BUS-7112 v1

Benson, T. (2014). The Role of Change Management in Human Resources Information Management: Leading, Supporting, and Inspiring People through Change. Workforce Solutions Review, 5(1), 27–28.
The article offers information on the role of change management in human resources information management (HRIM). Topics discussed include views of Graham Waller, vice president at market research firm Gartner, on understanding the need to lead people and manage information technology (IT) processes; enterprise resource planning (ERP) involving leadership, commitment to the project, and support of project team members, and tips for building momentum and inspiring people during change.

Liew, A. (2015). The use of technology-structured management controls: changes in senior management’s decision-making behaviours. International Journal of Accounting Information Systems, 17, 37-64. https://doi.org/10.1016/j.accinf.2014.05.001
This study examines the behavioral changes observed in senior management when adopting information technology for management controls. Through a case study approach, the research explores the impact of technology on decision-making behaviors, revealing how senior management not only gained monitoring capabilities over subordinates but also inadvertently allowed the chief executive officer to observe quietly. The findings demonstrate that this increased transparency fostered a collaborative and circumspect decision-making environment, promoting fairness, respect, and harmonious interactions among senior management.

Molineux, J. (2013). Enabling organizational cultural change using systemic strategic human resource management – a longitudinal case study. International Journal of Human Resource Management, 24(8), 1588–1612. https://doi.org/10.1080/09585192.2012.723022
Researchers report that successful cultural change in an organization is difficult to achieve. This research contends that it is more likely to be successful when a systemic approach to strategic human resource management (SHRM) is used to facilitate the change. The contention was tested in an action research case study and longitudinal assessment of change in a large Australian public sector agency. A clear finding from this research is that the cultural change had been sustained through the systemic application of SHRM.

Presbitero, A. (2017). How do changes in human resource management practices influence employee engagement? A longitudinal study in a hotel chain in the Philippines. Journal of Human Resources in Hospitality & Tourism, 16(1), 56–70. https://doi.org/10.1080/15332845.2016.1202061
Drawing from social exchange theory, this study investigates how changes in human resource management practices influence and affect employee engagement in a hotel chain. Changes in human resource management practices were identified, and corresponding changes in the level of employee engagement were observed. One hundred forty-five employees from a hotel chain in the Philippines participated in a longitudinal study. Results show that improvements in human resource management practices, particularly in the areas of reward management and training and development, yielded positive and significant change in the level of employee engagement. Implications for human resource management, particularly in the hospitality and tourism context, are discussed.

Shipton, H., Sparrow, P., Budhwar, P., & Brown, A. (2017). HRM and innovation: looking across levels. Human Resource Management Journal, 27(2), 246–263. https://doi.org/10.1111/1748-8583.12102
This study addresses the fragmented and contradictory nature of empirical evidence regarding the role of human resource management (HRM) in fostering organizational innovation. By examining the multi-level demands of innovation, the research explores how different HRM configurations, characterized by either control or entrepreneurial ethos, influence employees' attitudes and behaviors at the individual level, ultimately shaping organizational-level innovation. Drawing on institutional theory, the study also highlights two distinct patterns of bottom-up emergence driven by composition and compilation.

Sung, S. Y., & Choi, J. N. (2018). Building knowledge stock and facilitating knowledge flow through human resource management practices toward firm innovation. Human Resource Management, 57(6), 1429–1442. https://doi.org/10.1002/hrm.21915
This study focuses on the relationship between human resource management (HRM) practices and firm-level knowledge management, specifically the dimensions of knowledge stock and knowledge flow, which play a crucial role in driving firm innovation. The research demonstrates that HRM practices that promote stock-building and flow-facilitation have distinct effects on knowledge stock and flow, respectively, and that the impact of these knowledge dimensions on firm innovation is enhanced in firms with strong innovation strategies. The findings contribute to a comprehensive understanding of the interplay between HRM practices and firm-level knowledge management, providing valuable insights for both researchers and practitioners.