@article {Bondarouk:2013:0958-5192:391,
title = "The strategic value of e-HRM: results from an exploratory study in a governmental organization",
journal = "International Journal of Human Resource Management",
parent_itemid = "infobike://routledg/rijh",
publishercode ="routledg",
year = "2013",
volume = "24",
number = "2",
publication date ="2013-01-01T00:00:00",
pages = "391-414",
itemtype = "ARTICLE",
issn = "0958-5192",
eissn = "1466-4399",
url = "https://www.ingentaconnect.com/content/routledg/rijh/2013/00000024/00000002/art00009",
doi = "doi:10.1080/09585192.2012.675142",
keyword = "RBV, strategic value, e-HRM, organizational capabilities, mixed methods research, Oracle HR",
author = "Bondarouk, Tanya and Ru{\"e}l, Huub",
abstract = "This paper presents results from an exploratory study in a governmental organization on the strategic value of electronic human resource management (e-HRM). By applying the organizational capabilities approach, and by means of mixed research methods, data were collected on two generally
acclaimed strategic advantages of e-HRM: changing the role of the human resource (HR) function towards becoming a business partner; and increasing the time available for strategic HR issues. The findings show that these strategic advantages are not convincingly realized. While HR professionals
perceived role changes, line managers and non-managerial employees in general did not. The frequency of e-HRM practise was low, although it was satisfactorily used as intended. Interviewees stated that strategic advantages might arise if certain conditions are met. E-HRM does however provide
some unintended benefits. The findings suggest that e-HRM alone is not sufficient to enable the HR function to create dynamic and operational capabilities. Suggestions for further research are provided.",
}