Big data and HR analytics in the digital era

2019 ◽  
Vol 15 (1) ◽  
pp. 120-138 ◽  
Author(s):  
Pauli Dahlbom ◽  
Noora Siikanen ◽  
Pasi Sajasalo ◽  
Marko Jarvenpää
Keyword(s):  
Big Data ◽  
Human Resource ◽  
Cultural Change ◽  
Qualitative Interviews ◽  
Role Transition ◽  
Content Type ◽  
Organizational Redesign ◽  
Related Data ◽  
Role Transformation ◽  
Hr Function

Purpose The purpose of this paper is to focus on how the HR function takes advantage of human resource analytics (HRA), including big data (BD), and discuss factors hindering HRA and data utilization. Moreover, the authors discuss the implications of the HRA-induced role transformation of the human resource (HR) function. Design/methodology/approach This is an explorative case study based on qualitative interviews in nine leading Finnish companies. Findings The results indicate that both technical and human obstacles, operating with very basic HR processes and traditional information systems and poor data quality, hinder adoption of advanced HRA. This, combined with lacking skills in analytics and business understanding, inability to go beyond reporting, misconceptions related to BD and traditional compliance-oriented HR culture pose further challenges for the data analytics capacity and business partner role of the HR function. Senior executives expect no significant advancements of HRA, while HR professionals saw potential value in BD, although skepticism was not uncommon. The results point toward a need for increased cooperation with data analysts and HR professionals in provision and understanding the HR-related data for business-related decision making. Furthermore, cultural change and organizational redesign may be called for, in addition to overcoming technological obstacles related to BD, for it to have an impact on HR practices. HRA utilization and role transition of the HR function seem closely related and this transformation can be mutually reinforcing. Originality/value This study provides and theorizes explorative data on HRA within a group of some of the largest Finnish companies, pointing toward an immature state of the art in BD and HRA utilization and there being a relationship between HRA and the role transition of the HR function in organizations.

Do big data-driven HR practices improve HR service quality and innovation competency of SMEs

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Surabhi Verma ◽  
Vibhav Singh ◽  
Som Sekhar Bhattacharyya
Keyword(s):  
Big Data ◽  
Service Quality ◽  
Human Resource ◽  
Substantial Effect ◽  
Content Type ◽  
Organizational Learning Theory ◽  
Extant Literature ◽  
Hr Practices ◽  
Hr Function ◽  
Resource Service

Purpose Today, big data (BD) is considered as a crucial investment for firms to stay competitive. However, the human resource (HR) function within small- and medium-sized enterprises (SMEs) has been slow to adopt this innovation. Drawing on the organizational learning theory (OLT), this study aims to propose that BD can improve HR functions, especially of SMEs, thereby yielding them a competitive edge. Design/methodology/approach This study analyzed unstructured data from 41 journal papers, based on which, a conceptual framework was developed. Further, this framework was validated with responses collected from 148 SMEs in India. Findings Bibliometric analysis and results of partial least squares techniques revealed that better BD quality is needed to improve HR practices, human resource service quality (HRSQ) and innovation competency of SMEs. Research limitations/implications This paper contributes to the extant literature by considering strategic management theories such as resource-based view and OLT to evaluate BDA’s effect on organizational functional practices such as HR and HRSQ. Practical implications In Indian SMEs, BD quality has a substantial effect on BD HR practices and HRSQ. However, these factors influence can constructively impact SMEs, if SMEs are open to organizational change, whereby they need to develop technical skills and competencies of the HR professionals. Originality/value Though BD research works have shown exponential growth in recent times, scholarly empirical research investigating BD’s impact upon human resource management (HRM) is scarce. The present study appraises extant literature on BD in HRM.

Big data application framework and its feasibility analysis in library

2017 ◽  
Vol 45 (4) ◽  
pp. 161-168 ◽  
Author(s):  
Jun Li ◽  
Ming Lu ◽  
Guowei Dou ◽  
Shanyong Wang
Keyword(s):  
Big Data ◽  
Human Resource ◽  
Processing System ◽  
Support Service ◽  
Survey Method ◽  
Application Framework ◽  
Comprehensive Overview ◽  
Content Type ◽  
Data Application ◽  
Big Data Application

Purpose The purpose of this study is to introduce the concept of big data and provide a comprehensive overview to readers to understand big data application framework in libraries. Design/methodology/approach The authors first used the text analysis and inductive analysis method to understand the concept of big data, summarize the challenges and opportunities of applying big data in libraries and further propose the big data application framework in libraries. Then they used questionnaire survey method to collect data from librarians to assess the feasibility of applying big data application framework in libraries. Findings The challenges of applying big data in libraries mainly include data accuracy, data reduction and compression, data confidentiality and security and big data processing system and technology. The opportunities of applying big data in libraries mainly include enrich the library database, enhance the skills of librarians, promote interlibrary loan service and provide personalized knowledge service. Big data application framework in libraries can be considered from five dimensions: human resource, literature resource, technology support, service innovation and infrastructure construction. Most libraries think that the big data application framework is feasible and tend to apply big data application framework. The main obstacles to prevent them from applying big data application framework is the human resource and information technology level. Originality/value This research offers several implications and practical solutions for libraries to apply big data application framework.

