Theoretical approaches to e-HRM implementations.

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    There has been much research and many follow-up recommendations on how to introduce a new electronic human resource management (e-HRM) system to employees in order to avoid or minimize troubles during its implementation. However, implementation projects are known to be time consuming, indirect, and sometimes impulsive developments, leading to a mismatch between the initial ideas behind information technologies and the use in practice, the employees' perceptions and their experience. Paraphrasing Block, I put forward the following question: If I define successful e-HRM as one that is developed on-time and within budget, is reliable and easily maintained, and meets the specified requirements of HR professionals, line managers, and employees — how many organizations would acknowledge having successful e-HRM? (Block, R. (1983). The politics of project. New York: Yourdon Press). This chapter explores lessons from information technology (IT) studies that e-HRM researchers can learn and apply to better understand complex e-HRM implementation projects.
    Original languageEnglish
    Title of host publicationElectronic HRM in Theory and Practice, Advanced Series in Management.
    EditorsT.V. Bondarouk, Tatiana Bondarouk, Hubertus Johannes Maria Ruel, H. Ruel, Jan C. Looise, J.C. Looise
    Place of PublicationWA, UK
    Number of pages176
    ISBN (Print)978-0-85724-973-9
    Publication statusPublished - 2011

    Publication series

    NameAdvanced Series in Management
    PublisherEmerald Group Publishing Limited
    ISSN (Print)1877-6361


    • IR-77899
    • METIS-277071


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