“…Two implicit themes in many of the studies are the importance of ethical guidelines (see Klimchak, Bartlett, and MacKenzie 2020 for the relationship between employee trust and affective commitment, and Tursunbayeva et al 2021 for specific issues with STARA implementations) and approaches to the adoption of these new technologies, especially in HRM systems; and the inclusion of multiple organisational stakeholders (employees, unions, frontline supervisors, middle and top managers, alongside HR professionals) in the design, implementation and evaluation of such systems (Abdali 2019;Bondarouk and Brewster 2016;Charlwood and Guenole 2022;Chytiri 2019;Fedorova and Koropets 2019;Habrahen et al 2018;Lubberink 2021;Mefi and Asoba 2021;Prakash, Krishna, and Mores 2019;SizweSihle 2021). In addition, authors such as Florkowski (2020) suggest that HR professionals need to have 'human resource technology (HRT) champions' within their organisations to sanction and support the implementation of smart technologies, together with three 'enablers' (p. 1388)namely, comprehensive disclosure, dedicated technical resources and internal political (managerial) support. Perhaps in the absence of some (or all) of these support mechanisms, some relatively recent Australian research is less than optimistic on the capacity of managers and HR professionals to undertake these activities, with only 9% of survey respondents knowing 'how to build a future-ready organisation' using these technologies (compared to 11% globally) and only half were designing their HRM systems to use them for organisational benefit (Brown 2018).…”