Theorising the links between e-HR and strategic HRM: a model, case illustration and reflections

G. Martin, Martin Reddington

    Research output: Contribution to journalArticlepeer-review

    39 Citations (Scopus)


    In this paper we develop a model of e-human resources (e-HR) focusing on the relationship between HR strategy, e-HR goals and architectures, and positive and negative e-HR outcomes. This relationship is moderated by a number of key factors, including the organization and resources of the HR function, the absorptive capacity of HR, the skills and preferred styles of HR professionals, the levels of technology acceptance among employees and line managers and the models of change used in implementing e-HR programs. We illustrate certain features of this model using data from a case study of a leading international oilfield services provider. These data provide a partial confirmation of the model's validity but show the need for a more dynamic understanding of the links between e-HR variables and the importance of context in explaining differences between line managers' acceptance of e-HR.
    Original languageEnglish
    Pages (from-to)1553-1574
    Number of pages22
    JournalInternational Journal of Human Resource Management
    Issue number10
    Publication statusPublished - 2010


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