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Management and
­Technological Challenges
in the Digital Age
Copyright © 2018. Chapman and Hall/CRC. All rights reserved.

Management and Technological Challenges in the Digital Age, edited by Pedro Novo Melo, and Carolina Machado, Chapman
and Hall/CRC, 2018. ProQuest Ebook Central, http://ebookcentral.proquest.com/lib/bilib-ebooks/detail.action?docID=5212790.
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Manufacturing Design and Technology Series

Series Editor

J. Paulo Davim
PUBLISHED

Advanced Machining Processes: Innovative Modeling Techniques


Angelos P. Markopoulos and J. Paulo Davim

Additive Manufacturing and Optimization: Fundamentals


and ­Applications
V. Vijayan, Suresh B. Kumar, and J. Paulo Davim

Technological Challenges and Management: Matching Human and


Business Needs
Carolina Machado and J. Paulo Davim

Drills: Science and Technology of Advanced Operations


Viktor P. Astakhov
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Management and Technological Challenges in the Digital Age, edited by Pedro Novo Melo, and Carolina Machado, Chapman
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Management and
­Technological Challenges
in the Digital Age

Edited by
Pedro Novo Melo and Carolina Machado
Copyright © 2018. Chapman and Hall/CRC. All rights reserved.

Management and Technological Challenges in the Digital Age, edited by Pedro Novo Melo, and Carolina Machado, Chapman
and Hall/CRC, 2018. ProQuest Ebook Central, http://ebookcentral.proquest.com/lib/bilib-ebooks/detail.action?docID=5212790.
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Management and Technological Challenges in the Digital Age, edited by Pedro Novo Melo, and Carolina Machado, Chapman
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Contents

Preface..................................................................................................................... vii
About the Editors....................................................................................................ix
List of Contributors.................................................................................................xi

1 Human Resource Management in the Digital Age: Big Data, HR


Analytics and Artificial Intelligence........................................................... 1
Mark L. Lengnick-Hall, Andrea R. Neely and Christopher B. Stone

2 Value Co-Creation Opportunities: Managerial Transformation


of Digitisation Risks into Success Factors ............................................... 31
Katja Rantala and Heikki Karjaluoto

3 ‘Video Killed the F2F-Interview Star’: A Mixed-Method Study


into the Effect of Pre-Recorded Video Interviews as a Selection
Tool...................................................................................................................53
Tanya Bondarouk, Huub Ruël and Bart ter Harmsel

4 Exploring the Uses and Gratifications of Digital Tools as


Knowledge Transfer Media in Organisations.........................................87
Laura Zapata-Cantú, Teresa Treviño, Flor Morton and José Luis Pineda

5 Integrating Digital Transformation Strategies into Firms:


Values, Routes and Best Practice Examples............................................107
Copyright © 2018. Chapman and Hall/CRC. All rights reserved.

Mirjana Pejić Bach, Mario Spremić and Dalia Suša Vugec

6 Fostering Intellectual Capital: Management Information


Systems in the Digital Age........................................................................129
Mine Afacan Findikli and Mustafa Sundu

7 Content Strategies in the Era of Digital Marketing............................. 149


Xabier Martínez‑Rolán and Teresa Piñeiro‑Otero

8 CEO Sociability on Twitter: Findings of Fortune 500 CEOs..............177


Nihat Erdoğmuş and Emel Esen

9 Mutual Relationship of Human Resource Management and


Technology....................................................................................................197
Sona Hovhannisyan and Carolina F. Machado
Index...................................................................................................................... 211

Management and Technological Challenges in the Digital Age, edited by Pedro Novo Melo, and Carolina Machado, Chapman
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Management and Technological Challenges in the Digital Age, edited by Pedro Novo Melo, and Carolina Machado, Chapman
and Hall/CRC, 2018. ProQuest Ebook Central, http://ebookcentral.proquest.com/lib/bilib-ebooks/detail.action?docID=5212790.
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Preface

