Use of 4.0 (I4.0) technology in HRM: a pathway toward SHRM 4.0 and HR performance

Pillai, Rajasshrie; Yadav, Shilpi; Kaushik, Neeraj; Goel, Pooja

doi:10.1108/fs-06-2021-0128

Cited by 14 publications

(27 citation statements)

References 61 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…In manufacturing firms, this information enrichment not only affects operations, but also the other business functions of the firm (Saucedo-Martínez et al. , 2018), such as marketing (Achrol and Kotler, 2022) and human resources (Pillai et al. , 2022).…”

Section: Theoretical Frameworkmentioning

confidence: 99%

“…I4.0 technological advancements reflect a basket of new digital technologies that could define new ways to acquire and manage knowledge (Soto-Acosta and Cegarra-Navarro, 2016). In manufacturing firms, this information enrichment not only affects operations, but also the other business functions of the firm (Saucedo-Mart ınez et al, 2018), such as marketing (Achrol and Kotler, 2022) and human resources (Pillai et al, 2022). The huge amount of data that the new technologies enable firms to gather from deep within their value chain can be analyzed with more advanced data-processing analytics and AI solutions (Davenport, 2013(Davenport, , 2018, thus interconnecting different business functions (e.g.…”

Section: Theoretical Frameworkmentioning

confidence: 99%

See 1 more Smart Citation

Leveraging on intra- and inter-organizational collaboration in Industry 4.0 adoption for knowledge creation and innovation

Bettiol

Capestro

Maria

et al. 2023

EJIM

View full text Add to dashboard Cite

PurposeThis paper aims to investigate the impact of Industry 4.0 (I4.0) technologies on knowledge creation for innovation purposes by assessing the relationships among the variety of I4.0 technologies adopted (breadth I4.0), the penetration of these technologies within the firm’s value chain activities (depth I4.0) and the mediating role of both internal (inter-functional (IF)) and external [with knowledge-intensive business services (KIBS)] collaborations in this process.Design/methodology/approachThe study employed a quantitative research design. By administering a survey to entrepreneurs, chief operation officers or managers in charge of the operational and technological processes of Italian manufacturing firms, the authors collected 137 useful questionnaires. To test this study's theoretical framework and hypotheses, the authors ran regression and mediation analyses.FindingsFirst, the results highlight the positive link between breadth I4.0 and depth I4.0. Moreover, the results show the key role played by increased collaboration among the firm’s business functions and by relationships with KIBS in creating knowledge to innovate processes and products when I4.0 technologies are adopted.Research limitations/implicationsThe variety of I4.0 technologies adopted enables a firm to use such technologies in various value chain activities. However, the penetration of I4.0 into the firm’s value chain activities (depth I4.0) does not per se directly imply the production of new knowledge, for which a firm needs internal collaboration among different business functions, in particular with the production area, or collaboration with external partners that favor I4.0 implementation, such as KIBS.Practical implicationsTo achieve innovation goals by creating new knowledge, especially in the manufacturing industries, firms should encourage internal and external collaboration when I4.0 technologies are adopted. Moreover, policy makers should not only consider fiscal incentives for the adoption of such technologies, but also encourage the building of networks between adopting firms and external actors.Originality/valueThe study is one of the first attempt that provides empirical evidence of how I4.0 enables the creation of knowledge to innovate processes and products, highlighting the relevance of collaboration both within the company and with external partners.

show abstract

Section: Theoretical Frameworkmentioning

confidence: 99%

Section: Theoretical Frameworkmentioning

confidence: 99%

Leveraging on intra- and inter-organizational collaboration in Industry 4.0 adoption for knowledge creation and innovation

Bettiol

Capestro

Maria

et al. 2023

EJIM

View full text Add to dashboard Cite

show abstract

“…, 2017; Sivathanu and Pillai, 2018). This technology enhances different HR verticals' performance, from workforce planning to employee exit (Pillai et al. , 2021).…”

Section: Literature Reviewmentioning

confidence: 99%

“…Robots and Chatbots are used for attendance and leave management, employee query handling, employee verification and various HR operation functions (Ramalingegowda, 2019) to improve HR efficiency. HR analytics plays a significant role in decision-making, data visualization, dynamic reports and dashboards, and various workforce predictions (Pillai et al. , 2021).…”

Section: Literature Reviewmentioning

confidence: 99%

See 1 more Smart Citation

Smart HRM 4.0 for achieving organizational performance: a dynamic capability view perspective

Pillai

Srivastava

2022

IJPPM

View full text Add to dashboard Cite

PurposeThe research examines the role of Smart HRM 4.0 in developing dynamic capabilities and its impact on human resources and organizational performance.Design/methodology/approachThe authors used a grounded theory approach and conducted interviews of 39 senior HR managers from IT, ITeS, consulting, services and E-commerce companies through a semi-structured questionnaire. The authors analyzed the interview data with NVivo 8.0 to identify the themes related to the dynamic capabilities to Smart 4.0 HR practices.FindingsThe study provides a conceptual framework for organizational performance using dynamic capabilities built due to Smart HRM 4.0 practices. Organizations use Smart HRM 4.0 to develop dynamic capabilities: building learning and knowledge sharing capability and integration, reconfiguration capabilities. Further, the dynamic capabilities contribute to HR and organizational performance.Originality/valueThis study divulges the role of Smart HRM 4.0 practices in developing dynamic capabilities in Indian firms. The study provides an appealing insight into the structural link between Smart HRM 4.0 and dynamic capabilities, which are yet to be explored. This study extends the Smart HRM 4.0 and dynamic capabilities concepts for senior HR professionals and contributes to human resource management and organizational performance literature.

show abstract

AI-Driven Employee Engagement: Transforming Banking Workforce Dynamics Using the BEULA Model

Selwin,

Saseendran,

Vemavarapu

et al. 2024

Studies in Systems, Decision and Control

View full text Add to dashboard Cite

Use of 4.0 (I4.0) technology in HRM: a pathway toward SHRM 4.0 and HR performance

Cited by 14 publications

References 61 publications

Leveraging on intra- and inter-organizational collaboration in Industry 4.0 adoption for knowledge creation and innovation

Leveraging on intra- and inter-organizational collaboration in Industry 4.0 adoption for knowledge creation and innovation

Smart HRM 4.0 for achieving organizational performance: a dynamic capability view perspective

AI-Driven Employee Engagement: Transforming Banking Workforce Dynamics Using the BEULA Model

Contact Info

Product

Resources

About