When digitalization meets HRM: developing a HRM value chain model in China

Abstract

Purpose The purpose of this study is to explore the mechanism of digitalized transformation in organizations’ human resource management (HRM). This study summarizes three basic factors driving the digital transformation process in China: level of perception, level of application and speed of transformation. Design/methodology/approach This study analyzes the strategic transformation process of HRM in Haier, Hisense and Chambroad to explore the human resource digital transformation mechanism in Chinese enterprises. Findings The results of this study show that three HR value chain models can be constructed based on how well HRM deals with business: the efficiency-oriented HRM value chain, quasi-business-oriented HRM value chain and business-oriented HRM value chain. The basic factors – level of perception, level of application and speed of transformation – are observed in the entire HRM digital transformation process. Originality/value This study provides theoretical and empirical insights for enterprises to explore the value of digital technology in HRM and facilitate the digital transformation of HRM.