The use of new technologies in management and production areas is criti-


cal to give managers and engineers a set of tools for better decision making
when recruiting a new employee, for talent management or in defining the
best strategy to motivate employees and obtain high levels of productivity.
Technological developments in recent years have been tremendous.
Technology is increasingly present in several dimensions of society. This
evolution is visible in companies through increasingly technological equip-
ment, increasingly computerised procedures and management practices
associated with technologies. One of the most visible management practices
is related to the management of employees. Indeed, parallel to the concern
of obtaining a high level of quality and productivity in the use of new tech-
nologies, concepts such as people analytics, e-recruitment or employee self-
service are changing the management area and, to some extent, are allowing
a structuring and formalising conception which was previously more diffi-
cult. This book aims to promote research related to these new trends, which
are opening up a new field of research in the management and engineering
areas.
For the purpose of sharing knowledge through debate and information
exchange about technological challenges and management in the digital age,
this book is divided into nine chapters. Chapter 1 covers ‘Human Resource
Management in the Digital Age: Big Data, HR Analytics and Artificial
Intelligence’. Chapter 2 discusses ‘Value Co-Creation Opportunities:
Managerial Transformation of Digitisation Risks into Success Factors’.
Copyright © 2018. Chapman and Hall/CRC. All rights reserved.

Chapter 3 contains ‘“Video Killed the F2F-Interview Star”: A Mixed-Method


Study into the Effect of Pre-Recorded Video Interviews as a Selection
Tool’. Chapter 4 describes ‘Exploring the Uses and Gratifications of Digital
Tools as Knowledge Transfer Media in Organisations’. Chapter 5 covers
‘Integrating Digital Transformation Strategies into Firms: Values, Routes and
Best Practice Examples’. Chapter 6 describes ‘Fostering Intellectual Capital:
Management Information Systems in the Digital Age’. Chapter 7 discusses
‘Content Strategies in the Era of Digital Marketing’. Chapter 8 contains ‘CEO
Sociability on Twitter: Findings of Fortune 500 CEOs’. Finally, Chapter 9 cov-
ers ‘Mutual Relationship of Human Resource Management and Technology’.
The book addresses several dimensions of technology that are favourable
to management, with a particular emphasis on people management and its
impact on business and the organisation’s competitiveness. The manage-
ment of employees can only win from this association; as in other areas of
management, it enables managers with a set of tools and strategies to better
manage people, and so entrepreneurs stand to gain from it.

Management and Technological Challenges in the Digital Age, edited by Pedro Novo Melo, and Carolina Machado, Chapman
and Hall/CRC, 2018. ProQuest Ebook Central, http://ebookcentral.proquest.com/lib/bilib-ebooks/detail.action?docID=5212790. vii
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viii Preface

This book can serve as a useful reference for academics, researchers,


human resource managers, managers, engineers and other professionals in
related matters with management and technological challenges in the digi-
tal age. Contributors are encouraged to identify the theoretical and practical
implications of the work for management and technology across the range
from single to large organisations.
We are grateful to CRC Press/Taylor & Francis Group for this opportunity
and for their professional support. Finally, we thank all chapter contributors
for their interest and time allotted to work on this project.

Pedro Novo Melo


Barcelos, Portugal

Carolina Machado
Braga, Portugal
Copyright © 2018. Chapman and Hall/CRC. All rights reserved.

Management and Technological Challenges in the Digital Age, edited by Pedro Novo Melo, and Carolina Machado, Chapman
and Hall/CRC, 2018. ProQuest Ebook Central, http://ebookcentral.proquest.com/lib/bilib-ebooks/detail.action?docID=5212790.
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About the Editors

Carolina Machado
School of Economics and Management
University of Minho
Braga, Portugal

Pedro Novo Melo


Management School
Polytechnic Institute of Cávado and Ave
Barcelos, Portugal
and
School of Economics and Management
University of Minho
Braga, Portugal

Carolina Machado received her PhD in management sciences (organisa-


tional and policies management/human resources management) from the
University of Minho in 1999, and has a master’s degree in management (stra-
tegic human resource management) from Technical University of Lisbon
in 1994. Teaching in the human resources management subjects since 1989
at the University of Minho, Dr. Machado has been an associated professor
since 2004, with experience and research interest areas in the fields of human
resource management, international human resource management, human
resource management in small and medium enterprises, training and devel-
Copyright © 2018. Chapman and Hall/CRC. All rights reserved.

opment, management change and knowledge management. She is head of


the human resources management work group at the University of Minho,
as well as chief editor of the International Journal of Applied Management
Sciences and Engineering (IJAMSE). Prof. Carolina Machado – http://orcid.
org/0000-0002-9685-1576.