scholarly journals Turnaround Plans in Germany: Recommendations for Development and Implementation

2020 ◽  
Author(s):  
◽  
Christian Czernay
Keyword(s):  
Human Resource ◽  
Cultural Change ◽  
Global Economy ◽  
Qualitative Interviews ◽  
Effective Communication ◽  
Cultural Barriers ◽  
Limited Ability ◽  
Legal Context

In the currently weakening global economy, many firms find themselves in a decline situation that necessitates a turnaround. In Germany, the instrument of formalized turnaround plans has gained, due to the legal context, noteworthy prevalence recently. Formalized turnaround plans are prepared by independent experts and communicate to the company's stakeholders why and how the company's turnaround attempt is likely to be successful. However, the problem of such plans lies often in its practical construction which turns out to be too complex or too theoretical; accompanied by the practising managers' limited ability to implement the plan and/or cultural barriers in the organisation. This study analysed and evaluated the content, context, and process of turnarounds that lead to the achievement of sustainable competitiveness and profitability after experiencing decline; and, in particular, assessed the effectiveness of formalised turnaround plans in that process based upon the experience of German companies. Twenty in-depth qualitative interviews were con-ducted with turnaround stakeholders (creditors, owners, lawyers, and managers) and systematically analysed. It was found that successful firms employ recovery, retrenchment, financial, and human resource-oriented turnaround actions; whereby retrenchment actions are most often first initiated in the process. The replacement of the firm's incumbent management as well as the transparent and effective communication with the company's banks were found to be accompanying factors of successful turnarounds. In this process, formalized turnaround plans were found to be helpful by establishing transparency and trust to-wards the firm's stakeholders, providing guidance for the managers, initiating a cultural change in the company, and providing an independent perspective of the feasibility of the intended turnaround. In order to be effective, turnaround plans must be written in a succinct and concise way, inhere a level of complexity appropriate to the firm's size, provide analytical depth, and include all requirements set out by German courts.

scholarly journals Understanding the decision to offshore human resource activities: a coevolutionary perspective

2017 ◽  
Vol 47 (2/3) ◽  
pp. 175-197 ◽  
Author(s):  
Carmen Paz-Aparicio ◽  
Joan E. Ricart ◽  
Jaime Bonache
Keyword(s):  
Human Resource ◽  
International Business ◽  
Business Strategy ◽  
Service Providers ◽  
Research Network ◽  
Content Type ◽  
Constant Change ◽  
Scant Attention ◽  
Dynamic Perspective ◽  
Hr Function

Purpose Offshoring has been studied widely in the literature on strategic management and international business. However, apart from its consideration as an administrative activity, scant attention has been paid to the offshoring of the human resource (HR) function. Research in this regard has instead focussed on outsourcing (Reichel and Lazarova, 2013). The purpose of this paper is to achieve a better understanding of companies’ decisions to offshore HR activities. It adapts the outsourcing model of Baron and Kreps (1999) by including the HR offshoring phenomenon and a dynamic perspective. Design/methodology/approach While the analysis is mostly conceptual, the authors ground the author’s arguments in offshoring data from the Offshoring Research Network, to explore whether the drivers for offshoring HR differ from the drivers for offshoring other administrative activities. The idiosyncrasy of the HR function is supported by the authors’ exploratory analysis and also by the descriptive case of a multinational and its experience with offshoring. Findings A coevolutionary model is proposed for understanding the behaviour of companies offshoring their HR activities. This study contends that companies should address their decision to offshore HR activities from a dynamic perspective, being aware of three processes that are in constant change: the evolution of the HR function, the evolution of service providers, and the evolution of offshoring decisions. Originality/value This study seeks to make a threefold contribution to the international business, strategy, and HR management disciplines.

