Description
The area of organizational resilience is attracting growing attention because of challenges that are imposed on increasingly demanding customers, workplace adversity, high competition, and challenging market conditions (Do et al., 2022; Duchek, 2020; Hillmann & Guenther, 2021). Despite interest in organizational resilience, few studies have considered how it could be related to the increased use of robotics now increasingly used in hotels and other service organizations (Amelia et al., 2022), especially while considering how to reconcile employee well-being and achieving organizational performance as overarching goals of strategic human resource management (Armstrong & Taylor, 2020; Boxall & Purcell, 2016). However, scholars in information systems, innovation management, and strategy agree that taking the human side of robotic technology is critical for its adoption and successful implementation (Baptista et al., 2020; Beer et al., 2015; Belanche et al., 2020; Stapels & Eyssel, 2021; Xu et al., 2020). In addition, strategic human resource management that encompasses philosophy, procedures, and processes connecting people and technology represents the key element to navigate workplace adversities and improve organizational resilience.
The aim of this work is to broaden our understanding of the ways in which human resource management in organizations can contribute to the development of organizational resilience during the adoption of robotic technologies. Although most studies focus on examining organizational resilience capabilities (Do et al., 2022; Duchek, 2020; Hillmann & Guenther, 2021; Shepherd & Williams, 2023) and strategic human resource management (Al-Taweel, 2021; Kim et al., 2022; Lengnick-Hall et al., 2011; Suder et al., 2019) in separation while addressing the technological context changing with the introduction of robotics, this study adopts a conceptual approach allowing to integrate these important aspects in a framework setting ground for future research.
This paper develops a theoretical framework that explores the interaction between the elements of strategic human resource architecture, organizational resilience capabilities, and the adaptation of robotic technology. This framework aims to provide pathways to explaining how strategic human resource management can contribute to organizational resilience in the context of the challenges and opportunities presented by the introduction of robotic technology in service organizations. This framework integrates the multilevel aspects of strategic human resource management that exercises the top-down influence on lower-level units, as well impacts organizational resilience at organizational level (Humphrey & LeBreton, 2019; Klein & Kozlowski, 2000).
As result, this proposed framework outlines how human resource management recruitment, selection, training, appraisal, and compensation practices composing strategic human resource architecture (Lepak & Snell, 1999; Luo et al., 2021; Zavyalova et al., 2020) both influence employees at individual level and contribute to three different organizational capability trajectories of capitalizing resilience, realigning resilience, and repurposing resilience at organizational level (Hillmann & Guenther, 2021; Lengnick-Hall et al., 2011; Shepherd & Williams, 2023). These results also broaden our understanding of how robotic technology could establish boundary conditions that inhibit or enable the way human resource management could contribute to organizational resilience. The novelty of our work lies in the research agenda that this conceptual framework offers for future research on strategic human resource management and its relationship to organizational resilience in the context of implementing robotics and other technologies driven by artificial intelligence.
References
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