incumbent firms: How Volvo cars managed competing concerns. MIS Quarterly, 41(1), 239-253.

[3] Setia, P., Venkatesh, V., & Joglekar, S. (2013). Leveraging digital technologies: How information quality leads to localized capabilities and customer service performance, MIS Quarterly, 37(2), 565-590.

[4] Sia, S.K., Soh, C., & Weill, P. (2016). How DBS Bank Pursued a Digital Business Strategy. MIS Q Executive.

[5] Hess, T., Matt, C., Wiesbock, F., & Benlian, A. (2016). Options for formulating a digital transformation strategy. MIS Quarterly Executive, 15(2), 103-119.

[6] Karami, J., & Walter, Z. (2015). The role of dynamic capabilities in responding to digital disruption: A factor based study of the newspaper industry. Journal of Management Information System, 32(1), 39- 81.

[7] Mithas, S., Tafti, A., & Mitchell, W. (2013). How a firm’s competitive environment and digital strategic posture influence Digital Business Strategy. MIS Quarterly, 37(2), 511- 536.

[8] Bharadwaj, A., Sawy, O.A.E., Pavlou, P.A., & Venkatraman, N. (2013). Digital business strategy: Toward a next generation of insights. MIS Quarterly, 37(2), 471-482.

[9] Mathrani, S., Matharni, A., & Veihland, V. (2012). Using enterprise systems to realize digital business strategies. Journal of Enterprise Information Management, 42(5), 9-17.

[10] Sawy, O.A.E., Kraemmergaard, P., Amsinck, H., & Vinther, A.L. (2016). How LEGO built the foundations and enterprise capabilities for digital leadership. MIS Quarterly Executive, 15(2), 141-166.

[11] Westerman, G., & Bonnet, D. (2015). Revamping your business through digital transformation. MIT Sloan Management Review, 56(3), 10-13.

[12] Makram, H. Sparrow, P. Greasley, K., (2017). How do strategic actors think about the value of talent management? Moving form talent practice to the practice of talent. Journal of Organizational Effectiveness, 4(4), 259-378.

[13] Willmott, H. (1994). Business process re-engineering and human resource management, Personnel Review, 23(3), 34-46.

[14] Brent, K., & Finegold, D. (1996). Adding value in banking: human resource innovations for service firms. Sloan Management Review, 38(1). 57-69.

[15] Newman, K., Cowling, A., & Leigh, S. (1998). Case study: Service quality, business process re-engineering and human resources: A case in point? The International Journal of Bank Marketing, 16(6), 225-242.

[16] Cowling, A., & Newman, K. (1995). Banking on people: TQM, service quality and human resources. Personnel Review, 24(7), 25-40.

[17] Treviňo, L. K., Brown, M., & Hartman, L. P. (2003). A qualitative investigation of perceived executive ethical leadership: Perceptions from inside and outside the executive suite. Human Relations, 56(1), 5-37.

[18] Silverman, D. (2005). Doing Qualitative Research. Trowbridge, Wiltshire: Sage Publications.

[19] Kerr, S., Harlan, A., & Stodgill, R. M. (1974). Preference for motivator and hygiene factors in a hypothetical interview situation. Personnel Psychology, 27(1), 109-124.

[20] Aspers, P. (2009). Empirical phenomenology: A qualitative research approach. The Indo-Pacific Journal of Phenomenology, 9(2), 1-12.

[21] Eisenhardt, K. M. (1989). Building Theories from Case Study Research. Academy of Management Review, 14(4), 532-550.

[22] Strauss, A., & Corbin, J. (1998). Basics of Qualitative Research: Procedures and Techniques for Developing Grounded Theory. Thousand Oaks, CA: Sage.

[23] Turner, B. A. (1981). Some practical aspects of qualitative data analysis. Quality and Quantity, 15, 225- 47.

[24] Charmaz, K. (2006). Constructing Grounded Theory: A Practical Guide through Qualitative Analysis. Thousand Oaks, CA: Sage Publications.

[25] Kruegar, R. A. (1994). Focus Groups. Sage, Thousand Oaks, CA.

[26] Glaser, B. G., & Strauss, A. L. (1967). The Discovery of Grounded Theory. Chicago, IL: Aldine.

DOI: https://doi.org/10.30564/jbar.v4i4.3703

Refbacks

There are currently no refbacks.

This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License.



Remember me