Pedro Novo Melo is an invited professor at school of economics and manage-


ment, University of Minho, and the school of management at the Polytechnic
Institute of Cávado and Ave, where he lectures in organisational behaviour
and human resource management. He has a PhD in business sciences and a
master’s degree in human resource management, both from the University of
Minho. His main areas of interest are organisational behaviour and human
resource practices and their relationship with strategy, with special emphasis
on small and medium enterprises. In recent years, Dr. Melo has focused his
studies on digital human resources management and innovation in human
resources management in Portugal. Prof. Pedro Novo Melo – http://orcid.
org/0000-0003-2604-8902.

Management and Technological Challenges in the Digital Age, edited by Pedro Novo Melo, and Carolina Machado, Chapman
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Copyright © 2018. Chapman and Hall/CRC. All rights reserved.

Management and Technological Challenges in the Digital Age, edited by Pedro Novo Melo, and Carolina Machado, Chapman
and Hall/CRC, 2018. ProQuest Ebook Central, http://ebookcentral.proquest.com/lib/bilib-ebooks/detail.action?docID=5212790.
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List of Contributors

Mine Afacan Findikli Mark L. Lengnick-Hall


Department of Business College of Business
Management University of Texas at San Antonio
Beykent University San Antonio, Texas, USA
İstanbul, Turkey
Xabier Martínez-Rolán
Faculty of Social Science and
Tanya Bondarouk
Communication
Faculty of Behavioural,
University of Vigo
Management and Social Sciences
Pontevedra, Spain
University of Twente
Enschede, Netherlands
Flor Morton
División de Negocios
Nihat Erdoğmuş Universidad de Monterrey
Faculty of Economics and Monterrey, Mexico
Administrative Sciences,
Business Administration Andrea R. Neely
Department College of Business
Yıldız Technical University University of Tennessee at
İstanbul, Turkey Chattanooga
Chattanooga, Texas, USA
Emel Esen
Faculty of Economics and
Copyright © 2018. Chapman and Hall/CRC. All rights reserved.

Mirjana Pejić Bach


Administrative Sciences, Faculty of Economics & Business
Business Administration University of Zagreb
Department Zagreb, Croatia
Yıldız Technical University
İstanbul, Turkey José Luis Pineda
Marketing Department
Sona Hovhannisyan Tecnologico de Monterrey
Faculty of Economics and Monterrey, Mexico
Management Teresa Piñeiro-Otero
Yerevan State University University of Coruña
Yerevan, Armenia Coruña, Spain

Heikki Karjaluoto Katja Rantala


School of Business and Economics School of Business and Economics
University of Jyväskylä University of Jyväskylä
Jyväskylä, Finland Jyväskylä, Finland

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xii List of Contributors

Huub Ruël Dalia Suša Vugec


Hospitality Business School The Hague Faculty of Economics & Business
Hotelschool The Hague University of Zagreb
The Hague, Netherlands Zagreb, Croatia
Mario Spremić Bart ter Harmsel
Faculty of Economics & Business Exact Software
University of Zagreb Delft, Netherlands
Zagreb, Croatia
Christopher B. Stone Teresa Treviño
School of Business División de Negocios
Emporia State University Universidad de Monterrey
Emporia, Kansas, USA Monterrey, Mexico

Mustafa Sundu Laura Zapata-Cantú


Management Information Systems EGADE Business School
Beykent University Tecnologico de Monterrey
İstanbul, Turkey San Pedro Garza García, Mexico
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Management and Technological Challenges in the Digital Age, edited by Pedro Novo Melo, and Carolina Machado, Chapman
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1
Human Resource Management in the
Digital Age: Big Data, HR Analytics
and Artificial Intelligence

