Building dynamic capabilities: the case of HRIS

Abstract

PurposeThe purpose of this paper is to investigate conditions for a human resource information system (HRIS) to impact organizational competitiveness. Particularly, the author proposes that an HRIS is a key factor in building dynamic capabilities through fostering codification and dissemination of path‐dependent processes and assuring that the firm is able to repeat its successes.Design/methodology/approachDrawing on the resource‐based view (and its extension), the author theorizes about the relationship between HRIS specificity and firm competitiveness.FindingsIt is proposed that in‐house developed or highly‐customized HRIS are the key to building dynamic capabilities necessary for firm competitiveness.Research limitations/implicationsBy considering the HRIS as a vehicle for the unique and inimitable organizational processes, the author extends the traditional definition of management information systems. However, such an extension is doable within certain limitations. First, the assumption must be maintained that an HRIS can reflect unique routines and processes, and second, it must be recognized that path‐dependent routines may diminish organizational flexibility necessary for competitiveness in a changing environment.Practical implicationsIt is important for organizations to recognize that favorable conditions are necessary for employees to generate value. A potential favorable condition can be the HRIS that meets employee expectations and disseminates unique managerial knowledge.Originality/valueThe paper bridges diverse literature to highlight the role of HRIS in firm competitiveness. A new construct is proposed – HRIS specificity – to guide future research in the empirical examination of the proposed relationships and the dynamic capability paradigm.

The Relationship between Human Resource Information System (HRIS) Functions and Human Resource Management (HRM) Functionalities

“…This result is compatible with the result of the hypothesis of knowledge management since it was suggested by Mayfield and his associates in 2003 that records and compliance function provides very important data for knowledge management. It also agrees with Markova (2012) who commented that HRIS can facilitate organizational actors in tackling questions and challenges as they re-appear in the organization. This means that human resource department uses HRIS as a data base used to protect its activities, accordingly, the organizational ones, consequently, avoid any legal requirements (Decenzo and Robbins, 2011)…”

Interrelación de la cultura, flexibilidad laboral, alineación estratégica, innovación y rendimiento empresarial

“…Como ya hemos indicado, los cambios en los procesos de flexibilidad organizacional son la respuesta tanto a sucesos netamente de corte tecnológico como a cambios en la organización del trabajo. Es decir, es posible observar una correlación entre los cambios en la producción y los cambios en el empleo, así como lo indican Ramendran et al (2013), Markova (2012) y Barrett, Balloun y Weinstein (2005), principalmente en los procesos de comunicación de las estrategias a seguir y los esquemas de seguimiento e implementación de las formas de trabajar, donde la participación de los equipos de trabajo y las personas son un factor importante.…”

The relationship between Innovation diffusion and human resource information system (HRIS)

“…Organizations should have dynamic capabilities to actively respond to the challenges and changes within the external environment (Markova, 2012). Such capabilities are defined as "the firm's ability to integrate, build, and reconfigure internal and external competences to address rapidly changing environment" (Teece et al, 1997, p.516).…”