Humans can simultaneously serve as levers and pose obstacles in digital transformations (DTs) of small-medium-enterprises (SMEs). However, there is not yet a uniform understanding regarding the corresponding treatment of individuals in these contexts. The purpose of this study is thus to analyze how human resource management (HRM) contributes to DTs in SMEs.
This study follows a systematic literature review that investigates the current state of research on HRM in the DT of SMEs. A grounded theory approach is applied to analyze the final sample of 59 articles, answering the research question of HRM contribution in this environment.
Organizations can expose themselves to potential risks by neglecting HRM, as well as achieve several benefits by actively strengthening the human determinants. HR can act as a strategic enforcer, technological innovator, cultural preserver or change retarder within a DT in SMEs. This study discusses these four roles as well as their interdependencies and dynamics.
This study brings together a previously fragmented research landscape in a field of growing scientific and practical relevance. The newly generated framework enriches the academic discourse, especially regarding dynamic capabilities and paradox theory in SMEs, offers practical implications and serves as a starting point for new investigations.
