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A Corporate Social Capital View on E-HRM Implementation
Abstract
Human resource management (HRM) can influence an organization’s human and organizational resources and provide organizational competitive advantage. E-HRM, defined as a “way of implementing HR strategies, policies, and practices in organizations through a conscious and directed support of and/or with the full use of Web-technology-based channels” (Ruël, Bondarouk, & Looise, 2004, p. 365) offers great possibilities for more successful HRM work. The group of stakeholders affected by e-HRM initiatives is frequently broader than the HR staff itself: it includes anyone who can receive updates of organizational dynamics, participate in online discussions, or choose career paths. Research shows that the most important challenge in e-HRM implementation is the required change in the mindsets of the involved HR personnel, line managers, and employees that makes such projects successful (Ruël et al., 2004). In this chapter we study how such mindsets emerge and evolve through the social relationships of the prospective users of the HRIS.
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