Tanya Bondarouk

Action-oriented group learning in the implementation of information technologies: results from three case studies

This paper is about the influence of group inter-action processes known as group learning on the implementation of information technologies (IT). Aiming at a conceptualisation of the role of user interactions in IT implementation, a theoretical framework based on the experiential learning cycle is developed that includes five processes: collective acting, group reflecting, knowledge disseminating, sharing understanding and mutual adjustment. This theoretical framework is illustrated by the findings from three case studies. Analysis of 87 interviews revealed a unique function of group learning in IT implementation. It showed that group learning emerges immediately after a new IT is introduced to the targeted users and that it can take different standpoints (for or against adoption of the technology); it can also develop during the IT implementation and either progress or take a turn for the worse. The overall conclusion is that group learning is a ‘hidden’ mechanism that may speed up, slow down or even terminate an IT implementation project; and that therefore it is essential to appreciate its importance during IT projects and to steer it in a constructive direction.

Framing the implementation of HRM innovation: HR professionals vs line managers in a construction company

Purpose – The purpose of this paper is to present the concept of human resource management (HRM) frames, to identify frame domains, and to explore their role in implementing HRM innovation. HRM innovation implementation is considered through the theoretical lens of social cognitive theory, and defined as a process for achieving the appropriate and committed use of HRM innovation by targeted employees. Design/methodology/approach – An explorative case study in a construction company is conducted to illustrate the role of HRM frames in the implementation of HRM innovations. Interviews are held with 21 line managers and human resource (HR) specialists, and intensive document analysis added further data. Respondents described their understanding, assumptions and expectations of a new HRM programme, which enabled analysis of the contents of interview transcripts. Findings – Four HRM frame domains are identified: strategic motivation, essence of HRM innovation, HRM innovation-in-practice and ownership. Where the HRM frames are significantly different, difficulties and conflicts in HRM innovation implementation are observed. Empirical findings illustrated how the nature, value and reasons behind the HRM innovation are interpreted by HR specialists and line managers, and that incongruent frames resulted in outcomes that deviated from those expected. Originality/value – This paper takes a process-based approach and considers the implementation of HRM in organisations rather than focusing on factor-based research into HRM practices. It shows how the implementation of HRM is constructed through social-cognitive interpretations by organisational members.

Electronic HRM in theory and practice

Organizations have increasingly been introducing web-based applications for HRM purposes, and these are frequently labeled as electronic Human Resource Management

Does e-HRM lead to better HRM service?

Abstract Electronic Human Resource Management (e-HRM) is often assumed to increase HRM service quality. This paper empirically examines the relationship between e-HRM and HRM service quality and addresses two calls from recent e-HRM studies, namely to highlight (i) the importance of the interplay between technological and organizational aspects and (ii) the finding that improved HRM service quality is a consequence of e-HRM implementation. We argue that the key drivers of HRM service quality are the strengths both of HRM and of e-HRM. The relationship may be mediated by the frequency of e-HRM usage. In addition, building on Adaptive Structuration Theory, the degree to which mediation occurs may differ within regimes of high and low e-HRM appropriation. We use moderated mediation analysis on a sample of 140 employees of an administration unit to shed light on the drivers of HRM service quality. While we identify strong positive direct effects of HRM strength and of e-HRM strength, we fail to uncover either mediation or contingent mediation effects. The study contributes to e-HRM research by identifying the main antecedent of HRM service quality as HRM strength.

Electronic HRM: four decades of research on adoption and consequences

Abstract Despite the existence of a number of recent reviews of e-HRM research, we still lack a comprehensive understanding of the factors affecting the adoption and consequences of e-HRM. This paper therefore provides a review of four decades of research in this area with the aim to provide a summary and integrative framework as a basis for future research. We found that the factors affecting the adoption of e-HRM can be divided into three areas: technology; organization; and people – we refer to this as the ‘TOP’ framework. In line with we divide consequences into those that are operational, relational and transformational. We also found that there has been a shift both in the goals for e-HRM, from efficiency to improved HR service provision and the strategic reorientation of HR departments; but also that the type of consequences that the literature focuses on has also changed from operational effects, to relational and then transformational outcomes. The paper discussed these shifts in some detail, along with the implications for future research and practice.

Successes and Failures of SAP Implementation: A Learning Perspective

In this article, we conceptualize the implementation process associated with SAP_HR as an experiential learning one (Kolb, 1984), and analyze qualitative data collected using discourse analysis during a sixmonth case study. We saw that a lack of communication plus misunderstandings between the different parties involved in the project led to mistakes in working with the system. However, with encouragement from the “top†to improve learning, working with the system became easier for the whole group involved and for the individual users. Although Kolb’s theory is widely acknowledged by academics as a fundamental concept that contributes towards our understanding of human behavior, we propose another use: to consider this theory in association with an IT implementation strategy to identify the mechanism of IT adoption in an organization.