Mark L. Lengnick-Hall, Andrea R. Neely and Christopher B. Stone

CONTENTS
1.1 Introduction..................................................................................................... 1
1.2 What Is Big Data?............................................................................................ 5
1.3 Big Data Opportunities for HRM.................................................................6
1.4 Big Data Challenges for HRM.......................................................................9
1.5 What Is HR Analytics?................................................................................. 11
1.6 HR Analytics Opportunities for HRM...................................................... 13
1.7 Challenges of HR Analytics for HRM....................................................... 16
1.8 What Is Artificial Intelligence?................................................................... 19
1.9 Artificial Intelligence Opportunities for HRM........................................ 20
1.10 Challenges of Artificial Intelligence for HRM.......................................... 23
1.11 Conclusion..................................................................................................... 24
1.11.1 Partner in Strategy Execution......................................................... 25
1.11.2 Administrative Expert..................................................................... 25
Copyright © 2018. Chapman and Hall/CRC. All rights reserved.

1.11.3 Employee Champion........................................................................ 26


1.11.4 Change Agent.................................................................................... 26
References............................................................................................................... 27

1.1 Introduction
Digital technology, that is, virtually everything connected with comput-
ers, the internet, mobile apps and other related things (i.e., ‘the internet of
things’) that allow the sending and receiving of data, has had a profound
effect on the workplace. While the roots of this change occurred during the
end of the twentieth century, the pace has accelerated since the beginning
of the twenty-first century. Work and the workplace will be fundamentally
changed.
Many of the characteristics of the workplace that evolved to adapt to the
Industrial Revolution and the rise of large corporations in the 1900s no longer
Management and Technological Challenges in the Digital Age, edited by Pedro Novo Melo, and Carolina Machado, Chapman
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2 Management and Technological Challenges in the Digital Age

fit with the needs of a workplace that has radically changed as a result of new
technologies. In the early 1900s at the beginning of the Industrial Revolution,
business owners and managers faced the challenges of marshalling large
numbers of employees under one roof to perform various parts of a process,
oftentimes in an assembly line (e.g., the early automobile manufacturers).
Coordinating these employees, many of whom spoke different languages
and came from different countries, posed additional challenges to organisa-
tions. One problem they had to solve was how to teach farmers and crafts-
men from an agrarian society, who were used to working either alone or in
small groups, to work together in a coordinated fashion in an urban environ-
ment in one large central location.
Taylor (1911) and the other purveyors of scientific management provided a
compelling answer: break jobs down into smaller chunks, teach employees
how to do specific tasks and then have them do those tasks repetitively to
develop proficiency. At this point in the evolution of industrial work, the
employees’ attitudes (e.g., job satisfaction, engagement etc.) were considered
only secondary, as the prime focus was on mass producing manufactured
goods cheaply and efficiently to meet the growing demands of consumers in
the marketplace.
As organisations grew larger, and the corporation became a dominant
business form, bureaucracies developed to do on the administrative side of
business what technologies such as the assembly line and scientific manage-
ment were doing on the operations side of the business. The classic hierarchi-
cal functional organisational structure evolved to efficiently handle the large
volume of information and decision making that occurred on a daily basis.
Specialised functions enabled specialised expertise that led to efficient func-
tional operations, albeit sometimes at the cost of sub-optimisation.
The need for a human resource (HR) function to handle the people side of
Copyright © 2018. Chapman and Hall/CRC. All rights reserved.

business operations grew as the size of organisations grew. National Cash


Register Corporation is reported to have been the first company to create
an HR department in 1901 (Jacoby, 1985). Other corporations were soon to
follow. Early personnel departments, as they were known at the time, were
given the task of bringing order and harmony to what could otherwise be a
place of employee unrest. Unions grew in response to workers’ unmet con-
cerns, and personnel departments developed tactics to dilute their influence.
In fact, many progressive policies and practices were implemented during
this time period that were precursors to modern human resource manage-
ment (HRM) practices (Kaufman, 2002). Sub-functions of HRM developed
to address the needs of employees across their entire tenure with a firm:
recruiting, selection, training and development, performance management,
compensation and benefits, and employee/labour relations.
The dominant form of employment during the twentieth century was the
full-time job. A full-time job meant that work was performed on a fixed sched-
ule at a firm’s place of business and under the firm’s control, and there was
a mutual expectation of continued employment (Spreitzer et al., 2017). Other
Management and Technological Challenges in the Digital Age, edited by Pedro Novo Melo, and Carolina Machado, Chapman
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