An operational conceptualization of human resource analytics: implications for in human resource development

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Yeling Jiang ◽  
Mesut Akdere
Keyword(s):  
Big Data ◽  
Human Resource Development ◽  
Human Resource ◽  
Business Strategy ◽  
Data Analytics ◽  
Successful Implementation ◽  
Operational Effectiveness ◽  
Content Type ◽  
Body Of Knowledge ◽  
The Impact

Purpose The purpose of this paper is to examine the evolution of the concept of human resource analytics (HRA) and propose an operational framework demonstrating the sources generating data for HRA, as well as the impact of HRA on multiple levels in the organization. Design/methodology/approach A review of literature was conducted to present the existing body of knowledge and build upon for the development of an operational framework for successful implementation of HRA as a human resources (HR) process. Findings Building upon the existing literature, this paper presents an operational HRA framework, positioning HRA as an analytical process through integrating advanced statistical methodology. HRA presents a tool to obtain evidence-based analytical results for improving people-related performance, operational effectiveness, and ultimately the impact of the business strategy. By using HR big data, HRA impacts multiple organizational levels, from individual employees to HR functions and the organizational strategy. Practical implications While research on data analytics has recently flourished across various management fields, this has not been the case for the broader field of HR. This is especially a growing concern as the lack of understanding of the basics and fundamentals of people analytics in the field of HR may delay the effective implementation and operationalization of HRA and present additional barriers impacting on-going HR activities, as well as HR’s role as a strategic business partner. HR practice may greatly benefit from gaining an understanding of HRA and the multi-levels of impact it may have on the organization. Originality/value This paper explores various concepts related to HRA by examining terms such as “HR metrics” vs “HR” and “HR big data” vs “big data.” Furthermore, the comprehensive HRA operational framework presented in this paper provides HR professionals and researchers with a better understanding of HRA in the age of data analytics and artificial intelligence.

Conceptualizing big data practices

2020 ◽  
Vol 28 (2) ◽  
pp. 205-222 ◽  
Author(s):  
Canchu Lin ◽  
Anand S. Kunnathur ◽  
Long Li
Keyword(s):  
Big Data ◽  
Organizational Performance ◽  
Dynamic Capabilities ◽  
Empirical Studies ◽  
Qualitative Interviews ◽  
Research Literature ◽  
Theoretical Understanding ◽  
Content Type ◽  
Academic Literature ◽  
Data Practices

Purpose The purpose of this paper is to provide a conceptual understanding of Big Data practices in organizations, which will enable exploring the operational and strategic roles of Big Data in organizational performance. Design/methodology/approach Both academic and non-academic literature studies on Big Data were reviewed so as to capture what was known about Big Data practices. Qualitative interviews were conducted with firm executives about Big Data practices in their organizations. Both literature review and interview results were analyzed based on the dynamic capabilities perspective. Findings The analysis of the results suggests that Big Data capability develops when the resources parts of Big Data and the skill and competency parts are integrated and then grow into a dynamic capability. Research limitations/implications This study contributes to the literature with the concept of Big Data capability that best characterizes Big Data practices in organizations. Validity of this concept should be tested in empirical studies. Originality/value The development of the concept of Big Data capability helps to fill a gap in the research literature that theoretical understanding of big data practices is lacking or needs to be updated. It motivates practitioners to develop this capability so as to create and maintain their strategic advantage.

Use of big data in project evaluations

2015 ◽  
Vol 8 (3) ◽  
pp. 491-512 ◽  
Author(s):  
Nils O.E. Olsson ◽  
Heidi Bull-Berg
Keyword(s):  
Big Data ◽  
Asset Management ◽  
Physical Environment ◽  
Design Methodology ◽  
Content Type ◽  
Related Data ◽  
Ex Post ◽  
Different Types ◽  
Technology Focus ◽  
Practical Implications

Purpose – The purpose of this paper is to investigate how Big Data can be used in project evaluations. Design/methodology/approach – The study is based on literature research and interviews with 15 professionals in IT, project and asset management and government agencies. The authors discuss and illustrate what data that can be used for project evaluations and discuss potential obstacles. Findings – New data is creating new opportunities to analyse a phenomenon based on different types of data. Interesting data categories include: internet traffic, movement-related data, physical environment data and data in organisational internal systems. The authors show how these data categories can be applied in project evaluations. Research limitations/implications – Big Data gives an opportunity to add quantitative data in ex post evaluations. Use of Big Data can serve as a step towards a stronger technology focus in evaluations of projects. Practical implications – There are major advantages in using Big Data, increasing the opportunities to find indicators that are relevant when a project is evaluated. Social implications – Possible problematic issues related to use of Big Data that are addressed in the study include: availability, applicability, relevance, privacy policy, ownership, cost and competence. The study indicates that none of the challenges need to hinder use of Big Data when evaluating projects, provided that the issues are properly managed. Originality/value – The study illustrates how Big Data can be applied in project management research.