Innovative work behaviour in knowledge-intensive public sector organizations: the case of supervisors in the Netherlands fire services

Abstract Studying innovative employee behaviours within knowledge-intensive public sector organizations (KIPSOs) might seem an odd thing to do given the lack of competitive pressures, the limited identification of the costs and benefits of innovative ideas and the lack of opportunities to incentivize employees financially. Nevertheless, KIPSOs require innovations to ensure long-term survival. To help achieve this goal, this paper explores the role of supervisors in supporting innovative work behaviour (IWB) by considering the unique challenges of KIPSOs and the conditions and characteristics of IWB in this context. Based on our rich qualitative data of a single case study in the Netherlands Fire Services, we demonstrate the ability of public-sector supervisors to engage employees in innovative behaviours. On the downside, implementation failures and a lack of radical innovation projects seem to be the result of loosely coupled bottom-up and top-down innovation projects and decentralization in the KIPSO which requires situational leadership that emphasizes networking activities and lobbying with public managers.

HRM implementation in multinational companies: the dynamics of multifaceted scenarios

This study explores why the subsidiary line managers of multinational companies (MNCs) implement HRM practices differently than intended by headquarters. HRM implementation is understood as a process in which one has to differentiate between a range of multifaceted HRM implementation scenarios. We build on a single case study in a Dutch subsidiary of a US engineering company that we characterised as an extreme case. The analysis comprises in-depth interviews with HRM and line managers and a study of policy documents using multiple iteration cycles with the software ATLAS.ti. Line managers engage in a range of behaviours: they ignore, deviate, imitate, internalise, initiate and/or integrate the delegated practices because they fail to see the value of the content of the practice and the process of execution. The HRM implementation scenarios found, although distinctive, often overlap, evolve or coexist in a dynamic HRM implementation process. We predict a support role for HRM managers in which they facilitate line managers in deviating from intended practices, and initiating new ones, in order to increase the likelihood of successful internalisation and integration.

Editorial: Electronic Human Resource Management. Transformation of HRM

Transformation of HRM? Is it ever possible? When we initiated this Special Issue, we were expecting manuscripts that would bring evidence about the transformation of Human Resource Management as enabled by information technology (electronization of HRM). There were enough grounds to put such expectations through. Indeed, since the 1970s, personnel management was seen as an early candidate for office automation (in payroll and benefits administration and for keeping employee records) (Hennessey, 1979; Tomeski & Lazarus, 1974). Typically, this information was stored in flat databases and interrogated using simple key word searching. However, early studies into e-HRM found ‘hesitant’ use of it by HR practitioners who perceived IT as ‘workhorses’ of the personnel function (DeSanctis, 1986). Moving towards 1990s, the majority of the organizations were convinced about the necessity of reducing labor intensive administration by automating personnel affairs. In general, positive consequences developed at the everyday operational level were increased accuracy of data, time and cost savings. Organizations also began to have a growing awareness and appreciation of the broader possible benefits of computer systems in performing HR duties. Recent developments in the e-HRM area are driven by rapid technological changes: ERP-based e-HRM applications (Enterprise Resource Planning) are now able to integrate a broad range of various HRM modules together as well as with numerous modules from other business areas such as sales, production, and finance, thereby providing a fully integrated HRM infrastructure. Empirical reports since 2000 have indicated an increase in confidence in using e-HRM, albeit still mainly for administrative purposes, and that e-HRM projects have largely remained focused on the growing sophistication of information technology. Recent studies on e-HRM applications suggest that these are now pushing HRM into a more strategic transformation, by supporting HR decisions with adequate descriptive and prognostic information. Electronic recruiting, training, compensation and many other HRM areas have unlocked a world of possibilities: by introducing new actors to HRM, by involving line managers in people management, by supporting a

Organizational Climate for Innovation Implementation and ICT Appropriation : Exploring the Relationship through Discourse Analysis

In this paper we explore the relationship between the organizational climate for innovation and ICT implementation success, defined as the stage in which end-users highly appropriate the newly implemented ICT. This exploration is guided by the question: how are organizational climate for innovation implementation and end-user appropriation of ICT related? We carried out a longitudinal case study in a hospital where new ICT had been implemented. We analyzed the organizational climate for innovation and end-user appropriation by means of discourse analysis. This led to the conclusion the relationship between organizational climate and end-user appropriation needs to be redefined.