Classification of articles by research approach
| Research approach | No. of articles (%) | Authors, date | Topic |
|---|---|---|---|
| Conceptual | 24% | Singh (2019) | Singh and El-Kassar analyze the influence of big data on business growth and in terms of sustainable performance |
| Calvard et al. (2018) | Calvard and Jeske analyze the risks arising from the use of big data in HRM. | ||
| Campion et al. (2018) | Campion et al. observe how big data can be used for Talent Management | ||
| Cheng et al. (2018) | Cheng, Xu, and Cui discuss employee retention, which is generally based on organizational effectiveness and the effects of organizational support and career management on employee retention | ||
| Hamilton and Sodeman et al. (2020) | Hamilton and Sodeman investigate HR and explore the impact of three new big data sources on strategic human resources | ||
| Angrave et al. (2016) | Angrave et al. define, with an overview of academic research, the concepts of data analytics and big data analyzing how they are related to HR. | ||
| Review | 8% | Cheng and Hackett (2019) | Cheng and Hackett produce a review of academic research on the use of algorithms in HRM. |
| Garcia-Arroyo and Osca (2021) | Garcia-Arroyo and Osca conduct a literature review to systematize the academic studies so far, identifying the importance of Big data for HRM. | ||
| Data Analysis | 12% | Shamim et al. (2019) | Shamim et al. examine 108 Chinese firms and test the impact of big data on quality decision-making |
| Wang and Cotton (2018) | Wang and Cotton demonstrate the effects of organizational ties on team performance while highlighting that big data can add value to the workforce and firm strategy. However, a longitudinal dataset of 15,837 Major League Baseball players from all teams cast doubt on this result | ||
| De Mauro et al. (2018) | De Mauro et al. list new skills necessary for family skills to use big data | ||
| Survey | 16% | Zhang, Y. (2017) | Yizhe examines 1245 Chinese enterprises, using a survey to demonstrate that career development, staff training project, and performance pay schemes (strategic HRM) positively impact enterprise performance |
| El-Kassar et al. (2019) | El-Kassar and Singh analyze 215 organizations in the Middle East, North Africa, and Golf-Cooperation Countries, examining the effects of innovation practices and corporate environmental ethics on organizational and environmental performance | ||
| Bag et al. (2020) | Bag et al. investigate how the workforce supports BDA in improving sustainable advantages | ||
| Rialti et al. (2019) | Rialti et al. develop a survey in which they test the effects of organizational BDA capabilities on the firm's ambidexterity and agility and performance | ||
| Experimental | 4% | Fathian et al. (2017) | Fathian, Saei-Shahi, and Makui develop a new model for simultaneously forming a team with three key factors: 1. Expert's skills; 2. Expert's collaboration network; 3. Expert's reliability |
| Case study | 36% | Dahlbom et al. (2020) | Dahlbom et al. demonstrates the advantages of Big Data on the HR function. The paper focused on a group of the largest Finnish companies |
| Mello and Martins (2019) | With two study cases, Mello and Martins investigate the potential of BDA to enhance Performance measurement systems | ||
| Nocker and Sena (2019) | Nocker and Sena discuss several case studies that show the positive impact of talent analytics on organizational decision-making | ||
| Rodríguez-Sánchez et al. (2019) | Rodríguez-Sánchez, Montero-Navarro, and Gallego-Losada carry out a case study in the mechanical engineering sector, evidence of the benefits of e-recruitment and selection | ||
| Yuan et al. (2015) | Yuan et al. show a case study highlighting how big data are useful tools to evaluate the outdoor work performance of 1100 police officers in a medium-sized Chinese | ||
| Popovič et al. (2018) | Popovič et al. demonstrate the effects of BDA on the empowerment of employees and how BDA can be integrated into organizations | ||
| Osuszek et al. (2016) | Osuszek et al. show how Big Data analysis can extend the DSS part of Adaptive Case Management (ACM) systems, and they show how big data can be used by organizations to improve their business | ||
| Martin-Rios et al. (2017) | Martin-Rios et al. (2017) examine a case study that matches the strategic dimensions of HRM with an empirical data analysis focused on HR analytics | ||
| Deng and Cao (2018) | Deng and Cao study the problems of employees' education and training systems in large Chinese enterprises after introducing Big Data Technology | ||
| Total | 100% |
| Research approach | No. of articles (%) | Authors, date | Topic |
|---|---|---|---|
| Conceptual | 24% | Singh and El-Kassar analyze the influence of big data on business growth and in terms of sustainable performance | |
| Calvard and Jeske analyze the risks arising from the use of big data in HRM. | |||
| Campion | |||
| Cheng, Xu, and Cui discuss employee retention, which is generally based on organizational effectiveness and the effects of organizational support and career management on employee retention | |||
| Hamilton and Sodeman investigate HR and explore the impact of three new big data sources on strategic human resources | |||
| Angrave | |||
| Review | 8% | Cheng and Hackett produce a review of academic research on the use of algorithms in HRM. | |
| Garcia-Arroyo and Osca conduct a literature review to systematize the academic studies so far, identifying the importance of Big data for HRM. | |||
| Data Analysis | 12% | Shamim | |
| Wang and Cotton demonstrate the effects of organizational ties on team performance while highlighting that big data can add value to the workforce and firm strategy. However, a longitudinal dataset of 15,837 Major League Baseball players from all teams cast doubt on this result | |||
| De Mauro | |||
| Survey | 16% | Yizhe examines 1245 Chinese enterprises, using a survey to demonstrate that career development, staff training project, and performance pay schemes (strategic HRM) positively impact enterprise performance | |
| El-Kassar and Singh analyze 215 organizations in the Middle East, North Africa, and Golf-Cooperation Countries, examining the effects of innovation practices and corporate environmental ethics on organizational and environmental performance | |||
| Bag | |||
| Rialti | |||
| Experimental | 4% | Fathian, Saei-Shahi, and Makui develop a new model for simultaneously forming a team with three key factors: 1. Expert's skills; 2. Expert's collaboration network; 3. Expert's reliability | |
| Case study | 36% | Dahlbom | |
| With two study cases, Mello and Martins investigate the potential of BDA to enhance Performance measurement systems | |||
| Nocker and Sena discuss several case studies that show the positive impact of talent analytics on organizational decision-making | |||
| Rodríguez-Sánchez, Montero-Navarro, and Gallego-Losada carry out a case study in the mechanical engineering sector, evidence of the benefits of e-recruitment and selection | |||
| Yuan | |||
| Popovič | |||
| Osuszek | |||
| Deng and Cao study the problems of employees' education and training systems in large Chinese enterprises after introducing Big Data Technology | |||
| Total |
Source(s): Author's own creation
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