Human resource function, unions and varieties of capitalism

2018 ◽  
Vol 40 (6) ◽  
pp. 1072-1098 ◽  
Author(s):  
Alvaro Cristiani ◽  
José María Peiró
Keyword(s):  
Human Resource ◽  
Varieties Of Capitalism ◽  
Cross Sectional ◽  
Content Type ◽  
Hrm Practices ◽  
National Market ◽  
Proposed Model ◽  
Hr Function ◽  
Resource Function ◽  
Practical Implications

Purpose The purpose of this paper is to explore varieties of capitalism (VoC) as a moderator of the effect of: the strategic HR function role; and the level of union presence on the adoption of different human resource management (HRM) practices categorized as either person-centered or performance-centered. Design/methodology/approach The authors use data on both multinationals and locally owned firms from 14 OECD countries, collected through the Cranet 2009 survey. The hypotheses of the proposed model were tested using hierarchical multiple regression analysis. Findings Evidence shows that the strategic HR function is positively related to the adoption of both types of HRM practices, whereas higher levels of union presence inhibit the adoption of performance-centered practices and promote the adoption of person-centered practices. In addition, although VoC does not show any significant direct effects on HR practices, there is a moderating effect of VoC on the HR function role – HRM practices and union presence – HRM practices relationships. Research limitations/implications The use of survey data with single respondents might produce reliability problems. Additionally, the data used are cross-sectional, which means that causality cannot be determined. Practical implications Managers in multinationals corporations and local firms must be aware of the distinct effects of the strategic HR function and trade union presence in different market economies. In particular, special attention must be paid when a firm expands globally, “outside the reach” of the national market economy or type of capitalism, and operates in different VoC. Originality/value The present paper contributes to better understanding the influence of VoC, not only on HRM practices, as in previous research, but also on the relationships between the HR function role and the level of union presence and the types of practices promoted.

Drivers of workforce agility: a dynamic capability perspective

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Suchitra Ajgaonkar ◽  
Netra Ganesh Neelam ◽  
Judith Wiemann
Keyword(s):  
Human Resource ◽  
Dynamic Capabilities ◽  
High Pressures ◽  
Qualitative Interviews ◽  
Strategic Human Resource Management ◽  
Dynamic Capability ◽  
Content Type ◽  
Internal Resources ◽  
Data Coding ◽  
Workforce Agility

Purpose This paper aims to represent an exploration of drivers of workforce agility under the lens of dynamic capabilities to advance the existing workforce literature on agility and strategic human resource management. Design/methodology/approach In-depth qualitative interviews with senior information technology professionals, managers, directors and leadership were conducted. Data coding and analysis followed the Gioia methodology to develop a theoretical framework. Findings The theoretical paradigm of workforce agility is seeing revisions. In the past it was solely connected to resource-based view theory, current literature superficially speaks of the link with dynamic capability but lacks comprehensive and strategic understanding. The research brings in the evolutionary change by viewing workforce agility directly under the lens of dynamic capability theory and recognizes workforce agility as a high-level strategy. Based on the analysis of the qualitative interviews this study has developed a conceptual heuristic of workforce agility drivers, interlinked with dynamic capabilities micro-foundations – “sensing”, “seizing”, and “continual renewal”. This paper conceptualizes workforce agility as a response to high pressures for the dynamic capability of the company, which requires reconfiguration and redeployment of external and internal human resources and an inherent need to bring some stability to the internal resources of the company. Originality/value There is a growing body of literature linking organizational agility with dynamic capabilities, which overlooks workforce agility. This study is theory-based research on workforce agility, which guides practitioners in making human resource processes more agile.

Intrapreneurship in the digital era: driven by big data and human resource management?

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Wenhai Wan ◽  
Longjun Liu
Keyword(s):  
Big Data ◽  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Business Performance ◽  
Senior Managers ◽  
Content Type ◽  
Mediating Role ◽  
Digital Era ◽  
And Performance

Purpose This study aims to investigate whether big data enabling (BDE) and empowerment-focused human resource management (EHRM) can effectively promote employee intrapreneurship and their effects on platform enterprises’ innovation performance. The paper also examines the contexts under which employee intrapreneurship may affect business performance. Design/methodology/approach Data were collected from 155 platform enterprises in China in the form of questionnaires. Participants were mainly middle and senior managers with a comprehensive grasp of the enterprises’ information. Findings The results indicated that BDE, EHRM and their synergy positively influenced employee intrapreneurship, which could potentially extend to enterprise performance. Specifically, employee intrapreneurship played a partial mediating role between BDE, EHRM and performance, and a whole mediating role between synergy and performance. Finally, platform strategic flexibility played a positive moderating role between employee intrapreneurship and performance. Practical implications Platform enterprises should focus on the construction and utilization of big data and EHRM to stimulate organizational vitality. They also need to encourage employees to start businesses and build more flexible strategies to adapt to the dynamic economic environment. Originality/value This is an empirical study on the effect mechanism of big data and HRM on employee intrapreneurship and platform enterprises’ performance in China. The paper combined big data, HRM and employee intrapreneurship, which broke through the previous research on enterprise entrepreneurship and social entrepreneurship. The findings guide platform enterprises to stimulate organizational vitality and achieve better performance in the digital era.

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